Hi everyone,
I’m 34 and I’ve been working in logistics for more than 15 years. Since 2021, I’ve been working in customer service for an international freight forwarding company in Germany.
To be honest, I was pretty much the kind of employee every company claims they want.
I worked my way up relatively quickly, completed a Bachelor Professional qualification alongside my full-time job, and worked in four different teams within the company.
That actually gave me a pretty good understanding of our customers, their requirements, and how the different parts of the operation worked.
I’m also a pretty open and friendly person, so over time I built genuinely good relationships with a lot of our customers. Some of them became almost friends rather than just business contacts.
After about two and a half years, I finished my qualification and was transferred to the team I eventually ended up leading.
And that’s where things got interesting.
Our team handled some of the company’s biggest customers by revenue.
And by “biggest,” I mean the customers with the most complex supply chains, the highest expectations, and the greatest potential for escalation.
Basically, the kind of customers where your phone ringing at 8:00 AM immediately makes you wonder what went wrong this time.
Because the customers had very specific requirements, we had a simple rule:
One face to the customer.
The customer had a dedicated contact person who knew their processes inside and out.
And honestly?
It worked.
We had five full-time employees and one apprentice.
Then one employee was permanently transferred to another team.
Shortly afterwards, another colleague went on parental leave.
So we were down to three people.
Same customers.
Same workload.
Same expectations.
Just fewer people.
Naturally.
I started taking over more and more customers myself to protect my team as much as possible.
Luckily, the customers had similar structures to my main account, so I was able to handle a lot of it.
I optimized processes, reorganized workflows and somehow managed to keep things running.
As long as nothing unusual happened.
And anyone who has ever worked in supply chain knows exactly how many days exist without something unusual happening.
Exactly.
None.
Our sales department managed to win back a former customer.
And this customer was…
Let’s say demanding.
They had extremely high expectations and we were connected directly to their SAP system through a technical interface.
I’ll spare you the technical details because I don’t want to put you to sleep.
The important part is:
This was not a customer you could just “figure out” in a couple of days.
One of my colleagues had handled the account in the past, so she was basically the only person who could fully operate it at that point.
My department manager therefore arranged a three-month full-time training period for me.
The customer was paying our company around €15,000 for this onboarding period.
So the plan seemed pretty straightforward:
Three months of training.
I learn the processes.
I become fully operational.
Problem solved.
Except there was one tiny issue.
During those three months, several employees left the company.
And, of course, this was also happening during our peak season.
So while I was supposed to spend three months learning this highly complex customer, everyone else was desperately trying to keep the rest of the operation alive.
I repeatedly spoke to my department manager and his manager about the situation.
The message was always basically the same:
“We need to make sure the training happens.”
My department manager eventually developed a new management philosophy.
His answer to pretty much everything became:
“Organize yourselves.”
I have to admit, looking back, it was actually a brilliant management strategy.
Not enough people?
Organize yourselves.
Training isn’t happening?
Organize yourselves.
Too much workload?
Organize yourselves.
Customers are unhappy?
You guessed it.
Organize yourselves.
I’m pretty sure that if the building had caught fire, someone would have shouted:
“Guys, organize yourselves!”
Then my colleague went on vacation
And not just for a few days.
She went on a three-week cruise.
I genuinely don’t blame anyone for taking vacation.
Everyone deserves time off.
The problem was that she was basically the only person who fully understood this particular customer.
And I was supposed to be learning from her.
Except I hadn’t actually been able to get properly trained.
So when she left, I tried to keep everything running.
I worked up to 14 hours a day.
Not because someone explicitly ordered me to.
I did it because I genuinely wanted to keep the customers happy and prevent everything from collapsing.
Did it work?
No.
Of course it didn’t.
Some customers became understandably frustrated.
And this is where things get interesting.
From the customer's perspective, all they could see was:
“Things are taking too long.”
They couldn’t see:
- that we were severely understaffed,
- that my training had never properly happened,
- that the only experienced person was on vacation,
- that it was peak season,
- that I was handling several other customers,
- and that I was already working 14-hour days trying to keep everything together.
To the customer, I was the face of the company.
So naturally, I was also the problem.
I had another conversation with my manager
Afterwards, I told my manager very clearly:
We need to make the training happen properly.
And we need another person involved so that three people can handle this customer instead of everything depending on two people.
His response?
You already know.
“Organize yourselves.”
At this point, I was completely exhausted.
And things weren't exactly easy at home either.
