During my time at PartsBase, a major concern was the expectation of overtime without compensation. Although I was salaried, there was a consistent expectation to stay late and complete workloads that were often not realistically achievable within standard working hours. Work was frequently assigned in a way that required shifting priorities at the last minute, with an implicit expectation that employees would simply absorb the extra load to avoid criticism from upper management rather than acknowledge that accounts were being submitted late accounting hours were not being optimized.
Another key issue was the imbalance between departments, particularly the strong prioritization of sales outcomes over operational accuracy and accountability. Sales submissions were often incomplete or inaccurate, which created avoidable downstream issues for accounting, collections, and customer service. Despite repeated efforts to improve processes such as suggesting clearer communication standards and structured scripts, there was little consistent enforcement or follow through. This resulted in recurring inefficiencies and preventable rework across multiple teams.
Communication was also a persistent challenge. Internal messaging and expectations were often unclear or repeated across different channels, leading to confusion and unnecessary repetition of work. In addition, management actively monitored internal communication channels, which made open and honest feedback more difficult. Concerns could feel risky to express, as they risked being taken out of context or perceived negatively, which discouraged transparency and made day to day communication more stressful.
Operational infrastructure further contributed to frustration. The VPN and company issued systems frequently slowed productivity, particularly during time sensitive work. Combined with high workload expectations, these technical limitations made routine tasks more difficult than necessary and added to overall stress.
There were also gaps in training and onboarding, especially for newer employees, which left many people underprepared for the demands of their roles. This increased reliance on experienced staff to constantly step in and correct or clarify work, reinforcing a reactive rather than structured environment with actual training for new employees.
Additionally, the company operated alongside another business under the same ownership structure called Ultimate Water. Although I did not work for that company directly, I regularly received a large volume of customer calls related to it. These calls often involved customers who were unable to reach support or reported that their issues were not being addressed. I did not have visibility into internal operations there, but from the customer perspective there appeared to be frustration with responsiveness. Because I did not have access or authority to assist those customers, I was frequently unable to help, which created frustration both for them and for me. A few times these customers would show up at our physical office to scream at us and find a real person. It was little scary but I never blamed those customers who felt that level of frustration. It gave the impression that the volume of customer demand was not matched with real support resources, although that is my interpretation based on those interactions rather than confirmed internal knowledge.
Overall, the environment had a significant impact on my well being, and I recognize that my mental health suffered during my time there due to sustained stress, lack of support, and ongoing operational inefficiencies. Since leaving, I have been in a much healthier work environment where I feel valued, heard, and supported. I can genuinely say I feel like myself again, with a noticeable reduction in burnout. While I appreciated my team at PartsBase, even if I were offered a higher salary now, I would not return, because the overall culture and structure were not sustainable for me long term.
In my current role, communication and support are handled very differently. I have a reliable support system, I am encouraged to ask questions, and both employee well being and customer service are treated as equally important alongside profitability. That balance has made a significant difference in my experience and reinforces for me that the issues I experienced at PartsBase were not unavoidable, they were cultural and structural choices.
The only consistently positive aspect I experienced was some flexibility in taking time off or stepping away when something personal or urgent came up, but even that seemed dependent on the manager at the time and was not consistently applied, so I am not sure it remained a stable benefit over time.