Being a seller here, the list of challenges is long.
There are effectively no real sales tools. Unless you are operating at the director level, your entire toolkit is limited to cold calls, emails, and virtual meetings. Regardless of deal size, you should not expect meaningful face-to-face time with prospective partners, which often ends up being the difference between winning and losing.
Even when you bring in a solid account, whether that’s a venue, team, or event generating $20K to $60K in revenue, those partners receive little to no ongoing attention. The account management team is undersized, under-resourced, and has seen minimal growth despite a significant increase in new business over the years.
As a result, if you close deals of that size, you should expect to handle much of the account management yourself. This includes onboarding, support, and ongoing relationship management, none of which is formally recognized or credited.
On top of that, compensation can be inconsistent. After managing a lengthy sales cycle and helping get accounts operational, payment is often delayed. The finance process lacks consistency in billing, which directly impacts commission payouts.
When these issues are raised internally, the responsibility is often redirected to the client, even when the seller has fulfilled their role. Pushing further on these concerns can strain relationships with leadership rather than lead to resolution.