Over the past couple of years, there was also a significant shift within Customer Success leadership that coincided with the departure of many tenured leaders and experienced ICs who had previously shaped the culture and customer relationships. These transitions were widely felt across the organization and, for many, raised questions about how leadership changes were being handled.
In their place, new leadership introduced different operating norms and team structures, which at times led to perceptions of inconsistency in hiring, promotion, and decision-making processes.
For many on the team, this created a more political environment, where clarity around performance expectations and advancement pathways became less transparent. That shift had a tangible impact on morale, continuity, and the overall stability of the Customer Success organization.
