Needs improvement - Customer Success Manager Sopro Employee Review

Events/outings don't happen as often as they used to when I first joined so little team bonding activity. Pride Month quiz this year was cancelled due to lack of funds/turnout. Heavy work load. Everyone is always stressed. Constant client churns make achieving personal targets/KPI's difficult. No HR team in UK - all based in Macedonia. Makes it difficult for them to be aware of the goings-on in the Brighton office due to location and potentially culture. When I joined there was a great L&D staff member who was made redundant. No investment into L&D since. Constantly evolving technology can make it difficult for Customer Success to keep up. Rollouts are not thoroughly explained to CS staff who are largely left to piece it together for themselves. Lots of bugs make it difficult to work with clients who have high expectations. Clients expect ROI quickly. The Sopro model (when it works) does often take time to generate results. Puts pressure on CS team. Sometimes sales will sell unrealistic expectations to the client that put CS in a tough position. Sometimes misalignment of CS KPI's and Ops KPI's make the relationship difficult. Limited staff presence in the office means you rarely see people face to face. Promotion only possible after 18 months. Turnaround time for clients can be slow - makes relationships difficult. Competition in the market makes Sopro an expensive option - makes client's demand more. Expected to manage approx. 20 clients (or more) at any one time. Each will have their own bespoke marketing strategy, which can be a lot to manage. I believe Operations staff may have more than this...