Though it would seem to be a contradiction in terms, the sales and success organization is the result of nearly a decade of inexperience. Specifically, the VP had no prior sales experience - executive or otherwise, and burdens the team with an unchecked ego, deficient grasp of the products and customer needs, and an overall poor grasp of any strategic planning. Subsequently the pipeline, team structure, and overall scalability has the integrity of a 4th grade art project. This is not to say that they’ve been completely unsuccessful. Company revenue goals are met consistently. However, there is no outbound. There is no field. There is no dedicated account team. And because the product has lapped the competition so effectively, it has never been effectively tested in a bake-off or against a disruptive alternative.
“Customer Success Managers” are Renewals Managers. “Warriors” are (for the most part) trial managers and order takers. Most everyone on the team could be significantly more impactly, and enjoy more rewarding challenges if given the opportunity. There has been 90% attrition on the new business (Warrior) team, and over the past 18 months that team has gone through 2 managers and has spent as much time with one as without. Each manager brought insights, ideas, ambition, and experience that was lacking, and neither could effectively manage the team because of executive interference from the VP. The split between “new” (Warriors) and “existing” (Customer Success) business is patently ridiculous, and has created a culture of uncertainty and backbiting that has slowed down sales cycles and infuriated customers.