Resume booster, internal politics, compensation needs to be more competitive. - Senior Manager PepsiCo Employee Review

2.0
29 Jan 2017
Recommend
CEO approval
Business outlook

Pros

loyal work force, family like culture, fun morale boosting events such as retreats and offsites.

Cons

Being a diverse or female candidate with a MBA is almost a sure thing to a fast tracked Director level role. The company is pushing very hard to check off the "diversity" box, which is a metric on a band 1 or higher level annual review. This often times can lead to placing candidates in elevated positions in which they aren't fully prepared for. PepsiCo also aims to be at the 75th percentile in terms of compensation, so the best advice would be to work 18- 24 months to get the "gold standard" PepsiCo brand on your resume, jump to another competitor or smaller startup CPG company for a much, much, much higher comp.

Explore other reviews about PepsiCo

5.0
26 May 2026
Recommend
CEO approval
Business outlook

Pros

Great opportunities and areas for growth

Cons

Location based for most roles

4.0
6 May 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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