- No metrics available for CSMs to quantify ROI - Bigger focus on demo/sales goals than client satisfaction. The CSMs are really more like AEs with call and email goals. - Very little opportunity to be strategic. You’re either putting out fires or desperately trying to sell something that most of these clients don’t need - The title industry is a grumpy bunch and they are under a lot of stress. That stress is then passed onto you. It was not uncommon to be yelled at, cursed at, etc. - Inexperienced leadership that defaults to micromanagement because they don’t know what they are doing. It is truly the blind leading the blind. - Completely unnecessary daily meetings that are a waste of time for everyone and include updates that could have been sent via slack or email. - Managers who check your calendar, want to review your inbox/outbox, monitor the amount of calls you make, but are not able to help at when you have a client escalation and expect you fight internally for customer requests - There are very few resources available and you are expected to figure things out your own. You will waste hours trying to solution a use case instead of getting the proper support which results in both employee and customer dissatisfaction. - The main product is great. The upsell products have a ton of bugs and do not fit the needs of regional markets, resulting in constant churn requests. - There are bugs in the price increase process, in the billing, and almost every other system so clients are often double-billed, unexpectedly billed or overcharged and then you are forced to investigate the issue - No customer-facing accounting team so CSMs handle billing complaints, which are many - The legacy clients are often getting products for free or don’t have contracts. They are entitled and think because they have a relationship with the CEO, they can get anything they want. The sad thing is, they often do so it sets a very difficult tone for the CSM. - Constant turnover so your book of business changes frequently
