I worked in sales and operations - Anonymous employee Logical Position Employee Review

Thank you for your feedback. I’m glad you are enjoying certain parts of operations but I’m sorry to hear about your experience in sales. I think you are right about there being too much separation between the departments. We have become very intentional about breaking down any silos with new procedures and roles. We want sales to stay as involved in the client lifecycle as possible without having too many cooks in the kitchen. The changes and new roles will hopefully accomplish the cohesion that we are looking for without overcomplicating the experience of our clients. I would like to address a few other points that you brought up: -The people in our sales leadership are held to a very high standard. We look at the production of their teams, the retention of their employees, and the promotions of the people they help develop. Nobody “lucked” into the position. They all earned it by working very hard and by standing out. This is a huge factor in our sales team winning several national awards and being regarded as one of the best in the industry. LSA actually just invited us as keynote speakers to explain how we have created such an amazing sales culture because it’s such a difficult thing to achieve. -The average pay for our sales team is constantly rising. We are finding ways to pay our people more, and will continue to do so - president’s club, business development executive, 2nd businesses, etc. We are also very upfront that sales isn’t for everyone. It can be tough, and it takes time to build a book. If you have been with us for 3 years, I’m pretty surprised that you think anything ‘shady’ might be going on. For the protection of our clients’ information, we were limited at one point in what we could share. We made some changes and were able to make most of that information visible in a safe way. If anything, we have a tendency to overpay on books when there is a transaction in question (a management fee is declined, or we waive a fee). -Quality control is ever-changing. Example: Google just released new rules about advertising for a certain industry, so now we are limiting the onboarding of those clients. Being in operations, I’m sure you can see why that department exists and why it has to move with the market. -Pinching pennies with social events. Again, I’m surprised you think this after being with us for 3 years. We almost doubled our budget this year for social events (per head). Not to mention a huge increase in philanthropic endeavors. The feedback from our employees is that they would like to see more money going to meaningful causes than happy hours. But we are actually doing more of both. We have an entire committee with over a dozen people dedicated to community involvement, education, athletics and social events. (kickball, softball, run/walk club, happy hours, paid volunteer time, winter parties, summer parties, ski days, polar plunges, basketball tickets, etc, etc.) In order to fund all of this and to continue offering new opportunities, we need to keep growing. But never at the expense of our people. I’m very sorry you feel like we are prioritizing growth over our people. We are constantly surveying our staff, facilitating one-on-ones and making sure that people are recognized. Our people are our biggest asset and our biggest differentiator. This is something we will never take for granted and is likely the reason that we have won as many culture-related awards as we have. At the end of the day, I’m sorry you feel this way. Hopefully some of my points resonate. I would love to help improve your experience in any way possible. If there is anything I can do, or if you just want to talk about any of this, please let me know. -Mike W.