The major challenges in customer success in 2026

Tight budgets, tech consolidation, and a restless job market rain down on the current working landscape. Everyone’s feeling it, both customers and businesses alike, which makes for a unique situation for customer relationship management positions.

Customer success managers (CSM) find themselves caught in the crossfire of internal and external challenges, circumventing obstacles that too often mirror their clients’ struggles – preventing them from doing their roles. 

But what are the most common internal and external challenges or barriers to customer success today? Let’s look into it together and equip you with a strategic roadmap for identifying, preventing, and addressing the critical barriers facing customer success teams.

We've updated this article with fresh findings from the State of Customer Success 2026 report and set them against what CS professionals told us in 2025 and 2024. So you can see which challenges are sticking around, which have eased, and which are new.

Internal barriers for customer success teams in 2025

In order to manifest career progression, help shape the future of customer success, and provide customer value, you need first to realize what’s holding you back. 

From a management perspective, understanding what’s going wrong for other CS teams is like gold dust – it allows you to make sure your company doesn’t make the same mistakes and re-focus efforts on ensuring CS is as effective and valuable as possible.

In the State of Customer Success 2026, we asked hundreds of customer success professionals to describe their biggest challenges right now, in their own words. As in previous years, every quote is anonymized.

First, some context. 80.4% of respondents say CS is a key driver of revenue through retention and expansion, up from 78.7% in 2025, and another 16.8% say its impact is indirect but real. The question of whether CS matters is settled. What's holding teams back in 2026 is the operating model behind the role.

Here are the six challenges that came up most often.

1. Proving and communicating value

The most common challenge this year, cited by around 28% of respondents. CS teams are expected to prove ROI, justify renewals, and show value at every stage of the customer journey – often without the data to do it.

• "Institutionalize product value proof across the customer journey, so value is not only delivered but consistently captured, measured, and communicated to the right stakeholders."
• "Renewing customers without major increases in servicing resources and large discounts."
• "We don't have accurate data so it's hard to determine when customers get value or what to do to increase value."

The numbers back this up. 23.9% of respondents say they don't currently track or focus on adoption rates at all, up from 14% in 2025. That's nearly one in four teams trying to prove value without adoption visibility.

2. Role clarity and scope control

Cited by around 22% of respondents. CS is still the default owner of anything that doesn't have a clear home.

• "Being a catch-all for customer needs – distracts from strategic work to drive value."
• "A non-defined role."
• "Responsibilities dumped to our team."

One respondent managing a 100+ account portfolio described fielding "constant requests from multiple internal departments regarding marketing, VOC, expansion, testimonials, value frameworks" – all at the same time.

The responsibilities data shows how wide the job has become. Customer retention is still the top core responsibility at 81% (down from 87.2% in 2025), but value realization (64.1%), product adoption (61.4%), and strategic customer engagement (60.9%) have closed the gap.

3. Data, tooling, and process maturity

Cited by around 18% of respondents. Systems gaps, CS platform limitations, and unreliable health scores came up again and again.

• "Customer insights centralized for all teams to use – silos of systems."
• "Data visibility. We're struggling to get data into a usable place for CSMs to understand predictive analytics and be able to see and act on risk proactively."
• "Everything is manual and data is not good quality, yet no one cares."

52.1% say their customer data is fragmented across systems. Only 5.9% use predictive insights to inform prioritization, and just 0.8% describe their data maturity as advanced and AI-driven. Meanwhile, 54.3% have no dedicated CS operations role and 66.8% have no dedicated CS enablement role.

This matters more now that AI is on every roadmap. 45.7% of respondents plan to invest in AI-driven insights and predictive analytics, but only 29.4% have formal governance and quality assurance around AI use in CS workflows.

4. Product, support, and cross-functional friction

Cited by around 16% of respondents. Product instability, technical support issues, and internal misalignment show up as blockers CS can't fix from where it sits.

• "Product does not fix bugs fast enough."
• "Development team has historically done their own thing and not focused on customer feedback."
• "Leadership listening and delivering what the customer wants."

CS sits closest to the customer, which also means it absorbs the impact of every gap upstream.

5. Capacity and workload

Cited by around 14% of respondents. Headcount, account volume, and reactive work remain constant constraints.

