Despite being presented as an operations role, this position functions heavily as a sales-driven role once training is completed. While compensation can appear attractive on paper, the reality after placement often includes significantly higher workload expectations than initially understood.
Training was inconsistent and frequently changed on a weekly basis, which resulted in unpredictable schedules and commutes exceeding an hour each way. This was particularly frustrating given that I had communicated during the interview process that I was not interested in a commute longer than 40 minutes, which was not honored in practice.
Accountability expectations often did not align with the level of training provided. On my second day independently managing an office, I was held responsible for preparation errors related to an OS day despite not having been trained on that process at the time. Formal training for those responsibilities was not provided until months later.
In addition, office placements can involve environments with longstanding operational challenges and limited staffing stability, including frequent call outs. In those conditions, maintaining expected performance standards becomes extremely difficult.
Support from leadership felt limited in practice. When concerns were raised, the response was often that existing resources should be sufficient rather than providing hands on assistance. In my experience, workload frequently extended into 60+ hour weeks in order to keep operations functioning, which made the compensation feel misaligned with the actual demands of the role.
