Within the past year, the entire role of the CSM has changed for the worse. Stale product offerings that are hard to showcase ROI, also lead to redundant quarterly conversations with customers. Since CSMs are not trained consultants, it is very difficult to create change within customer base to showcase value of the products. Training for this is also very surface level, again we are not trained in Change Management or how to recreate and showcase a company's Employer Value Proposition. Depending on who your manager is can change your growth trajectory - some managers care and are highly involved in development whereas some take a back seat then come time for performance reviews, have no case to help you get promoted. Culture within the CS org is very negative due to the amount of change that has occurred within the past year. Everyone is burnt out and the employee engagement scores show how unhappy everyone is. Some true Glassdoor veterans have left the company and leadership doesn't bat an eye. In turn, they voice that if people want to go do less work at another company, then that's that person's problem. Leadership confuses being busy with mundane tasks with being challenged. Once you learn the talk tracks, the job can essentially be done with your eyes closed. Your day-to-day is full of deck making and calls which is easy but keeps you busy with the account load. There has been no real challenge to the role once you learn the basics.