• "Finding time for strategic revenue planning – stuck in reactive work."
• "Too many accounts for my segment."
• "My team is underpaid and stretched too thin, and expectations are unclear and constantly changing."
• "Workload to CSM ratio."

More than one respondent simply wrote "capacity" and left it there.

Part of the problem is that capacity often isn't planned at all. 37% of respondents say CSM capacity is not formally defined, and the share of one-person CS functions rose from 4.9% in 2025 to 8.7% in 2026.

6. Retention and expansion pressure

Cited by around 12% of respondents. Churn, net revenue retention (NRR), upsell, and expansion appear throughout the survey, sometimes as goals and sometimes as pressures.

• "Avoid churn and expand NRR."
• "Retention amidst budget and tech consolidation pressures in the market."
• "Retention in a SaaS model."

These aren't new challenges. What's changed is how much revenue CS now carries. 38% of respondents say CS owns all expansion, and many more own renewals or upselling in part. But CS often doesn't control pricing, contract terms, or product quality – so teams end up with accountability for revenue outcomes they can't fully influence.

Beyond these six themes, two other issues ran through the data. 22.3% of respondents say leadership doesn't value customer success, with one pointing to a "lack of executive sponsorship that understands customer success." And career mobility is rising: 39.9% plan to change employers in the next one to two years, and two of the six respondents who explained why they're leaving CS entirely cited burnout.

So, what does this mean for CS professionals in 2026?

The 2026 data paints a picture of a function that has earned strategic relevance but hasn't yet secured the operating model to match it. We asked our panel of experts how the field has changed over the past year.

Chinelo Diejomaoh, Senior Customer Success Manager at HiBob:

"Customer success has shifted from focusing mainly on relationships to being held accountable for business results, and this change sped up a lot in the past year. Building strong customer relationships is no longer enough. Now, customer success professionals are expected to take responsibility for revenue, explain ROI in financial terms, and show how their daily work affects the business."

Raymond Otero, Customer Success & Experience Executive:

"The biggest shift is that customer success stopped being measured on intent and started being measured on execution. A year ago, being proactive was still largely a philosophy. Today, it's an operating requirement… AI compressed the distance between identifying a risk and acting on it from weeks to hours. But AI didn't level the playing field. It widened the gap. Organizations with disciplined data, clear operating motions, and strong governance accelerated."

Kourtney Thomas, Head of Customer Success at TakeUp, on fixing the data problem:

"From what I've seen, it takes a strong argument and advocate to draw a line and say, 'Hey, we all want the same things, but we can't get there unless and until we make the time and investment to get our data clean and clear.' And from there, it takes strong, dedicated CS ops investment as well… Sometimes, you have to slow down to go fast."

How 2026 compares with 2025 and 2024

The same core problems have shown up three years running: product friction, stretched resources, and a function that has to keep explaining itself. What's changed is the framing. In 2024 and 2025, CS professionals mostly wanted to be understood. In 2026, they're being asked to prove it – with data they often don't have.

What's stuck around

Product friction is the most persistent challenge in the data. In 2024, respondents said CS had "no influence on the product roadmap." In 2025, it was "too many bugs, no development." In 2026, it's "product does not fix bugs fast enough." Three years, same complaint.

Resourcing hasn't gone away either, but it's changed shape. The 2024 and 2025 responses were about budget and headcount. In 2026, the conversation is about capacity: how many accounts one person can realistically carry, and whether anyone has actually defined it.

What's shifted

Role clarity has moved from a supporting theme to the second biggest challenge. In 2025, respondents said, "If it's not support, it must be success." In 2026, CS is "a catch-all for customer needs." The mandate has widened, and the job description hasn't caught up.

Leadership and career frustrations dropped out of the top six, but they didn't disappear. They show up elsewhere in the data – in the 22.3% who say leadership doesn't value CS, and in a sharp rise in mobility.

What's new

Data and AI. Data quality was a background issue in previous years. In 2026, it's a named challenge in its own right, and it sits underneath almost every other one. You can't prove value, prioritize capacity, or use AI well on fragmented data.

What's easing

Company culture. Sales-led culture came up in both the 2024 and 2025 responses. In 2026, customer-first culture (34.2%) has overtaken sales-first (32.2%), reversing a 6.7-point lead for sales in 2025. The margin is still just two points, though.

