And while Tableau has a shiny veneer on the outside, the actual core of what would the any support organization great is lacking.
Compensation is absolutely below market rate and management tries to spin the narrative that "we're not that far from the market". For the same or comparable positions, a large chunk of our premium and core support team has migrated to other companies for 20-40k more. This includes some of our best and brightest who for years demonstrated a huge level of effort and loyalty to the company. Some of our technical leads make less than incoming engineers.
We also keep adding new features to the product without addressing glaring stability and administration issues (e.g. Tableau Server). There are bugs and issues that you'll encounter that will make you bang your head on your desk. Simply put, the product is not 'enterprise ready' and our biggest customers are painfully aware of it because they're the ones stumbling upon all sorts of odd issues.
From a senior management/leadership perspective, any critiques are essentially discarded. Time and time again, a good portion of the support organization has attempted to discuss issues of poor compensation, penalties for loyalty (newly hired engineers will make more than engineers who have been with the company for years), and poor product releases. The critiques might be listened to and lip-service paid to them but leadership is still going to do whatever they have already decided. It's clear that a leadership is accepting the typical churn of a support organization and doesn't really care to address it. It's also clear that leadership would like to outsource part of the support organization given the chance. However, the product is too finicky and complex for this to be feasible.
We've basically abandoned our core values for the most important de facto core value of any company which is "make more money". So while we have all the things that make Tableau look nice on the outside, the fundamental parts of what makes an organization great are decaying.