It’s a bit of both. Culturally it didn’t get enterprise, e.g. “ditch oracle and move to spanner”. Technology wise it was not setup for enterprise. Staff wise

It’s a bit of both. Culturally it didn’t get enterprise, e.g. “ditch oracle and move to spanner”. Technology wise it was not setup for enterprise. Staff wise it was paying way too high of a total-comp for non revenue roles. TAMs making 400k/year on accounts spending < 5M/year. However it could have addressed all those. There were people inside advocating for those changes. Eng and Product leadership refused to listen. And the CEO refused to reward business success and instead rewarded product launches od multiple un-successful messaging apps.