Companies DAT Freight & Analytics

DAT Freight & Analytics

Beaverton, Oregon, USA

Total Offices: 3

700 Total Employees

Year Founded: 1978

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DAT Freight & Analytics Career Growth & Development

Updated on October 21, 2025

This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.

What's career growth & development like at DAT Freight & Analytics?

Strengths in internal pathways and robust development programs are accompanied by uneven advancement experiences and culture/leadership frictions in certain areas. Together, these dynamics suggest strong learning potential with internal promotion intent, but progression pace and day‑to‑day growth experience may depend heavily on team and function.

Positive Themes About DAT Freight & Analytics

Internal Mobility: The company explicitly lists “Promote from within,” signaling a structured intent to advance existing employees. Feedback suggests internal advancement is supported as a formal component of benefits and culture.
Professional Development: Programs include leadership training, customized development tracks, mentorship, conferences, online course subscriptions, and paid industry certifications. These avenues are presented as enabling employees to build skills and prepare for higher-responsibility roles.
Growth Culture: Values such as “Innovate & Grow,” empowerment, and collaboration emphasize experimentation, risk‑taking, and continuous learning. Employees are described as being challenged with real‑world problems and held to high standards as a path to growth.

Considerations About DAT Freight & Analytics

Limited Mobility: Feedback suggests advancement can be slow or uneven by function, with some experiencing limited opportunities to develop. Comments about high turnover and limited raise potential indicate constraints that may affect progression.
Opaque Promotions: Some accounts describe a “good ol’ boys” mentality and decisions influenced by personal connections, creating concern about fairness in advancement. This dynamic can undermine confidence in merit‑based progression.
Stagnant Culture: Department‑specific concerns about culture and leadership, along with communication and trust issues, point to uneven developmental environments. These frictions can dampen the effectiveness of otherwise strong learning programs.

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The insights on this page are generated by submitting structured prompts to some of the most popular large language models (“LLMs”) and summarizing recurring themes from the responses. Because the insights are generated using AI, they may contain errors. The insights do not necessarily reflect internal data, employee interviews, or verified company information. They may be influenced by incomplete, outdated, or inaccurate data, and may vary across LLM providers. These insights are intended for informational purposes only and should not be interpreted as a factual or definitive assessment of a company's reputation. Built In makes no representations or warranties regarding the accuracy, completeness, or reliability of this information, and disclaims any liability for any actions taken based on this information. If you are a representative of this company, and would like this page to be removed, you may contact us via this form.

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