The biggest challenge was at the leadership and cross-departmental level. There were clear plans discussed to deliver a higher level of dedicated support for our largest clients — something the business clearly required — yet meaningful progress felt stalled. Client referrals remained low, and extra proactive efforts in this area could have made a significant difference.
A key structural issue was that a leader from a completely different department (Implementation) reported to the same executive overseeing Account Management. This created complications, as that individual appeared to have strong personal connections higher up in the organization. As a result, the Account Management leadership seemed limited in their ability to address ongoing cross-functional problems.
This dynamic contributed to repeated unprofessional behavior, such as raised voices toward team members and managers, interruptions during client calls, and inappropriate Slack and email communications. These issues were reported multiple times, including through recent Glassdoor reviews that described similar abusive and toxic behavior. However, the responses from HR were consistently generic, copy-and-paste style replies that did not acknowledge the specific concerns or indicate any concrete actions being taken. This pattern left the impression that disruptive conduct went unchecked, despite multiple employees raising it.
Additionally, while the company actively promoted its DEI program, one department stood out as lacking diversity — both in team composition and leadership — which appeared inconsistent with the organization's stated values. Overall, the lack of accountability and ineffective handling of these leadership and cultural issues by senior management and the CEO created a declining work environment. I ultimately chose to leave because the ongoing absence of resolution made it unsustainable.
