Interim customer support management - from setting up measurement through team development to preparing a system migration.
The company brought me in as interim customer support manager after completing the onboarding audit. The team was handling a high volume of tickets, but there was no data on why customers were actually contacting support. Without this information, it was impossible to systematically reduce contact volume or prioritize improvements.
2 days a week. 6 months. Working on all fronts simultaneously.
I designed and implemented a complete ticket categorization system - by user type, platform and contact reason. For the first time, the company knew exactly what its customers were dealing with.
I regularly reported categorization data to management and the product team. Gut feelings became numbers - and numbers became concrete improvement steps.
I launched weekly syncs with Tech, Product and Account Managers. Stuck tickets started getting resolved faster, ownership became clear.
I redesigned SLA measurement from an internal perspective to end-to-end customer experience. The new measurement included time spent across all teams, not just support.
I created individual 30-60-90 day development plans for each team member with clear goals and metrics. Everyone knew what they were working on and where they were heading.
I mapped team needs, contacted vendors, led presentations for management and prepared a recommendation for switching to a new tool. After my engagement ended, I handed the project to their team to implement.
% of tickets with first response within 8 hours
The 10% drop in email volume came as a result of better understanding contact reasons and targeted improvements in collaboration with the product team. First Response SLA grew from 76.8% to 86.4% through clearer processes and cross-functional collaboration.
In a 30-minute call we'll look together at whether and where I can help.