Year-on-year: the numbers behind the shift

Internal barriers for customer success teams in 2025

In the State of Customer Success 2025, we asked hundreds of customer success professionals what their biggest internal barriers are, and what gets in their way of true customer success. The results were fascinating.

It's important to mention that this survey was conducted anonymously. We did not request any personal identifiers such as names, email addresses, or company details. Therefore, the insights into company irregularities were captured without fear of reprisal or penalization.

Lack of clarity around role and prioritization

For many CSMs, the role itself remains contested ground. Instead of a clearly defined mandate, many describe a fog of expectations where "everything that isn't support" defaults to customer success. Without direction from leadership, teams struggle to set priorities, explain their scope, or establish boundaries.

For those who took our survey, this is what they had to say:

• "Lack of clarity around what should be CSMs' highest priority/role."
• "Understanding the actual scope of success. Sometimes it feels like 'if it's not support, it must be success' is the go-to answer."
• "Explaining my role."
• "Educating people on the scope of CSM & our ownership of all customer touchpoints."

This lack of clarity leaves CSMs vulnerable to role creep – pulled into tasks that dilute their real impact.

Poor leadership and organizational understanding of CS

Just like we saw in 2024, leadership missteps compound the problem for CSMs. Our survey respondents pointed to short-term thinking, strategic blind spots, and executives who underestimate the complexity of CS work.

• "Negativity from leadership."
• "Leadership and investors mandating CS decisions without actually understanding a day in the life of CS."
• "Leaders in the organization who don't understand how a SaaS organization is supposed to be run."
• "Poor leadership at the moment – lack of strategy, vision, and ability to effectively execute at the VP level."

When CS is viewed as tactical rather than strategic, its ability to influence company direction is inevitably stunted.

Product issues and misalignment

CS cannot thrive if the product itself is shaky. Many respondents described buggy platforms, slow development cycles, and features that miss the mark for customers. In these cases, success managers are left apologizing for shortcomings rather than enabling value.

• "Our product doesn't work as it should."
• "We haven't been solving customers' most common issues. Instead, we've been delivering other features and products."
• "Too many bugs, no development."
• "The direction of the product – whether it serves the customer or sales."

Without tighter product-CS alignment, these frustrations become systemic blockers to retention and growth.

Communication silos and cross-functional misalignment

While customer success thrives on collaboration, many respondents described siloed information, poor cross-functional communication, and competing departmental priorities.

• "Siloing of information amongst teams leads to conflicting work."
• "Communication with teams outside of CS; other teams not wanting to communicate."
• "Cross-functional collaboration – competing priorities."
• "Lots of teams working in silos."

Sadly, this often leads to duplication of effort, lost opportunities, and customer experiences that feel fragmented rather than seamless.

Resource constraints

What emerged as a major issue in 2024 continued into 2025: underfunded, understaffed, and under-equipped CS teams remain the norm.

Despite CS being more widely acknowledged as vital to revenue, many teams still operate with minimal headcount, lean budgets, and limited access to the tools they need. Many respondents noted that this hampers their ability to deliver value to their customers:

• "[My] company does not value [its] customer success team… They cut our pay and positions and then get upset about customers churning."
• "We are small, so severe lack of resources from manpower to systems to hygiene in places like our CRM."
• "Too many internal inefficiencies."

Lack of strategic influence or career path

Career progression remains a sore point. Many CS professionals feel they lack a seat at the strategic table, with limited visibility into decision-making and few opportunities to grow.

There's a definite whiff of frustration aired by our survey respondents at being sidelined:

• "Having a voice in strategic decisions."
• "Lack of career growth."
• "The perception that a VP of Customer Success is not needed even though I'm responsible for all tasks a VP would be responsible for."
• "Internal inertia."

Beyond these six themes, respondents pointed to broader organizational issues: sales-led cultures that overpromise to customers, legacy structures resistant to change, and outdated mindsets preventing the CS function from evolving.

What the experts said in 2025

These insights paint a picture of a function still fighting for influence – often without the budget, alignment, or recognition needed to thrive. But our panel of experts offered both realism and hope.

Julien Le Terrien, Chief Customer Officer at Mobilexpense:

"Compared to more established and well-understood roles, CS often struggles to secure the legitimacy it deserves. However, the greater the challenge, the greater the opportunity!

