I’ve never worked somewhere so committed to talking about how big they are while simultaneously demonstrating so little operational maturity.
Leadership loves to reference headcount, competitors, market position, and “assets.” What’s missing? Actual business acumen. There’s no coherent strategy around pricing, contract creativity, expansion planning, or long-term customer value. Decisions feel reactive and mood-based — dependent on which C-suite executive woke up inspired that day.
There is no consistent process. Notes aren’t read. Context is ignored. CSMs are forced to re-explain the same account history over and over again in Slack threads because leadership refuses to align asynchronously. The result? Deals stall, customers get confused, and CS absorbs the fallout.
Despite saying they trust their teams, the C-suite inserts themselves into every major deal — often changing direction mid-stream — while holding Sales to little accountability. When revenue misses or churn happens, guess where it lands? Customer Success. Always.
What’s most frustrating is the refusal to listen. Feedback is given weekly. The same themes are raised repeatedly. Each time, leadership reacts as if it’s brand new information — only to change nothing. The turnover cycles are predictable at this point. High performers burn out. Lower performers coast. Other departments don’t seem to carry the same pressure or scrutiny.
There are talented, hardworking people here. But talent alone cannot compensate for a lack of structure, clear strategy, and executive accountability.
If you thrive in environments with strong leadership alignment, thoughtful planning, and clear ownership lines — this will be a difficult place to succeed.
