Beeper's support team was small and informal when I joined. I built it into a real organization, kept it running through the Automattic acquisition, and grew it to handle a user base that went from a couple thousand to over a hundred and fifty thousand. Most of the work was unglamorous: hiring, tooling, writing the playbooks, and getting closer to what users were actually struggling with.

Virdee makes self check-in software for hotels. I was their first head of support and built the team from there. In about five months we took NPS from 20 to 62 by getting closer to customers, fixing the issues that actually mattered, and putting real tools behind the team. We also cut the customer onboarding process from twelve weeks to two and a half.

SAS makes analytics and BI software used by big enterprises. I was a Technical Manager on the Managed Application Services team, owning a portfolio of enterprise accounts (around twelve million in ARR), running service reviews, and being the escalation point when things went sideways.

OpsRamp is an IT operations and monitoring platform for hybrid and multi-cloud environments (now part of HPE). I took over a small, struggling technical support team and brought it from chaos to order: 11 engineers across the globe covering customers 24/7, CSAT held above 95% month over month, first reply under an hour, and a community plus knowledge base that took case deflection from 0 to 20% in the first month.

Varonis makes data security software. I spent five years there and got promoted four times, starting as a Tier III support engineer and ending as a Technical Manager. It's where I learned how a real support org works and how to lead one.

Parata makes pharmacy automation hardware for hospitals and retail pharmacies. I started on the phones doing tier-one tech support and worked my way up to analyst, doing SQL data work and writing reports for customers. This is where my career began.