Billtrust Senior Sales Executive reviews

I spent eight months at Billtrust before deciding to leave. The first four months were particularly unproductive. I was hired onto a team whose manager was out on long-term disability and was temporarily assigned to another manager who had no interest in supporting me. During that period, I had no accounts, no responsibilities, and minimal interaction with leadership — including just one four-minute conversation with my assigned manager in my first four months. It was a frustrating and wasteful start to my tenure. I played a lot of golf. Once a new manager was hired, I was finally given an account base. Unfortunately, the new manager was totally ill-equipped for the role. With less sales experience than several members of the team and literally zero product knowledge or industry experience, he was unable to provide meaningful guidance or support. Instead of leading, he primarily acted as an abrasive conduit between us and his own manager. He constantly made mistakes while beating us up for the same thing. I had a problem with Teams not sharing a screen due to technical issues once and he acted like I should be fired. Meanwhile just the day before he accidentally shared a screenshot showing what everyone's salary on the team with us that we all saw. Just total incompetence. The level of micromanagement was excessive. We had multiple forecast calls every week, including a Monday 9AM team check-in, a Tuesday 1:1, a Thursday forecast call, and a Friday Gong review session. Feedback often focused on minor details, such as critiquing casual small talk (e.g., mentioning the weather after a major snowstorm), rather than providing substantive coaching. I was repeatedly told by my Manager to “err on the side of action” and increase cold outreach volume to 100 per day, only to be told shortly afterward to slow down and make my approach more personalized. This cycle repeated several times, with expectations shifting from high-volume activity (100 calls/emails per day) to quality-focused outreach and back again within weeks. There was no clear, cohesive strategy. I was a glorified BDR. On the rare occasions I secured meetings, the manager was unavailable to join despite being invited. Always had something more important to do. He never attended a single call with me. When I arranged a significant in-person meeting in Philadelphia with 20 stakeholders, he declined to attend and expressed concern that I might “embarrass the company.” He also frequently questioned whether I had earned my Senior title and openly disparaged my background. After one month working under this manager and being talked down to so disrespectfully, it became clear the situation was unsustainable. Even my wife, after asking her to listen to one of our 1:1 calls off camera encouraged me to start looking elsewhere. At that point, I quietly began disengaging while searching for a better opportunity. Broader team performance reinforced my decision. Almost no one hit quota the previous year, and the same trend continued. Despite this, leadership awarded the former acting CRO (who oversaw a 30% year) with a President’s Club trip, which was poorly received by the sales team to say the least. My five-person team ultimately lost two reps (including myself) really quick due to our Manager. The manager also showed clear favoritism toward a personal friend he had hired, directing nearly all inbound leads and pipeline to him while giving little to no support to me his other new hire. This was the final straw. You can feel when someone does not support you or want to see you succeed. Life is too short to stay in an environment with that level of dysfunction, lack of support, and inconsistent leadership. I left to find a company and manager where I could actually thrive. Thank God I dont work there any more. I was miserable. Oh yeah, when I quit they didn't even pay me for my pending travel expenses.