Customer Experience

Gusto’s CX team has dedicated leadership overseeing customer service strategy, performance and employee development. CX leaders oversee customer care, specialized support, onboarding and client relationships while balancing service quality, efficiency and employee growth. 

• CX leadership focuses on improving service as Gusto grows: Dedicated executive leadership supports the company’s expanding customer base and product offerings. Leaders oversee direct customer support, dedicated service and specialized assistance while improving processes and ensuring employees have the resources to resolve complicated questions.
• Managers oversee service performance and customer satisfaction: Customer Care leaders monitor response times, resolution quality, customer satisfaction and efficiency. Senior managers may oversee five to eight team leaders and approximately 60 employees. They use performance results to identify problems, establish priorities and improve service.
• Employee coaching and development are part of management responsibilities: CX managers provide feedback, coach team leaders and help employees improve their customer service skills. They also work with training and operations teams to strengthen procedures, identify knowledge gaps and support professional development.
• Leaders work closely with Product, Engineering and Operations: CX leaders coordinate with other departments to resolve recurring customer problems, improve self-service tools and prepare employees for product changes. They also manage staffing, service goals and operational processes that affect the customer experience.
• Customer empathy remains an important leadership expectation: Managers help employees understand customer concerns while maintaining service standards. One employee described colleagues sharing knowledge and helping one another resolve problems, reflecting the collaborative approach encouraged throughout the team.
• External signals:
  • Some customer-facing employees highlight supportive leadership: An employee in customer service described receiving support from upper management in a fast-paced environment. (Indeed)
  • Direct managers receive positive recognition in specialized support: One employee in tax resolution identified helpful managers and team leads as a positive part of the job. (Glassdoor)

Bottom line: CX leadership at Gusto combines service accountability with coaching and cross-functional collaboration. Managers help employees improve their skills while overseeing the quality and efficiency of customer support. 

Gusto’s CX employees balance customer service responsibilities, operational deadlines and changing customer needs with hybrid work and company-wide benefits. Daily schedules vary by role. Customer care employees may handle frequent inquiries, while specialists manage retirement, benefits and financial-service cases. Gusto provides paid time away and family-related benefits, although flexibility depends on service demands and individual responsibilities. 

• Hybrid work provides opportunities to split time between home and the office: Gusto generally schedules in-person collaboration on Tuesdays and Wednesdays for employees near its Denver, San Francisco and New York offices. Some CX roles require approximately two to three office days per week. Office time supports meetings, training and teamwork, while other days allow employees to work remotely.
• Customer support schedules depend on service demand: Customer care employees handle calls, emails and service requests throughout the day. Payroll deadlines, tax filing periods and benefits enrollment can increase workloads, requiring employees to manage their time while maintaining responsive, accurate service.
• Specialized CX roles involve planning and managing deadlines: Retirement onboarding advocates coordinate customer communication, provider information and plan setup. Conversion operations employees verify records, reconcile account information and resolve discrepancies. Both roles require employees to manage deadlines while collaborating across departments.
• Paid time away supports employees outside work: Gusto offers paid vacation, sick leave, holidays, bereavement leave, other paid leaves and sabbaticals. These benefits help CX employees manage personal responsibilities and take time away from customer service demands.
• Health and family benefits provide additional support: CX employees have access to medical, dental and vision insurance, mental health resources, fertility and family-planning benefits and family-related leave programs. These offerings support employees with different personal and family needs.
• External signals:
  • Customer service employees highlight benefits and flexibility: One employee described employer-paid benefits, straightforward paid-time-off arrangements and strong support as positives. (Indeed)
  • Some customer-facing employees report favorable work-life balance: One employee in implementation identified work-life balance and the office environment as workplace strengths. (Glassdoor)

Bottom line: Work-life balance in CX at Gusto combines hybrid schedules and paid time away with customer service responsibilities that can become demanding during busy periods. Flexibility varies by role and customer needs.

Gusto’s CX culture focuses on helping small businesses manage complicated responsibilities with patience, accuracy and personal support. CX employees regularly assist business owners with payroll, taxes, benefits and account problems, making empathy essential. The company encourages employees to collaborate, share knowledge, take ownership and improve how customers receive support.