"It's up to us as CS professionals to clearly define and communicate our roles and impact… Lack of clarity? Bring up your own definition. Limited influence? Show the numbers on how much you helped save, renew, or expand. Once CEOs and CFOs see clear evidence of CS's direct impact on the bottom line, their attitudes shift significantly."

Chinelo Diejomaoh, Customer Success Manager at HiBob:

"Some organisations are still stuck in the old mindset about customer success. When role definitions aren't clear, CS gets mistaken for reactive support instead of a crucial strategic function. CS leaders must be part of decision-making and ensure CSMs have the tools, training, and opportunities to collaborate effectively across teams."

Andreja Mrzel, Director, Customer Success (EMEA) at BlackLine:

"I've seen all of these barriers firsthand. The mix changes, but they're ever-present. In today's economy, we're seeing decreasing resources and rising targets, which blocks career growth and risks damaging the profession long term. The decline in customer-first culture is already showing the consequences of these internal barriers."

Mark Higginson, Chief Customer Officer at ScreenSteps:

"Resources will always be limited, and CS must evolve with the business. Post-sale is where complexity and ambiguity live – and that's where CS leaders need to step up.

"The most effective teams don't wait on the sidelines; they co-create the customer journey, redefine their role, and align with revenue goals. If CS doesn't lead the post-sale experience, no one will – and the function risks becoming an afterthought rather than a strategic driver."

It's also worth looking back at the 2024 findings to see which challenges have persisted and which have evolved over time.

Internal barriers for customer success teams in 2024

Lack of resources and budget

Penny pinching can yield long-term gains, but, in the short term, it can make day-to-day activities pretty challenging. If a fiscally shrewd agenda is a company-wide initiative, that's one thing; however, if a customer success department is targeted, then this puts a new perspective on the matter.

Startup struggles

For example, if you work in a startup, the goal for that company will be to maximize its existing resources to build a full customer success org. An Implementation Specialist corroborated this, noting that they work for a "'bootstrapped' startup with limited resources."

M&A chaos

Sometimes lack of resources stems not from cost-cutting but through structural changes. Mergers and acquisitions are notoriously tricky beasts, inviting a lot of uncertainty. Another person in our survey, a VP of Customer Success, revealed that their "department was made via an acquisition," therefore, a "CSM layer only exists within my department."

This VP is now in the tough position of "trying to socialize CSMs across the entire company and expand the role outside the department." In this situation, there appears to be a lack of leadership consideration for how customer success can operate within the newly merged organization.

How to survive a mergers and acquisition as a CSM

The structural change of mergers and acquisitions is felt keenly by CSMs. As customer-facing professionals, they’re weathering the storm from both angles; they’re employees but also the trusted advisors who customers turn to.

Customer Success CollectiveAndreja Mrzel

Lack of pay progression and high staff turnover

For other customer success professionals, common topics emerge like a lack of pay progression and a high staff turnover, both of which invite employee dissatisfaction. If you're not provided with clear career pathways, you can't envisage your future at a company, and are not supported professionally, it becomes increasingly difficult to maintain motivation and commitment.

The result is a potential exodus of talented professionals who feel undervalued and overlooked, creating a cycle of instability that further undermines the effectiveness of the customer success department.

Without investing in staff development, career progression, and competitive compensation, companies risk losing their most valuable asset: their skilled and dedicated employees who are crucial to maintaining strong customer relationships and driving organizational success.

Communication and alignment

This isn't an issue unique to customer success, but boy, does it grind our gears nonetheless!

Poor communication and a lack of cross-functional alignment can utterly derail an organization's effectiveness.

As a Director of Customer Success bluntly stated in our report, there's a "lack of communication and managers who don't understand customer acquisition and success."

Without a fundamental understanding of the intricate journey from acquisition to success, there's going to be an inevitable barrier to strategic alignment.

Too many processes

Having the structure of streamlined processes is a luxury missing in many startups, but there can be too much of a good thing. An overload of processes can negate the efficacy of the process and be a blocker in and of itself.

"There are too many processes; my company doesn't do a good job of supporting current employees," noted one frustrated CSM. This bureaucratic complexity can stifle productivity and employee engagement.

Leadership problems

Leadership dynamics further complicate the landscape. "The very male-dominated and engineering-led leadership team undervalues customer success and sees it as a cost center," reveals a deeper issue at play: not only are there cultural challenges that marginalize customer-centric approaches but structural gender inequality.

