Customer Success leadership is overly focused on internal processes instead of customer outcomes.
Increasing micromanagement.
Declining morale following leadership changes.
Less autonomy than in previous years.
I worked at ClearGov for several years and genuinely enjoyed my time before the merger. The company had a strong customer-first culture, leadership was accessible, and employees were empowered to make decisions that benefited clients.
Unfortunately, things changed significantly after the merger. The Customer Success organization has become increasingly focused on internal metrics, processes, and appearances rather than actually helping customers succeed. A new Senior Manager was brought in whose priorities often seem disconnected from what clients and frontline team members actually need. Instead of coaching, removing roadblocks, or advocating for customers, there is an emphasis on tracking minor details and enforcing processes that add little value.
As someone who worked directly with customers every day, it became frustrating to spend more time satisfying internal requirements than solving client problems. Morale within the team has noticeably declined, and many experienced employees have left or are actively looking elsewhere.
The people on the Customer Success team are talented and genuinely care about their customers, but they aren't being set up for success. Leadership would benefit from listening to the employees closest to customers and focusing less on unnecessary oversight and more on empowering the team to deliver a great customer experience.
