Backstabbed after 2+ years of hard work - Warehouser II PepsiCo Employee Review

1.0
May 13, 2011
Recommend
CEO approval
Business outlook

Pros

Pay. A good manager will make the world of difference but only to an extent. Pay. Benefits. Location. Pay. A good team (when you can find one)

Cons

Upper management is horrendous The hours are only bad because other employees decide to leave when they feel "their share" of the work is done, leaving others to stay late and then get reprimanded for doing so, but the employees who are leaving early never get talked to. Proof of employees stealing is told to be "forgotten" (by upper management). You can continually ask for training and they never give it to you. No recognition for a job well done (when you're doing everyone else's job), and if there is, everyone in the warehouse gets recognized even though 3 of the 9 people are the ones doing the work.. They will hire people who have had another person take their drug test for them.

Explore other reviews about PepsiCo

5.0
Apr 16, 2026
Recommend
CEO approval
Business outlook

Pros

Great company culture, fun people to work with

Cons

Lots of departments are silo'd and things move slowly

4.0
May 6, 2026
Recommend
CEO approval
Business outlook

Pros

Worked for PepsiCo for 10 years across four locations in Pennsylvania, Delaware, and Florida. Gained experience in multiple sales and operational roles while supporting account growth, merchandising, and customer relationships. Florida locations were especially well-operated and efficient. PepsiCo provided competitive pay, solid benefits through Keystone, and a good vacation package compared to competitors in the beverage industry. The company also offered strong sales incentive programs, earning rewards such as Orlando Magic floor seats, Pro Bowl tickets, Apple Watches, and Yeti cups for exceeding performance goals and driving sales results.

Cons

While PepsiCo promotes internal growth opportunities, many promotions and leadership opportunities appeared to favor college internship hires over long-term internal employees. In some cases, newer college-based management pushed corporate initiatives without fully understanding local market realities or account volume trends. For example, innovation products were sometimes forced into low-volume accounts where sell-through was unrealistic. Operationally, certain delivery processes could be improved, particularly with Tropicana products being stored in coolers on trucks for extended periods, which could impact product quality and increase waste. Work-life balance could also be challenging, as sales representatives commonly worked 50–60 hour weeks. Expectations from corporate leadership were often unrealistic, especially when customer representatives and drivers were expected to fully stock stores while servicing 15+ accounts per day. Experiences could also vary depending on whether locations were union or non-union operated.

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