- Very under-resourced, there's an expectation from clients that Rippling is the end all be all solution for HR, so they have high expectations for success and what the product should be able to do, this leaves many opportunities for one-off projects or escalations with clients that will eat up time
- Not customer success, closer to customer experience or support: the role is presented as Customer Success and relationship management, however, it is more on the technical support side of that coin than on the relationship side. The account manager handles the renewal contract and the relationship, you're like their "quarterback" for issues and questions
- Escalation project management workflow: the workflow of raising concerns as escalations to get things done and prioritize things is, in my opinion, a way to place unnecessary emphasis and stress on issues in order to get things done and create urgency and force collaboration
- Product & sales gaps: the GTM-forward strategy works for hitting numbers, but there's a clear gap in features available from the product team and what Sales is meant to sell, meaning that from a client relationship standpoint, you're expected to fill gaps in service and tend to clients who don't pay for what they end up getting.
- Managing customer support: You will be pinging, escalating, and working in Jira cases regularly on a daily basis. They're mostly offshore teams and are always on a different time zone. They don't follow the SLA as marketed by Rippling and it causes many issues included over payments, refunds, missed fees, and these all are technically on the client to manage, but Rippling won't identify them until month's later
- Remote work - be wary of the zoning and where you live, it has a large effect on pay and Rippling will not amend these zones without a large lengthy case against them
