Growing Company - Avis employé GTM Infinitus Systems

Autonomy, great leadership, interesting product, career growth

Nothing really comes to mind

Great People: Infinitus tends to hire smart, dynamic personalities, and there is a strong sense of camaraderie across teams. Some of the best parts of the job were the people I worked with. Cross-Team Exposure: Employees have opportunities to collaborate with and learn from teams outside their immediate role, including Engineering, Marketing, HR, and other departments. If you're curious about how different parts of a company operate, there are plenty of chances to broaden your perspective. Relaxed Culture: The atmosphere is very "millennial-core" and generally low on corporate formality. The dress code is relaxed, and nobody is going to care if you show up to a meeting with a potato filter on your camera. Overtime Availability: If you want overtime, you got it. It is offered at least 1-2 times a week. Occasional VTO: Voluntary Time Off is offered from time to time, which can be a nice option for employees looking for additional flexibility. DoorDash Credits: The company has historically provided DoorDash credits, typically during the busy season. Flexible Time Off: During most of my tenure, management was fairly accommodating of PTO requests and last-minute scheduling needs. That said, the company appeared to be tightening attendance and time-off policies during my final months there.

Far More Call Center Than AI: (As someone who has been both an AI trainer and leader) Unless you are highly competitive, resilient under pressure, and extremely detail oriented, I would not recommend applying for the AI Trainer Position. The job description is somewhat vague regarding what day-to-day responsibilities actually look like. In practice, your day consists of clocking in, attending a brief morning huddle, and then taking calls continuously until the end of your shift. While there are occasions when the AI handles portions of a call and you provide support in the background, the majority of interactions are handled directly by a human operator. When I say calls are back-to-back, I mean it literally. You can expect 30 seconds or less between calls throughout the day, with the exception of a 30-minute lunch break and two 10-minute breaks. Employees have little to no control over when those breaks occur, and schedules can vary dramatically from one day to the next. Break times generally cannot be adjusted without a formal HR accommodation. For example, you may be assigned a lunch break at 10:30 a.m. one day and 2:00 p.m. the next. The calls themselves can be highly complex, with some lasting more than an hour. Approximately half of all calls are reviewed by Quality Assurance, and employees are held accountable for meeting strict evaluation standards. In some cases, feedback and scoring may be based on the judgment of reviewers who have less practical experience with the company’s procedures than the operators being evaluated. Employees may also be held responsible for technical issues or circumstances beyond their direct control. Performance expectations are heavily metric-driven and are continuously adjusted based on team averages. As a result, even meeting established benchmarks may not be enough if top performers continue to raise the standard. Dehumanization of OSV Team Members: Vendors in India and the Philippines are often treated as metrics first and people second. Every year I watch talented new hires come through training, get a very narrow window to succeed, and then get let go abruptly for performance issues. The revolving door of team members is depressing to watch and has a noticeable impact on morale. Constantly Changing SOPs and Inconsistent Communication: Processes change constantly, often with little warning and conflicting guidance. A protocol can be rolled out, revised 30 minutes later, and then completely reversed the next day. Raising concerns about these changes is often viewed as being inflexible or "not a team player," which discourages honest feedback from the people actually doing the work. Supervisors Without Subject Matter Expertise: There are several supervisors who have never worked as operators and lack the experience needed to confidently coach, score, or evaluate calls. Many rely heavily on their team leads for operational knowledge and function primarily as people managers rather than subject matter experts. Questionable Internal Promotion Practices: Internal positions are posted company-wide, but it is difficult to believe all applicants are being evaluated equally. Promotions appear to rely heavily on manager recommendations and personal preference, creating the perception that some opportunities are decided before the application process even begins. Lack of Meaningful Raises: Raises are only given once a year and are minimal. In my experience, annual increases never exceeded $0.50 per hour. Considering the workload, performance expectations, and constantly increasing standards, the compensation growth feels largely symbolic rather than meaningful.