• Customer empathy is central to everyday work: Customer advocates listen to business owners, understand their concerns and explain complicated information clearly. One employee described the importance of helping employers pay workers accurately and meet payroll obligations. These interactions can directly affect a customer’s payroll deadline or benefits decisions.
• Team members support one another when solving problems: CX employees often rely on colleagues with different specialties to resolve difficult questions. One employee described coworkers sharing knowledge, making time to help and working across departments to find answers. This collaboration helps employees learn while improving customer support.
• Employees are encouraged to take responsibility for customer outcomes: CX roles often involve managing cases from the first conversation through resolution. Retirement relationship managers investigate technical problems, coordinate with internal teams and keep customers informed until their questions are answered.
• Customer feedback helps improve products and services: CX employees share recurring problems and customer concerns with Product and Engineering. They also help prepare teams for product launches and identify changes that could make Gusto easier to use, giving employees opportunities to influence the customer experience.
• Learning and improvement are part of the culture: Gusto’s value of “Raise the Bar, Learn Fast, Repeat” encourages feedback and continuous improvement. CX employees build their product knowledge through training, case reviews, shared experiences and changes to service procedures.
• External signals:
  • Customer care employees praise their coworkers: One employee described the people and culture as excellent and reported mostly positive experiences during nearly two years with the company. (Indeed)
  • Supportive team relationships appear in more recent feedback: One employee in customer service highlighted colleagues who continued supporting one another as the CX team changed. (Glassdoor)

Bottom line: CX culture at Gusto emphasizes customer empathy, teamwork and ownership. Employees learn from colleagues, solve problems together and help improve how small businesses receive support. 

Gusto’s CX team offers career opportunities across customer care, specialized advising, client relationship management, onboarding, operations and leadership. Employees can develop expertise in payroll, taxes, benefits, retirement plans and financial services while strengthening communication and problem-solving skills. Gusto also supports development through coaching, internal mobility and opportunities to take on more responsibility. 

• Customer care roles help employees build valuable technical knowledge: Employees learn payroll and tax processes, investigate account issues and explain complicated information to customers. One employee described learning extensively about payroll and taxes, skills that can provide a foundation for more specialized support and operations positions.
• Specialized advising creates opportunities to build expertise: CX employees can focus on health insurance, benefits renewals, retirement plans and financial services. Benefits specialists learn insurance requirements, while retirement onboarding employees develop knowledge of plan administration and compliance. One employee working in workers’ compensation training and operations also contributed educational resources on insurance coverage.
• Client relationship management offers another career direction: Retirement client relationship managers handle complicated customer questions, ongoing relationships and retention efforts. These responsibilities help employees develop account management, communication and problem-solving skills beyond traditional customer support.
• Operations roles allow employees to work on larger processes: CX employees can develop experience in onboarding operations, retirement conversions, financial reconciliation and process improvements. Conversion operations roles involve verifying records, coordinating with compliance teams and improving internal tools, providing exposure to project management and operational planning.
• Management roles provide opportunities to develop leadership skills: CX managers coach employees, monitor service performance and improve team processes. Senior Customer Care managers may oversee multiple team leaders and dozens of employees. Gusto also supports internal mobility and expanding responsibilities as opportunities become available.
• External signals:
  • Customer-facing employees identify opportunities to learn: One employee in customer care described building strong relationships and learning a great deal while working at Gusto. (Indeed)
  • Professional development resources receive positive mentions: One employee in customer care highlighted access to numerous resources for improving job performance. (Glassdoor)

Bottom line: CX employees at Gusto can grow through specialized customer support, relationship management, operations or leadership. These paths offer opportunities to build technical knowledge and take on broader responsibilities.

Gusto supports CX employees through structured onboarding, product training, manager coaching and knowledge-sharing. Employees learn the payroll, tax, benefits and retirement processes needed to answer customer questions accurately. Training continues as employees develop specialized expertise, take on more complicated cases and adapt to changes in Gusto’s products and service procedures. 

• Structured onboarding helps employees learn Gusto’s products and services: New CX employees receive training in the platform, customer service procedures and their specific responsibilities. Payroll support employees learn common account and tax issues, while benefits and retirement specialists study the requirements of their services.
• Specialized training supports complex customer questions: Some CX roles require detailed knowledge of insurance, retirement plans and compliance. One employee responsible for workers’ compensation training and operations created educational materials on coverage and claims. Retirement onboarding employees also learn plan eligibility, provider coordination and account configuration.
• Managers provide feedback and help employees improve: Customer Care leaders coach employees, review service quality and identify training needs. They use measures such as customer satisfaction, response times and resolution quality to help employees strengthen their communication, product knowledge and problem-solving skills.
• Employees learn from colleagues and cross-functional partners: CX employees work with Product, Engineering, Compliance and Operations on complicated customer issues. One employee described colleagues sharing best practices and supporting one another’s development, giving employees opportunities to learn through real customer problems.
• Gusto offers broader professional development resources: Employees have access to knowledge-sharing opportunities, Lunch and Learns, virtual coaching and opportunities to take on additional responsibilities. Internal mobility programs also allow employees to explore different roles as they develop their skills.
• External signals:
  • Customer care employees identify useful training resources: Employees highlight resources that helped improve job performance. (Glassdoor)
  • Employees report gaining practical payroll and tax knowledge: One employee in customer care described learning extensively about payroll and taxes while working in a supportive environment. (Indeed)

Bottom line: Gusto’s CX training combines onboarding, specialized product education, coaching and practical experience. Employees can strengthen their customer service skills while developing expertise that supports greater responsibility.