I have been a CSM at KnowBe4 for several years, and while the company has many strengths, there are longstanding challenges within the Customer Success organization that continue to impact morale, performance, and long-term retention.
A recurring concern is the ongoing pattern of being told that “change is coming.” Leadership frequently shares that improvements are on the horizon, yet many initiatives do not fully materialize. Over time, this creates a feeling of optimism without action, almost a sense of smoke and mirrors. It becomes difficult to stay confident in new initiatives when previous promises haven’t come to fruition. With the transition to a new CEO, there is hope that meaningful change and follow-through may finally occur.
There are also structural issues affecting daily workflow. Many of our internal policies are confusing or unclear, which often leads to misdirection and tasks requiring multiple teams or departments to complete. This slows down productivity and creates frustration for employees and customers alike.
Alignment between CSMs, Sales, and Renewals also needs improvement. Although CSMs are considered part of the revenue engine, the collaboration does not always reflect that. CSMs frequently serve as the middleman between teams, handling much of the coordination, communication, and customer relationship work that directly supports Sales and Renewals. Often, it feels as though we are doing large portions of the work required to move deals forward, to the point where it can seem like we may as well just handle the entire process ourselves. Sales tends to provide assistance only when direct revenue is involved. Given the title “Account Manager,” one would expect broader support, especially for customer questions that naturally span different areas. Unfortunately, customers often express frustration trying to understand who handles what, and too often they’re caught in the middle of finger-pointing between departments.
Workload expectations remain challenging as well. CSMs manage large books of business and extensive task lists that contribute to burnout across teams. Inconsistent leadership styles, including instances of micromanagement and constant fire drills, add additional pressure. Financially, the lack of a cost-of-living adjustment, combined with increasingly difficult bonus targets, has resulted in many CSMs feeling strained despite the volume of work they handle.
Additionally, after reaching a certain point, career growth becomes limited. There is no clear upward path within Customer Success, which leaves many strong performers feeling stagnant and without long-term opportunities.
Recognition is another area where improvement is needed. While RKO aims to celebrate the revenue organization, CSM contributions tend to receive little visibility compared to Sales accomplishments. Last year, only a small percentage of CSMs qualified for the President’s Club, despite playing a crucial role in maintaining customer relationships and contributing to revenue outcomes.
KnowBe4 has a talented group of CSMs who care deeply about customer relationships and the company’s success. With increased transparency, stronger alignment across departments, and measurable follow-through, especially with a new CEO, there is real potential to create a more supportive, sustainable, and motivating environment for the Customer Success team.
