The company had built an exceptional product that solved real problems, but their sales approach still resembled an early-stage startup. They were targeting everyone, which meant they were optimized for no one. Enterprise buyers needed robust security documentation and implementation support that didn't exist. SMB customers wanted self-service simplicity that the product hadn't prioritized.
Behind the scenes, operational dysfunction was creating cracks in the foundation. Customer success was overwhelmed and reactive. Product development lacked strategic direction—every feature request became a priority. The finance team couldn't produce reliable forecasts because data lived in disconnected systems.
Most concerning was the leadership team's growing misalignment. Each executive had a different theory about what was wrong and which direction to pursue. Without strategic clarity and operational discipline, throwing more resources at growth would only amplify existing problems.
