Great Employers - Sales Operations Associate MediaMax Employee Review

12 years with Mediamax, people are amazing, lots of opportunity, top tier media products

Fast paced, only a problem if you can keep up

Remote, unlimited paid time off

Toxic work environment with poor management and extremely high burnout. Management frequently gave employees instructions, then later forgot those instructions and blamed employees for following them. Expectations constantly changed, and employees were criticized regardless of which direction they followed. Leadership claimed to welcome feedback and encouraged employees to bring forward concerns. However, when issues were raised, responses were often delayed or unavailable or never even answered because management was too busy. Later, those same issues were used to criticize employees for "not communicating" or "not bringing it up sooner," creating a frustrating double standard and making it difficult to trust that concerns would actually be addressed. Management was significantly out of touch with the problems within the business and often set employees up to fail. Rather than addressing ineffective processes, unreliable tools, and constantly changing expectations, leadership held employees responsible for results that were outside their control. Sales relied heavily on cold email outreach, yet the email tools were unreliable. Thousands of emails sent with little visibility into whether they were even reaching prospects, and responses were rare. The outreach often came across as spammy and overly desperate and aggressive, which conflicted with the premium, high-end image of the product the company was trying to sell. This made building credibility with potential customers unnecessarily difficult. Even dedicated BDRs, whose entire job was prospecting, often struggled to book meetings because of these issues. At the same time, full-cycle reps were expected to do that plus everything else. Instead of looking at the system, the blame landed on the sales rep for not hitting numbers. Management also sent mixed messages about performance. Sales that originated from BDR-generated leads were often minimized or treated as less valuable, even though that was the process employees were expected to follow. At the same time, when employees closed sales from their own self-generated leads, there was little or no recognition. It created the impression that no matter how hard you worked or what you accomplished, it was never enough. Despite regularly working beyond scheduled hours and dealing with broken tools and inefficient processes which at least worked years ago before the companys old tools no longer worked, expectations continued to increase while recognition remained minimal. Instead of acknowledging the obstacles employees faced, management focused on criticism rather than support, contributing to an environment of constant pressure and burnout. I also experienced unprofessional behavior from one manager, including interrupting clients during calls, and making negative comments about them in internal chats as they were talking. When customers ultimately decided not to move forward, management blamed employees instead of considering how leadership's own actions may have contributed to the outcome. The company promoted a "we're a family" culture, but in reality there was frequent gossip, unprofessional behavior, and mind games that created a stressful work environment. There was very high turnover, with employees frequently being fired or treated poorly until they resigned, while long-tenured employees seemed to be treated differently. Internal emails are cold and transactional Overall, the company made a positive first impression by acting like nice people, but once I was fully invested, the culture became increasingly exhausting. Burnout was common and management was disconnected from the day-to-day challenges employees faced. Employees were expected to overcome broken systems rather than being given the tools and support needed to succeed.