Perhaps most destabilizing is the lack of strategic consistency. As one professional candidly shared, "We have constantly shifting targets as our CEO's 'vision' changes frequently." Such constant pivoting creates an environment of uncertainty, making it nearly impossible for teams to develop and execute consistent, long-term strategies.

These communication breakdowns are more than mere operational challenges – they represent systemic issues that can critically undermine an organization's ability to deliver exceptional customer experiences.

Product feedback loop template

Framework for capturing, organizing, and acting on customer feedback – without letting anything slip through the cracks.

Customer Success CollectiveCustomer Success Collective

Breakdown of product relationship

Interdepartmental relationships prove particularly problematic among a minority of customer success professionals.

One CSM lamented their "poor relationship with [their] product team," highlighting the friction that can emerge between customer-facing and product development teams. Such misalignment can lead to disconnected product strategies and unmet customer needs.

Curious to hear it from the horse's mouth? Here you go. When asked what their biggest internal barriers are, this is how some customer success professionals responded:

• "Slow product development – and requests being ignored for an alternative agenda."
• "We have no leverage over the product; we're being forced to make do with whatever the product team builds, while it should be the other way around."
• "Poor product stability."
• "Our product doesn't build new features quickly enough to justify its price i.e. closing the value gap quickly."
• "Customer success has no influence on the product roadmap."
• "We don't have enough engineers to build the features our customers want."
• "It's a very product-led company and made up mostly of engineers. I'm piloting the entire customer success function alone."

We put this dissonance to two acclaimed customer success leaders, to understand their take on it, and to provide their experience of product-customer-success collaboration.

Jess Galenski, Director of Customer Success at Apryse:

"There needs to be an open line of communication between the two teams whether that is monthly meetings, system tools for feedback, and cross-collaboration on customer needs.

"The teams should understand each other's goals, CS should understand the roadmap and the product should be just as accessible to customers as CS is. This helps drive the feedback loop and create strong alignment between CS, product, and your customers."

Mark Higginson, Chief Customer Officer at ScreenSteps:

"Our CS teams have historically worked very well with our product teams. The first thing I do when I start at a new organization is ensure the relationships between CS, product, and sales are strong.

"We focus on bringing value to the product team and developing a clear, mutually agreed-upon feedback loop. Often, this needs to be driven by CS.

"This collaboration ensures that customer feedback is effectively integrated into product development, enhancing the overall customer experience and aligning our efforts with customer needs and expectations.

"Leveraging the data we can glean from our customers, CS can paint a clear picture of what the potential risks and rewards are in future development plans."

Why 35% of customer success leaders feel undervalued by the C-suite

Despite its increasing importance, not all organizations recognize customer success’s full value at the executive level. So why do over one-third of CS leaders feel undervalued by their executive teams? Our research points to several key factors.

Customer Success CollectiveGrace Gupta

A lack of understanding of customer success

In many organizations, customer success remains a misunderstood and undervalued function. "There's just a general lack of direction and processes at our company," one professional candidly shared, highlighting the organizational underdevelopment that plagues many customer success teams.

Operational challenges run deep. "There's an operations immaturity and lack of change management culture," revealing the systemic barriers preventing effective customer success implementation. Even at more established companies, professionals find themselves constantly "evangelizing customer success to internal sales."

Management misconceptions further complicate the landscape. "Our management doesn't understand what CS is about and sees it as a mere sales function," which illustrates the reductive view that undermines the strategic importance of customer success.

This misalignment becomes most apparent in performance measurement, as one Manager of Customer Success noted:

"While the C-suite recognizes the value of CS, they measure our success through sales metrics, which conflicts with our primary goal of retention."

As we kept digging into our research, we discovered that interdepartmental friction emerged as a critical challenge.

Another Manager of Customer Success admitted that the real blockage to their customer success function is, "There isn't enough genuine partnership with sales and product teams." The result is a suffocating environment where "there are too many layers of management and not enough respect and autonomy."

There's a lot of truth in fearing the data side of customer success taking over the human aspect. We need both to bring true success. One Senior CSM remarked that their "goals of meeting metrics are prioritized over the quality of calls and connections," highlighting how quantitative approaches can overshadow the nuanced, relationship-driven nature of customer success.

How to perfect customer success and sales alignment

Fostering seamless collaboration between customer success and sales teams involves transforming traditional boundaries into synergistic partnerships. In this article, we’ll share the practical strategies and insights to significantly improve CS and sales alignment.

