I enjoyed the recruiter and one of the managers but was insulted by one of the other managers in front of HR during the final interview. Very unprofessional, needs some maturity.

The turn around for getting the interview and response was quick. I'm sorry I wasn't selected to move forward because I would have done a great job for you. That being said, my only complaint is that during the interview, there was another person, off camera and the interviewer kept interacting with them. I understand that English is not the first language, but the effect was very rude. If you cannot do the interview on your own, then the other person should have joined or done the interview in its entirety. I had to modify a couple of my responses as it was not clear if I was being understood. So, my advice? As you build up that American team, think about what the experience seemed like from this side of the camera.

The hiring process lacked cohesion at every stage. I went through 4 different stages, with 6 different people and everyone had something different to say about the hiring process, key role responsibilities, KPIs, salary, etc. Unfortunately, all of those negative reviews on both the interview process and the employee reviews seem to be correct. At every stage, I saw potential red flags but chose to continue the process until I was able to get direct and honest answers by CS Management.
It was until the 4th round and after I wasted hours preparing for their “training simulation” interview, that I finally got proper answers confirming all of those red flags. Here are a few:
- Scheduled all interviews to accomodate their timezone AND between the Christmas and New Year period. Clearly not caring about work life balance - it matches recent employee reviews. - Lied about how these “new” CS openings happened. Initially they said these were the very first CS positions in the region. However, one of CS leaders mentioned he managed CSMs here, that they moved on and that’s why there were these opportunities. 
- They have unrealistic KPIs/Metrics and no CRM tool to help you with managing those. 
- You are expected to manage 60-80 accounts (Mid-Market, Enterprise and Strategic) and being able to: a) 1 weekly touchpoint for Enterprise/Strategic, this touchpoint has to be a 30-60 minutes meeting/training per account. At least 30% percent of the portfolio where Enterprise/Strategic. b) 1 meaningful interaction each month - for each account in your portfolio. Where a meaningful interaction = 30-60 minutes training session. No emails, phone calls, or less that 30 minutes meeting count as such. c) 1 QBR each Quarter - for each account in your portfolio. - Renewals is KPI as with any other CS role, however something they miss to mention is that majority of their customers are on a monthly or quarterly licence (including Enterprise and Strategic). When I asked about the challenges of managing the unrealistic and large volume of “meaningful interactions” combined with the short-term licence agreements, the interviewer changed his tone and decided to suddenly finish the interview as he didn’t have any further questions. 
 As much as they have a great product for small/medium organisations, they lack an understanding of what CSMs are supposed to do. They are looking to hire someone under the “CSM” title but really is someone that primarily runs demo/trainings and act as customer service. There is ABSOLUTELY NO WAY you’d be able to build relationships, strategise, maintain account health, identify upselling opportunities, etc with the current model they have in place.