Customer Success leadership under Sr. Manager Heather Stuart is highly top-down and does not support open feedback or differing viewpoints. There is a clear expectation that decisions are not to be questioned.
The environment relies heavily on documented coaching, write-ups, and performance plans that can feel subjective, creating a culture focused more on discipline than development.
Despite messaging around valuing employee morale, promotion decisions often place individuals into Lead and Supervisor roles without sufficient experience, which impacts team effectiveness and credibility.
The leadership team appears to favor compliance over independent thinking. Meetings are largely one-directional, with minimal input unless individuals are directly prompted. When guidance is requested, responses often come in the form of additional questions rather than clear direction, creating confusion.
There is also a disconnect in understanding the broader functions of the department. Key operational areas such as billing, accounting processes, and purchase order workflows do not appear to be well understood, while oversight remains heavily focused on micromanagement.
There is little visible oversight or accountability from senior leadership, including VP David Botello, and limited involvement from HR in addressing ongoing concerns.
