Good Culture and work environment - Sales Canlan Sports Employee Review

The culture and the team

Sporadic shift scheduling made it hard to plan

Facility staff are kind. Facility is nice and has the capacity to be a fantastic home rink with various spaces for specialized functions, storage, changing, meeting rooms, etc.

Making money by providing a quality product is not a recognized business practice at Canlan Sports. Zero consideration of on-location managers expertise and their daily contact with customers. Constant interference from corporate personnel making substantial and unsupported changes to programs without head to operational demands. Understaffed would be an understatement. Canalan likes to use managerial titles for exemptions to save money and overuse your time, not build your career. Untruthful upper managment that do not have an understanding of the US market and will not support on-location staff who can actually address concerns In a community-focused manner. Unqualified staff for their roles lacking basic skills in scheduling, efficent computer use, and sports ability. Data and tools were for show, as data driven decision making was absent and a significant number of tools did not work or were so rough in their results that manually pulling from databases was often faster. No corporate understanding of standardization in forms, infuriating for a company of this size to be lacking this simple principle. Hours and duties significantly different than advertised. Easily 62 hours a week, with limited to no actual control of personel growth despite product growth. Corporate will take over responsibilities that you do not want or need them too, then kick them around internally until it comes back to you and is an emergency to be completed or they never get done and there is zero concern when these deficiencies lead to predictable customer responses and situations. Unrealistic timelines and poor time management. For example: 14 week marketing campaigns starting the week before a product launches... with a registration window. This happened constantly as they are unable or unwilling to appropriately plan their marketing efforts around their various locations, despite each location having their own timeline. 3-6 month goals and objectives stay as 3-6 month goals and objectives. Facilities take two steps forward, corporate makes them take three steps back with shoehorned products not suitable for particualr markets, changes, being unreachable, hording tools so that you must wait for them to be available, then their work is sloppy, ineffective, and must be redone multiple times. Unclean and disorganized office space, not prepared for growing their management team. An office for leagues was never established, and continued to not be established for over 4 months. This is one of two departments that actually deals with direct customers daily. Constantly shifting deadlines, frequently contacted about deadlines being moved from weeks to months away to emergency, last minute decisions, with no consideration of institutional knowledge and data. Technology abuse. Day and night. 24/7. Your phone is their phone. Your email is their email. I was frequently contact on my personal phone and email in addition to my work number and work email. Incredibly unprofessional that I was doxxed multiple times by the corporate call center both email and phone but par for the course in failing to recognize their operational faults. Corporate is in it for the quantity of participants not the quality of their experience. Corporate fails to recognize churn is not acceptable in this specialized market and continues to push forward with subpar or just straight up bad for the customer experiences. No resolution or urgency to the quality of programs in my time with the company. I moved my family so you don't have to. You will not have any realistic understanding of the current position of the company during the hiring process as the corporate office is woefully misinformed or willfully ignorant to the realities of what a US-based hockey department needs to look like and their operational demands and personnel needs. Major inaccuracies in yearly budgeting process lead to weekly problems. No urgency to correct or operate in a candourous manner. Departments and positions in USA and Canada are not aligned, managers duties are mixed meaning key information is not shared with the correct USA manager. No urgency to resolve. 80%+ of information starts at the wrong place, despite organizational charts and duties being known and documented.