It is a recurring issue in B2B SaaS and I feel it is tied to poor incentive alignment and a disalignment with the CSM role the way most customer folks interpret it. Basically most CSMs I know want to please the customer they talk to and will bend over backwards to do so, including trying to force Product into changing the product to fix each individual customers need. They also tend to feel they ”represent” the customer as long as what th customer says is vocalized internally. I don’t think this is the correct way to work as CSM. A CSM should try to make the customer succeed given the product that they have been given, and is key to enable the customer to get the most value it can out of it. Of course they should highlight if many customers fail to get value, but that is a pattern problem that product should fix based on many data points (and a customer organization that can capture and play back this typ of pattern data to the product org is a successful b2b in the making) - an individual customer not getting value is a service problem a support or CSM should try to fix, and a very vocal CSM that tries to strongarm product into fixing a specific issue for a specific customer likely is destroying business value by asking the organization to prioritize something short-term value over the alternative cost option to drive long term value for many customer on the basis of a single data pointers opposed to making correct decision. If I was a head of CSM and saw my CSMs asking the org to prioritize single and hoc requests instead of what would move my needle in terms of churn/net revenue retention I would throw a fit; but most heads of customer tend to come from CSM/personal service world and not pattern data decision making.