2mo
Thank you for your review, it’s always good to get feedback, good or bad. I’ll work through your comments:
1/ Totally agree, the Scottsdale office culture and team are great.
2/ Micromanagement and KPIs: we do have KPIs, as knowing what you need to do to move the needle is really important. This actually got me thinking about how many a CSM has, so I worked it out, there are 6 key KPIs ranging from retention through to activity and growth.
3/ Targets: we don’t increase targets mid year. Everyone’s target is set at the start of the year. If you take on new accounts mid year or the makeup of your account base changes, targets might adjust, but that’s because you have a different mix of business than when your original target was set. Also, in my time as CCO, we’ve only rolled out one PIP in the Scottsdale office.
4/ Compensation: we are always reviewing this and aim to stay competitive. We are a privately owned, stable business, which brings job security and benefits that we believe are appropriate.
5/ Promotions: these aren’t difficult to achieve as stated in your review. You need to hit target for a six month period and then you’re promoted, gaining a $5,000 increase. Most CSMs achieve at least one promotion per year.
6/ Product: we have a solid product roadmap and are always aiming to stay ahead. While we can always improve and move faster, we have 5,000 very happy customers, feel free to check out G2, Capterra etc for reviews.
7/ Progression: this comes up a lot in interviews, and I give the same answer, there are three routes:
stay as an individual contributor
become a leader
move into a different department
In the last six months, we’ve had a CSM move to Sales, a salesperson move to CS, and around 12 months ago, our top CSM moved into Product.
8/ Office: We have outgrown the current one and from June 1, 2026, we’ll be relocating to a new Scottsdale office, which is one of the best facilities in the area.
Thank you,
Tom
CCO
