While I valued the opportunity to contribute, my experience at Vacatia was defined by leadership challenges that made the position unsustainable. My direct supervisor frequently engaged in unprofessional behavior, including argumentative after-hours calls and a micromanagement style that created a hostile environment.
Revenue strategy was often based on unrealistic assumptions rather than data or market conditions. For example, monthly revenue goals were set using arbitrary benchmarks (“we have 3,000 units, so we should make $1M”) rather than Florida’s well-known seasonality, property limitations, or local demand trends. Leadership operating from outside the U.S. further widened the gap between expectations and reality.
These issues contributed to a lack of psychological safety and made it difficult to perform effectively. Vacatia could benefit greatly from grounded revenue practices and leadership that respects both market dynamics and employee well-being.