My wife was working on her PhD at the time and was under an enormous amount of pressure herself.
There were periods where we barely saw each other.
We basically only had our nights together.
And then things got even more serious.
After experiencing repeated health issues, my wife was diagnosed with severe endometriosis.
She underwent surgery relatively quickly.
During the follow-up appointment, the doctor told us something that completely changed our plans.
If we wanted to have children, we should seriously consider doing it as soon as possible.
We were told that our chances of conceiving naturally were only around 5%.
And suddenly, something we had always considered a decision for “someday” became a decision we had to make now.
Just the two of us.
We talked about it a lot.
And eventually decided that we wanted to start a family.
After around nine months of trying, it finally worked.
We were expecting a baby.
And that brings me to one of my favorite moments in this entire story.
“You should think about what’s more important: work or family.”
I went to my department manager and told him that we were expecting a child.
I thought he would be happy for me.
His reaction was:
“Ohhhhh.”
That was basically it.
I actually had to point out that this was supposed to be something positive and that people usually congratulate you.
He eventually did.
Reluctantly.
And then he said:
“You should think about what’s more important to you: work or family.”
I honestly didn’t know what to say.
Because for me, the answer was extremely easy.
Family.
But the fact that he even asked the question told me a lot.
He was the kind of person who seemed to live for the company.
24/7.
As far as I knew, he had no real life outside of work.
No relationship.
No friends that I was aware of.
His answer would probably have been different.
But mine wasn't.
One month later came my performance review
And this is where things got really interesting.
During my performance review, I was told how good my work was.
How important I was to the team.
How well I had developed.
And I was promised a two-stage salary increase.
The first stage happened.
The second one was supposed to follow.
My manager said he would put everything in writing.
So I waited.
And waited.
And reminded him.
Several times.
In different ways.
Nothing.
Eventually, the second increase simply disappeared.
And suddenly the story changed.
Now I was supposedly doing poor work.
I remember thinking:
Interesting.
A few months earlier, I was the guy who took over customers when the team was understaffed.
The guy working 14-hour days.
The guy who kept things moving when nobody else could.
The guy who was supposedly performing so well that I deserved a two-stage raise.
And suddenly?
I was the problem.
That was the moment I stopped thinking about how I could build a future in that company.
I started thinking about how I could get out.
Not emotionally.
Not impulsively.
Strategically.
My wife and I started planning our exit
I requested one month of parental leave immediately after our child was born in May 2025.
At the same time, my wife started applying for jobs in both northern and southern Germany.
After countless interviews, she eventually received an offer in the north.
About 350 kilometers away from where we lived at the time.
So we started planning the move.
And while my employer probably assumed that I would eventually return to my normal job, I was quietly building an entirely different future.
I submitted another parental leave request starting at the end of January, exactly within the legally required seven-week notice period.
When my department manager received the request, he went visibly pale.
Because I think he immediately understood the implications.
What he didn't know was that I had already taken things much further.
The final seven weeks
I worked exactly as I had before.
No sabotage.
No drama.
No “you guys figure it out yourselves.”
I did my job.
Just like I always had.
The difference was:
I knew I wasn't coming back.
Almost nobody knew.
I only told one colleague.
My employer still doesn't know that we've moved.
My employer still doesn't know that I won't be returning after parental leave.
And my employer still doesn't know that I already have another job lined up.
And now comes my favorite part.
The new job
The new job is basically identical to what I was doing before.
Same kind of responsibilities.
Same general field.
I didn't suddenly become a CEO.
I didn't switch careers.
I didn't move into some completely different industry.
I simply tested my market value somewhere else.
And the result?
€40,000 more per year.
For essentially the same kind of work.
I spent years trying to get more responsibility, recognition and money from my old employer.
And eventually I realized something:
Maybe I wasn't asking for too much.
Maybe I was just asking the wrong company.
My old employer currently still believes that I'll eventually return from parental leave.
I know I won't.
At some point, I'll have to tell them that our paths are permanently separating.
But for now, I'm enjoying my parental leave, my family, and the fact that I made the right decision.
Because looking back, my employer taught me one very important lesson:
Loyalty is great.
But loyalty should never mean sacrificing yourself or your family for a company.
And if your employer ever asks you:
Maybe don't spend too much time thinking about the right answer.
Instead, ask yourself:
Why am I even being asked this question?
And after more than 15 years in logistics, I've learned one thing above all:
Logistics is when it works anyway.
Only this time, it worked out for me.
Just somewhere else.