C level needs a change.
Day by day, processes are increasing, but that doesn't make any sense.
Low code platform, how much are we using it internally?
Changing the pricing model yearly will not help to grow the numbers. Try to collect the feedback from the ground at least with key performers. What can we do as a team?
Shifting from old pricing to new pricing out of the blue will affect the SMB. Oh yeah, we are moving towards Enterprise only market :(
Regional Sales, understand pulse and change according to market. Rushing into the markets with wrong plans will ruin the legacy name. Separating the renewals team without proper planning will affect SMB.
The product team need to rushes up with what all you promised. Concentrate on the Analytics, Cloud, Security (Sentry will be soon out of date).
HR & People, please invest time in the regional office and all levels to understand what they go through. Not just VP and C level are key people. Please make a difference in culture. All the races are the same, and the team knows who really cares and shows the fake faces.
Professional Services Investments - IPO balancing in Services investments to customers will definitely affect growth and customer sentiments to worse. Customers will realize the differences in credits and GSP games pretty soon.
Work-life balance, reduce unwanted meetings.
TSM & CSM - time to think from a customer angle how this can be really scalable for all the customers.
Customer Success too many changes will make things toxic, unable to see any difference in the last 2 years.
Product standard and support should be improved. Make sure the product is invested well in all the cloud platform and security standards, else easy to lose the battle.
Set a bar for the partners. Adding partner count doesn't give any customer satisfaction. We are really back in comparing the partner standard with our competitors
