In my experience, this company was not a good fit. Workload expectations felt extremely high, and communication from management often came across as passive-aggressive rather than supportive. Even small mistakes—such as missing a single email—could turn into stressful conversations, despite juggling many competing priorities.
The daily workload was overwhelming. You’re expected to handle dozens of emails and calls per day, create multiple work orders, coordinate constantly with engineers, and maintain heavy internal communication. Realistically, this often required working 10–12 hours a day, and even when taking PTO, there was still an expectation to respond and manage work issues.
Customer expectations added another layer of pressure. Many expected same-day resolutions and frequent updates, which wasn’t always realistic given staffing and resource limitations.
There also seemed to be a disconnect between sales commitments and operational capacity. Contracts were sometimes signed in regions with no engineering coverage or with service levels that didn’t align with actual staffing. When this happened, CSMs were left to scramble for solutions without adequate support.
Leadership support could be inconsistent. Some leaders seemed new to their roles or lacked the experience needed to guide CSMs effectively. When situations escalated, it often felt like CSMs were left to manage complex issues alone, with little regard for workload, mental health, or overall well-being.
Overall, the expectations placed on CSMs were extremely demanding, while the support structure was not strong enough to match those expectations.
