Great mission and leadership - Sales Executive Clearview AI Employee Review

Great company, flexibility, helpful coworkers

No cons. Everything is great!

-Easy product to support and teach -Clear customer goals

I was only at Clearview AI for about a month before being let go, and my experience with the CSM department was very disappointing. The biggest issue was the disconnect between leadership’s messaging and how the CSM team actually operated. Conversations with the CEO and CRO gave the impression that the company valued efficiency, ownership, and smart use of time. However, the CSM manager and team operated in a much more rigid, micromanaged way. There was a lot of emphasis on knowing exactly what you were doing at all times, despite saying things like employees did not need to be “chained to their desks.” Onboarding also felt outdated and inefficient. Instead of giving new hires structured self-guided time with the product followed by dedicated blocks for questions, onboarding often consisted of long meetings where you were expected to explore the software live while questions came up. Training meetings were also placed over preset calendar blocks without much regard for existing availability or personal obligations. Asking to adjust a lunch break twice due to scheduling conflicts seemed to be treated as a major issue, which was surprising and frustrating. It is also worth noting that another CSM started around the same time as me and voluntarily resigned roughly two weeks before I was let go. While I cannot speak for his exact reasons, we were both experienced CSMs, and his quick departure reinforced my impression that the onboarding process, management style, and team culture may not align well with what tenured SaaS customer success professionals are used to. The CSM team also appeared to function more like customer service than true customer success. There seemed to be a tendency to “baby” customers, jump on calls for small items, and perform actions for customers instead of teaching them how to use the product independently. That approach felt misaligned with scalable SaaS customer success practices and even seemed to surprise the CEO when discussed in our 1 on 1. Another concern was the experience level within the CSM department. The manager and several CSMs appeared to have limited prior tech or SaaS customer success experience, which may explain the heavy focus on control, constant meetings, and reactive support rather than strategic account management. Finally, there were uncomfortable boundary issues. I was able to see that members of the CSM team, including the manager, repeatedly viewed my personal social media despite not following me or being connected to me. The pattern continued even after I had been let go, which made the behavior feel intentional and inappropriate. I considered addressing it directly during a company offsite but ultimately chose not to. I am not someone who typically escalates matters to HR, but I could not help but think that if the roles were reversed and a male employee were repeatedly going out of his way to monitor a female coworker’s personal social media, it would likely be viewed as inappropriate and potentially harassing. Overall, the CSM department felt misaligned with the CRO and CEO’s executive vision and leaned heavily into micromanagement rather than trust, autonomy, and modern customer success practices.