Spotty leadership and lack of accountability across the board
Pros
great place to build experience in different skills, roles. Lots of people leaving leads to many opportunities for promotion, new roles in different departments
Cons
Complete lack of accountability across both client-facing and operational teams. The entire organization operates in survival mode with no real client-centric culture, no investment in quality execution, and no motivation tied to growth, performance, or career development. The role of Client Success has devolved into constant firefighting and damage control, leaving little to no opportunity to proactively build relationships, drive strategic value, or identify expansion opportunities. Mistakes and operational failures are common in client success environments, but what is alarming here is how consistently underperformance is tolerated. Employees who repeatedly fail to execute basic responsibilities are neither corrected nor held accountable. Poor performers are protected instead of managed, creating massive liabilities for both clients and their teammates. Leadership is almost entirely focused on managing upward rather than leading teams effectively. There is little meaningful support, coaching, or strategic direction provided below the immediate-direct-report level. A recurring pattern is leadership ignoring issues until quarter-end, then suddenly sending department-wide emails publicly calling out account owners, tagging employees directly, and demanding rushed action plans within 24–48 hours to satisfy executive reporting needs. Most interactions from leadership revolve around extracting reporting, metrics, or status updates to feed upward rather than solving root operational problems. There is also a pattern of selectively presenting client health data to leadership in order to create the appearance of departmental success. Excluding NPS results from at-risk or terminating clients is not “contextual reporting”.... it is cherry-picking metrics to artificially inflate narratives. Operational silos are another major issue. I witnessed delivery team members repeatedly fail to perform fundamental responsibilities, directly causing major client accounts to become at risk due to inaction or poor execution. Because accountability is fragmented across departments, these individuals can then avoid ownership by hiding behind the fact that they are "not client-facing or not the named account owner." This results in no one taking responsibility for resolving issues, communicating transparently with clients, or implementing meaningful corrective action after failures occur. Also, the pay is terrible. So many CSMs leave to go to lateral roles, and get paid 20 - 40k more at other companies that have this figured out.