Challenge:

A fast-growing fintech startup brought me in to lead customer service and support for its core product. Pretty quickly, the company pivoted, expanding into new offerings: checking accounts and investing. With the product suite tripling in complexity, the support function needed to scale quickly and strategically to maintain customer satisfaction and operational efficiency.

Approach:

I built and led a high-performing customer support organization that evolved alongside the business. This included:

• Building Teams Aligned to Product Complexity:
  I grew the team from 6 generalists to 35 specialists, spanning voice and email support. We introduced tiered roles and product-specific pods to ensure deep expertise and faster resolution across all customer touchpoints. Introducing tiers also significantly reduced onboarding and time to first impact from 4-5 weeks to 2 weeks.

• Operationalizing Support for Scale:
  I created and scaled the support operations function from the ground up—implementing a Help Center for self-service, launching workforce management tools, establishing an in-house learning and development program, and embedding product specialists within the team to close knowledge gaps and drive faster launches.

• Navigating Acquisition and Integration:
  I led the team through the company’s acquisition, ensuring continuity for customers while integrating support workflows, tools, and teams into the new parent organization.

Results:

• Grew the team nearly 6x in size while improving service levels and operational clarity.

• Successfully supported the launch of two major financial products under tight timelines.

• Positioned support as a strategic lever during acquisition by showcasing scalable systems, product expertise, and customer-centric execution.

Impact:

By the time of integration, the customer support function was no longer a reactive service—it was a structured, proactive engine aligned with product and company growth.