-Level of reliance on this role did not align with compensation and title.
-Broken processes made it near impossible for this role to function efficiently.
-Lack of accountability for poor performance while competent employees were left to fill in gaps.
-Very frustrating stalemates between departments in terms of project ownership.
-Power imbalance strongly in favor of Sales leadership.
-From a data perspective, it seemed near impossible to nail down basic KPIs and build accurate reporting. There was a refusal by many to move away from Google sheets and streamline data collection/processes. Because of that, reporting was rarely reflective of reality. Additionally, this role was expected to single handedly bridge an extremely wide gap between data engineering and non-technical roles.
