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There seems to be a lot of planning, but it also feels fragmented without clear direction

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There seems to be a lot of planning, but it also feels fragmented without clear direction

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Is innovation a priority?  If so, how is it being supported?

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Is innovation a priority?  If so, how is it being supported?

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What does Frontline define as a successful integration?

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What does Frontline define as a successful integration?

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We still lack any formal training on D&A products for employees

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We still lack any formal training on D&A products for employees

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There is no established baseline defining proficiency for an employee

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There is no established baseline defining proficiency for an employee

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We've talked about advocates (clients who can speak on our behalf) - what is required and how will this advocacy be used?

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What does the process look like - who does what - from the time client makes the purchase until they are using the tool.

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It feels like there were so many transition and so quickly it is hard, for me as an advisor,  to have energy for anything else like innovating.

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Do advisors/IS have a voice in the integration with Frontline?

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Do advisors/IS have a voice in the integration with Frontline?

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It seems like we are provided with new processes without being asked how we were doing it before and this is causing people to disengage with the new tools.

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With so much changing, it's difficult to know when we will be able to get help with client needs

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Will we be taught how to advise for other states? How can we get help if we're going through a busy time in our states?

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We've heard that Frontline clients don't know who to call. I have not experienced this at all. The clients I work with know exactly who to call

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We've heard from Mark that D&A needs to be scalable. What does this mean? What does this look like.

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One of the core values is "Cultivating trusting relationships". I don't see this in action.  Many acronyms are talked about.  Many of them I have no idea what they mean.  This makes me feel like an outsider in the company. Great leadership understands that with any change those most impacted by those changes need to have at least a voice and to understand the "why". I have had no opportunity for input and do not understand the why. This not how you "cultivate trusting relationships".

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In Salesforce, I'm listed as advisor for Comparative Analytics on many clients. However, I don't know how to advise for the tool yet. Where does that leave these clients? They can go to the old 5Sight advisor if they know us, but what about dark clients?

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A CSM emailed me about a client that isn't renewing and asked me to reach out to the client to confirm their intent to terminate and why they are terminating. What is the role of the CSM? This feels like a layer of oversight that isn't needed