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Spectrum Paint Company

Is this your company?

BeCareful - Assistant Manager Spectrum Paint Company Employee Review

2.0
8 Dec 2023
Recommend
CEO approval
Business outlook

Pros

The customers you'll deal with are great.

Cons

Pay is horrible. This company has a bonus incentive but always finds a way to not give it to you even after all requirements are met. The amount of hours you will work verses compensation isn't worth it. The owner has a shady work ethic and mostly promotes family even if they don't have any experience. I was with the company for 10+ years and only received 3 small raises. Went to work for the competitor and started out making $3,000.00 more a year instantly and already have made a bonus multiple times and have had multiple raises that have put me over $50,000 a year while only being around $40,000 with Specteum. Please look elsewhere and save yourself back breaking work for minimal pay. This company has ran off most off the employees that were there as long as I was because of just flat out lies and empty promises. Turnover rate there is insane and you'll always be shorthanded.

Explore other reviews about Spectrum Paint Company

5.0
23 June 2025
Recommend
CEO approval
Business outlook

Pros

The Hours, Evenings with your family. Even when you work on Saturdays you get time off during the week. The people and the customers that come in are great to be with and work around. The relationships built is one the best.

Cons

I believe like in all companies there are negatives, but in my opinion the pros way out way the negatives. You have days that are very busy and not much time to let alone eat but it makes the day go by.

1.0
8 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Strong teams at the store level Valuable experience if you’re self-driven

Cons

I spent several years with the company, and I’ve also worked for Sherwin-Williams, which gave me a clear perspective on how different organizations approach leadership and execution. A recurring issue here is the presence of family-connected leadership operating in roles that directly influence store-level execution without the experience to support it. These individuals are given authority quickly, and their decisions often create unnecessary operational strain due to a disconnect from how stores actually function. What stands out even more is how regional operational leadership responds when things go wrong. There is a noticeable tendency to focus on former employees — discussing them, referencing them, or using them as explanations — rather than addressing the decisions and structure that exist today. Over time, this creates a culture where accountability is redirected instead of owned. Having worked at Sherwin-Williams, the contrast is clear. The emphasis there is on structure, accountability, and internal execution. Here, there is a disproportionate focus on competing with Sherwin, but without consistently building the internal systems needed to actually compete. The reality is, Sherwin-Williams is focused on its own execution at scale. It is not focused on this company. That imbalance becomes obvious quickly to anyone who has seen both environments. There are good people here. Many of them leave once they recognize the pattern.

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