However, there are significant operational issues that make the role much harder than it needs to be. A major challenge has been the technology platform used for email management. The system frequently creates multiple email chains for the same issue, which can make it difficult to track communication and accountability. Concerns were raised early on that the system would not function well for this type of work, but the rollout proceeded anyway. While the company plans to move to a new platform in the future, the current system has created a difficult workflow for both employees and clients.
Workload is another major concern. Client volume often feels unreasonable for the scope of the role, and many cases arrive incomplete due to pressures in other departments that are also dealing with heavy workloads. For example, sales teams may not fully explain billing practices or auto-renewal terms to clients upfront, and implementation teams sometimes transition accounts before key setup items are complete. This results in additional back-and-forth with clients and internal departments.
In addition, some internal teams do not consider themselves client-facing and will provide only partial responses, which can generate long email chains instead of resolving issues efficiently. As a result, simple questions can turn into lengthy communication threads that slow down resolution for clients.
Leadership frequently introduces new initiatives and projects, but teams are already stretched thin and could benefit from clearer prioritization and direction. Many of the challenges in the role stem from broader organizational processes rather than the employees themselves.
Employee performance metrics are also tied to client survey scores that may reflect broader systemic issues rather than the performance of the individual advocate, which can impact merit bonuses.
