Pros
- Strong leadership support, with positive supervisor relationships (experience may vary by manager) - Minimal micromanagement; employees have full ownership of accounts with oversight tied to SLA adherence - Hybrid work schedule offering flexibility - Internal mobility and career path opportunities - Employee recognition through programs like Partner of the Year - Active community involvement and volunteer initiatives - Industry leader with comprehensive fleet services, including telematics, safety, ordering, remarketing, licensing, analytics, fuel programs, and more - Centralized data platform (Insights) to streamline client reporting and reduce administrative burden - Ongoing improvements to update antiquated systems - Consistent annual merit increases (approximately 2–3%) - Certified Women’s Business Enterprise - Strategic investments in long-term growth, despite some current challenges - 6 Flex Days although many will argue this should at least be 10 days - Strong, supportive workplace culture with long-tenured employees
Cons
- Billing Department can be an absolute JOKE at times. Their job description is literally billing, however they expect us AEs to do half of their job. If you have a question, they typically redirect you to Jennifer Hall (she is the BEST but please give her a break if you already know the answer) for assistance because they don't know how to help. Also this does not go to all billing, there's about half that I would love to name but won't. - The role is not a true sales position despite its title, which is misleading. This creates confusion with external recruiters who expect sales experience and KPIs that are not part of the job. A more accurate title would be Customer Success Manager. - The position does not offer commission, further reinforcing that it is not aligned with traditional sales roles. - District Sales Managers (DSMs) are heavily involved during client onboarding and expect rapid response times (often within 1–2 hours), escalating to supervisors if expectations are not met. - Workload prioritization is challenging due to managing 14–20 active clients simultaneously, each with ongoing needs, scheduled calls, and follow-ups, making immediate responses to DSMs unrealistic at times. - Daily responsibilities include back-to-back client meetings, preparation for upcoming calls, post-meeting recaps, and handling continuous inbound client inquiries, contributing to a highly demanding workflow. - Employees are required to remain in the role for 18 months before becoming eligible for internal transfers; this period resets if placed on a performance improvement plan (PIP), which can be influenced by DSM-related pressures. - Overall workload and job demands are high and not commensurate with the compensation provided. - Holman launched a licensing improvement project, but the rollout has been problematic, causing significant delays in vehicle registrations. As a result, clients have had to rely on temporary tags costing $35–$300 per vehicle every 1–3 months, and in some cases were unable to use newly purchased vehicles. While credits can be issued due to these issues, Holman has asked to limit them in 2026. The ongoing problems have also led to some clients leaving Holman.