GTM teams are so siloed, it's painful. Marketing regularly refuses to help with any sales requests or even to take them under advisement. Often, people are “going rogue” and simply building their own decks, leading to disjointed messaging. You can't just update marketing assets annually- it has to be often to help empower a hungry sales org. This has only gotten worse with the recent Marketing Leadership changes.
CX is so horrific, and leadership makes everyone miserable. Many CSMs are leaving without jobs to protect their mental health. The churn of experienced CSMs should be a huge red flag. New CSMs are getting very little onboarding and are often left to hunt down basic answers they should already have been empowered to find. Proactive communication for customers is nonexistent. At the start of the year, everyone's books were shuffled, and in February, customers still don't know who their POC is.
CX leadership continues to change their tech stack, breaking established processes (like ROI tracking) without regard for functionality or impact on other departments, forcing dozens of processes that were once automated to become manual.
Being a woman in leadership is next to impossible. During both acquisitions, a majority of women leaders were demoted in both their titles and their autonomy. When the CEO was asked during January All Hands about efforts to hire more women, he responded that if a qualified woman actually applied, he would hire them. When combining teams post-acquisition, when a man and a woman had similar job responsibilities, the man was put in charge, leading to a huge Exodus of women from management in Product, CX, Sales, and Marketing. The choice to turn all the women's restrooms into men's at the San Barbara office, except one, which is now all-gendered (which is great), was a bold choice and shows just how disproportionate gender is.
