The interview process at Homebase was thorough, but ultimately revealed a fundamental disconnect in what the company thinks it needs versus what actually makes a customer-facing function successful. Homebase places an extremely heavy emphasis on analytics skills while undervaluing the leadership, judgment, and customer instincts required to run a high-performing support or success organization. Data matters—no question—but data alone doesn’t build trust with customers, develop teams, or solve real-world onboarding and support problems. Those outcomes come from leadership, experience, and the ability to translate insights into action. Throughout the process, it became clear that the team is searching for a hybrid role that essentially doesn’t exist: someone who is a full-scale analyst, a hands-on operator, a strategic leader, and a frontline subject-matter expert all at once. Companies that understand customer experience know that operational excellence comes from pairing strong analytics with an equally strong customer lens. Homebase hasn’t found that balance yet. The experience started out hopeful. The product is solid, and the mission is compelling. But the deeper the conversations went, the more obvious it became that the company hasn’t defined what leadership actually looks like in Customer Success or Support. They are chasing a profile instead of building one—and overlooking the reality that customer-facing excellence is a skill set that can be developed when the right leader is given the mandate and resources. Good companies understand that analytics enhance leadership; they don’t replace it. Homebase hasn’t gotten there yet.