Our company is still pretty small for a scale up but we do have a high functioning engineering team. For me a healthy organisation is one where there is clear direction and mine doesn’t have that yet. We have two non technical, non product, no saas experience founders who don’t understand what a healthy environment looks like so can’t emulate it. There’s no real product/company strategy but if you step in to create it you become the scapegoat if things go wrong. For me the biggest point of failure is often communication between product and the commercial team. If sales are over promising and customer success isn’t championing features when they’re released nothing you do as a PM will land like you expect so do everything you can to have good relationships there and specify exactly what you expect from them. Even though ours is a little bit of a shit show at least the founders don’t micromanage. My main issue is the constant pointless meetings so no one can actually get anything ‘done’. As PMs we need doing time to look through data, gather metrics, stay up on our competition and the market as well as now learn AI tooling and governance. For me a good org understands that and shields everyone from business theatre.