Customer Success CollectiveNatalie Fraser

Sales and marketing misalignment

It's not just product teams causing issues; tension between customer success and traditional sales approaches is palpable in some organizations. One consultant notes that "There's an excessive focus on sales growth," highlighting the continued prioritization of acquisition over retention.

Marketing dependencies create additional challenges. "We're overly dependent on marketing," and "trying to prove our value and what revenue we produce without directly being tied to renewals" underscore the ongoing struggle for recognition.

The fundamental disconnect is perhaps best summarized by a stark assessment: "We're sales-driven not customer-driven." This mindset, a rejection of customer-centricity, continues to undermine the strategic potential of customer success as a holistic business approach.

External challenges

Where digital marketers grapple with Google core updates or fluctuating social media algorithms, CSMs are faced with systemic pressures that directly impact their ability to deliver value. Consider a CSM working with B2B clients.

When a CSM experiences internal problems stemming from the current economic landscape – think budget constraints and recruitment freezes – chances are their customers are experiencing near identical pressures. This creates a unique symbiosis of struggle: internal barriers that perfectly reflect external market constraints.

Budget restraints

Global economic trends are creating a domino effect. Clients' businesses are reluctant to spend, struggling with:

• Tight budget allocations
• Limited departmental buy-in
• Escalating ROI expectations

CS teams are feeling the same squeeze internally. In 2026, around four in ten respondents say they're operating under some form of budget constraint, and only 10.8% say their budget and resources have increased.

How the economic climate has affected customer success budgets in 2026

As one respondent put it: "I don't even have a budget. I have to ask other stakeholders above me for anything I want, and it's usually rejected."

These financial pressures directly impact a CSM's ability to drive upsells, cross-sells, and renewals.

In 2024, 49.1% of customer success professionals were responsible for these. In 2026, renewals are a core responsibility for 59.8% of respondents, and upselling and cross-selling for 56.5%. Another respondent summed up the challenge as "retention amidst budget and tech consolidation pressures in the market."

It's a bitter pill to swallow, but in circumstances where your clients are feeling the pinch, potential expansions become non-starters when your clients are implementing strict spending freezes, dealing with internal cost-cutting mandates, or experiencing significant financial uncertainty.

But here's where the domino effect truly comes into play: compounding these challenges is the issue of organizational instability. High staff turnover among client organizations creates additional friction. When key stakeholders change, a CSM's carefully cultivated relationships get reset to zero. Each new point of contact means:

• Rebuilding trust from scratch
• Re-explaining product value propositions
• Potentially losing institutional knowledge about the client's specific use cases

The result? A CSM's job transforms from relationship management to economic navigation – threading a needle between organizational limitations and client expectations.

These interconnected challenges don't just complicate the CSM's role; they fundamentally reshape the landscape of customer success. Success now requires not just relationship skills, but economic adaptability, strategic thinking, and near-prophetic anticipation of market shifts.

The core insight remains stark: in 2026's economic climate, customer success is as much about survival strategy as it is about delivering value.

Why it's important to understand what's impacting customer success in 2026

Recognizing the pitfalls that plague other customer success teams enables a proactive approach, transforming potential missteps into milestones of learning and growth.

Three years of data tell a clear story. The problems CS professionals face haven't changed much, but the stakes have. CS now carries more revenue responsibility than ever, and teams that don't fix the basics – role clarity, clean data, defined capacity – will struggle to prove the value they're creating.

Like intrepid adventurers who thrive, not despite, but because of the obstacles they encounter, insightful management can sculpt a customer success environment that is dynamic, resilient, and uniquely tailored to avoid the errors of their predecessors.

On the individual level, grasping at the gnarly roots of these internal barriers becomes a tool for personal evolution. As a customer success professional, you are the conduit between the company's purpose and the customer's needs, and understanding your colleagues' pain points provides a rich context by which to fine-tune your approach.

So, if you find familiar echoes in the struggles shared here, let them be the nudge you need to reassess your goals and recalibrate your compass towards a more fulfilling customer success journey.

If you enjoyed reading this article, you'll love our State of Customer Success report. It's packed full of real-life insights like these challenges, the core responsibilities of CSMs and the KPIs teams are measured on. It's not one to be missed!