What's the Company Culture Like at DISQO?

What do holiday celebrations look like in your office? How did these traditions develop?

The holiday season at DISQO is more than a celebration — it’s a way to strengthen connection, inclusion and belonging across our teams. Over time, we’ve built traditions that reflect our values and capture the spirit of who we are. Our Thanksgiving gathering, for example, is rooted in celebrating gratitude and diversity by encouraging employees to share dishes that represent their own cultures and family traditions.

In December, our companywide giving initiatives focus on community impact, with donation drives that support local shelters and hospitals. We close out the year with our Virtual End of Year Awards, which are: Win as One Team, Champion the Customer, Pursue Outsized Impact and Be Relentlessly All In. The awards are a spirited celebration honoring employees who exemplify our core values and principles. It’s a chance to spotlight those who have made an exceptional impact at DISQO. Together, these moments cultivate pride, connection and purpose — reminding us that at DISQO, we don’t just celebrate together, we indeed win as one team.

How does your company best support inclusive celebrations that allow everyone to participate comfortably?

We approach global collaboration with purpose and intention. We want everyone, no matter where they’re based at DISQO, to feel connected and included. This year, we introduced a companywide holiday calendar to help teams stay aware of the holidays our international colleagues celebrate. We also share updates in Slack that highlight the history and traditions behind these global holidays, giving everyone a chance to learn more about the diverse cultures that make up our DISQO community.

For our in-office events, we invite everyone to bring a piece of their cultural experience — be it a recipe, a holiday treat from childhood, or a favorite local specialty they discovered while traveling. When our international teammates visit the Glendale office, for example, they bring treats from Finland or Armenia to share.

These moments build connections, spark conversation and create an environment where celebration is genuinely shared. For DISQO, coming together across geography and culture is what makes our gatherings meaningful.

What advice do you have for organizations seeking to build new traditions or festive holiday gatherings?

The key to building lasting traditions is genuine employee buy-in. Start by recognizing that the holidays mean something different to everyone — for some, it’s a joyful time of celebration, while for others, it can be more difficult or isolating. Keeping that in mind ensures your plans are thoughtful, inclusive and respectful of all experiences.

The most meaningful traditions are those that grow organically, not ones that feel forced. We use employee feedback from our internal quarterly employee experience surveys to understand what matters most to them — we ask which aspects of the season resonate with them and design celebrations that reflect those values. After events, we follow up with a quick post-event survey to gather real-time feedback and reactions, helping shape future experiences.

Above all, at DISQO, we encourage people to share their own traditions or cultural touches if they feel comfortable. These authentic contributions foster connection, belonging and joy. When employees see themselves reflected in your celebrations, the traditions you build together will naturally thrive.

Tell us about your experience with the onboarding process at DISQO. 

The onboarding process at DISQO was extremely organized and thorough. I had a step-by-step spreadsheet outlining self-training tasks to complete along with a list of peers to reach out to for introductions. My colleagues also scheduled various training sessions to help me acclimate. Clear guidelines were provided for what I needed to achieve by the 30-, 60- and 90-day marks. Additionally, I received specific training on foundational methodologies, which equipped me to engage with clients confidently. Overall, the support and structure made for a smooth transition into my role.

How did the onboarding process contribute to your understanding of the company culture, values and expectations? 

The onboarding process was very clear and structured in explaining the company culture, values and expectations. I found all the training programs and resources helpful, but the mentorship opportunity stood out the most for me. I connected with my mentor instantly; she’s available 24-7 and has even joined my client calls to provide support in case I encounter questions I can’t answer. This level of guidance has been invaluable in helping me adapt and succeed.

What about your onboarding experience was different from past experiences starting in a new role? What do you think made it so effective?

DISQO’s onboarding organization is different from the experiences I’ve had with other companies in the past. Previously, I was often thrown into the work, which created a lot of stress as I learned on the job without much structure. At DISQO, I have several spreadsheets detailing the steps I need to take and the training I need to complete before diving into client projects. With my mentor and manager available to support me every step of the way, the onboarding process feels much more structured and effective, allowing me to build my confidence as I prepare for my role.

What’s it like to work on the customer success or customer experience team at your company?

It's always a good day when the work you do actually matters and that's the honest answer to what customer success feels like at DISQO. It's not your typical customer success role. Our team sits at the center of some of the most advanced measurement work in marketing today, partnering with major global brands and the agency networks behind them. We're not just managing renewals; we're translating complex data into stories clients can act on and grow with.

The question we keep coming back to: what do our clients need to find maximum value in their data and how do we get them there faster? That shapes everything: how we engage, how we report, how a single campaign becomes a multi-year partnership. You're a translator as much as an analyst, a commercial owner as much as a relationship builder.

We're building this function as we go, which means real investment in career paths, performance frameworks tied to actual impact and tools that let customer success managers do their best work. This isn't a back office support function. It's where trust with some of the biggest names in advertising gets built, one honest, high-stakes conversation at a time.

How does your team collaborate with sales, product, support or technical teams to help customers succeed?

In practice, customer success is the connective tissue that runs through nearly every team. With sales, it's less a handoff and more an ongoing relationship. We know whether a renewal conversation is really about budget or a value story that got lost in year one and we bring that context into how the next deal gets shaped. With product, we're often the first signal for what's happening on the ground: which requests are patterns worth building a business case around versus one-off asks. With Delivery, we translate in both directions, making sure the client's definition of success gets built into execution and that clients understand what's possible before we promise it.

What makes this work rather than create friction is treating internal relationships with the same care we'd give a client. Trust with sales or product gets built the same way client trust does: consistently and by showing up with context instead of just requests.

The best version of customer success isn't a team that escalates problems. It's a team fluent enough in each other's world to solve them together.

What should candidates know about the culture or values that shape customer-facing work on your team?

If you asked what shapes this team day to day, I'd point to our four values: not because they're on a wall, but because I see them in how decisions actually get made.

“Champion the customer” means being an advocate even when it creates friction: telling sales a timeline is unrealistic, or telling Product that a feature is a retention risk. It's not about being agreeable; it's about being honest on the client's behalf.

“Pursue outsized impact” means a CSM here isn't just managing to renewal. They're finding where a client's problem is bigger than what was asked for and building the case to solve it: the difference between reporting a number and reshaping how a client measures success.

“Be relentlessly all in” is about resilience. Accounts churn for reasons outside your control. Campaigns hit snags. Being all in means staying in the relationship and showing up with solutions instead of excuses.

“Win as one team” means a renewal isn't a CS win or a sales win. It's a shared outcome and the best teams are the ones where nobody's keeping score.

Together, these describe someone who takes ownership, advocates when it's uncomfortable and measures success by whether the client actually won.