* Upper Leadership, particularly in Customer Success, is unqualified and more focused on appearances than results. Suggestions for improvement are routinely shut down. The managers are supportive, skilled and full of ideas that don’t seem to be received from their superiors.
* While the VP of Customer Success holds a senior leadership role, there are ongoing concerns regarding his effectiveness and leadership style that merit serious attention. It is widely understood that his appointment to this position stemmed more from personal ties with the CEO than from demonstrable experience or qualifications in customer success leadership. This has created friction and undermined morale among team members who value merit-based advancement and accountability.
* Career development is virtually nonexistent. After multiple requests for a career path, feedback is vague despite increasing workload and responsibility. Promotions are a product of favoritism, particularly in the Tampa Office.
* Compensation is not competitive. New hires make more with fewer responsibilities, and there is no transparency or fairness in pay or promotion.
* Company touts culture, but the reality is minimal bonuses, no 401k match, unclear or unfulfilled stock promises, and a “hybrid” schedule that’s inconsistent and often disregarded.
* Resources are mismanaged—no profitability, but somehow there was money to acquire another company while core teams are overwhelmed and under-resourced.
