I came to Elevar genuinely excited. I believed in the product, admired the CEO’s public values, and was ready to work hard and grow with the team. But from the start, things in the Customer Success org didn’t feel right.
I was told I had one Team Lead and the Director was my Manager, but neither offered clear direction. I asked repeatedly for feedback and support—what was expected of me, how I was doing, where I could improve—but was met with vague answers like “we’ll get back to you” or silence. There were no structured reviews, no clear goals beyond a weekly email count, and no acknowledgment of the work I was putting in outside of those numbers.
The CS Team Lead often criticized small things—email phrasing, tone—while dismissing larger concerns I brought up. At one point, I was accused of saying something on a client call that I hadn’t said. When I offered to review the recording together, I was brushed off. It was a moment that made it clear: this wasn’t about truth or improvement—it was about control.
In my final weeks, I was still trying—still raising issues, still showing up—but it was clear the decision to let me go had already been made. The final conversation was just going through the motions. No curiosity, no real reflection, just a quiet door closing.
To be fair, not everyone at Elevar is like this. There are good people here—smart, kind, committed. But in CS, the culture was misaligned, and leadership created a dynamic where support, clarity, and fairness were missing.
I wanted to grow here. I was committed. But I was never given the chance.
