The management team is deeply dysfunctional. After a few MBRs, it’s clear that while the C-level does a lot of talking, there’s no real action plan to unify the product portfolio, implement modern marketing tactics, or address customer churn. The Sales team’s approach hasn’t changed in a decade, the new marketing leader is more focused on impressing the CEO than driving results, and while the product team tries to innovate, they lack corporate support. Our channel strategy is inconsistent and lacks direction (strategy is good but execution is not there)