Inexperienced leadership. The current CEO is still finding their footing, and while a new financial officer was brought in, most accounts remain unprofitable. Losses are often accepted to maintain client relationships without any clear turnaround plan. Toxic sales model. Only the top third of reps make any real money. The rest are underpaid for what’s expected, working on accounts that never had the potential to be profitable.
Unethical business practices overlooked. There are long-standing concerns about favoritism and questionable vendor relationships. On the company’s most profitable account, one carrier receives the majority of the freight despite being paid well above market rates. It’s widely suspected and quietly accepted that this arrangement benefits an internal coordinator personally. This behavior has been going on for years, and leadership has turned a blind eye in the interest of preserving short-term margins.
Hiring for optics, not outcomes. They’ve started hiring younger employees with slightly higher base salaries but unrealistic commission goals. Leadership seems more interested in reducing churn optics than supporting actual success.
Failed strategy copying Coyote. Leadership hired a wave of Coyote employees trying to mimic their model, but without the tech, structure, skill, or leadership Coyote had. It’s imitation without infrastructure.
No real HR protection. The HR function is effectively non-existent, run by two people one of whom has a concerning professional history. Employees have no real recourse or support. Private equity play. The company was acquired by an equity firm whose only objective is to grow revenue on paper for five years and sell. They’re in year two. There’s no long-term vision, just temporary growth metrics.
Beware
