Pros
I joined during a time when the company had strong talent, real collaboration across teams, and a clear sense of shared ownership of the customer experience. That foundation made the work meaningful and, for a time, very rewarding.
From a Customer Success perspective, many of the challenges described in other reviews showed up most clearly in the gap between what was sold and what could realistically be delivered. Following multiple rounds of layoffs, implementation and technical teams were often operating at or beyond capacity, which made it difficult to consistently meet the expectations set during the sales process.
This created a dynamic where Customer Success was frequently navigating misalignment—working to preserve trust with customers while internal teams were stretched thin. Over time, that strain impacted retention, team morale, and overall effectiveness.
There were still many talented, committed individuals doing their best to support customers under challenging conditions, and that shouldn’t be overlooked. But without consistent alignment across leadership, sales, and success functions, those efforts were difficult to sustain at scale.
Cons
Over the past couple of years, there was also a significant shift within Customer Success leadership that coincided with the departure of many tenured leaders and experienced ICs who had previously shaped the culture and customer relationships. These transitions were widely felt across the organization and, for many, raised questions about how leadership changes were being handled.
In their place, new leadership introduced different operating norms and team structures, which at times led to perceptions of inconsistency in hiring, promotion, and decision-making processes.
For many on the team, this created a more political environment, where clarity around performance expectations and advancement pathways became less transparent. That shift had a tangible impact on morale, continuity, and the overall stability of the Customer Success organization.
