PORTFOLIO — CUSTOMER SUPPORT LEADERSHIP
Ten years turning support into a system that scales.
I build high-performing, AI-augmented customer support organizations — from the frontline queue to the boardroom metric. Over the last decade I've led teams of 100-plus across three continents, shipped an AI agent — in cooperation with an AI engineer — that now resolves the majority of incoming requests without a human touching them, and built incident management, performance and compensation systems from zero. I've done this at large companies, managing teams of 100+ Support Representatives, and in startups, setting up tools and processes hands-on from scratch. I'm open to Head of Customer Support, Head of Support Operations, Senior Customer Support Manager, or Senior Operations Manager roles.
01 / ABOUT
From Frontline to Boardroom
Customer Support Representative
I didn't start in a leadership seat. I started my journey back in May 2016 as a frontline Customer Support Representative in Namecheap's SSL department, answering emails and chats. I cannot be more proud of this starting point because I saw and I know how the things work on the frontline.
Team Leader → General Manager
Over the following nine years at Namecheap, I was promoted four times: from CS Representative, to Team Leader and Shift Leader running a team of 12 while also working part-time as a Quality Assurance specialist, to Customer Support General Manager running a department of 100+ people across two countries (Ukraine and India). In that seat I launched the company's first SSL Support Team in India to build 24/7 global coverage, owned the department's full annual budget, and turned a recurring customer pain point — SSL installation on third-party servers — into a new, paid revenue line. Nine years is a long time in one company, and I used every year of it: each move up came with a demonstrably bigger scope, not just a new title.
Head of Customer Support
In 2025, I moved to OBRIO, part of the Genesis ecosystem, as Head of Customer Support for Nebula, a consumer app with over 45 million users. This is where I made my biggest bet: I led the build and rollout of an AI support agent that now resolves more than 70% of incoming customer requests without human involvement. I owned that project end to end — the build-versus-buy decision, the guardrails, the redesign of a 50+ person organization around what could safely be automated and what couldn't. I also led the team through a real crisis, recovering a backlog of over 15,000 tickets in a single month and restoring service levels to target. I redesigned the department's bonus system to reward efficiency and quality directly, saving over $8,000 a month while giving agents a fairer path to earning more.
Regional Senior Manager, Customer Care
Since June 2026, I've been Regional Senior Manager, Customer Care at Team Internet, an AIM-listed global internet services group. I was brought in to build what didn't exist yet: a proper incident management function for a 24/7 operation spanning Poland, the Philippines and Colombia. I designed the severity framework, wrote the training program myself, and personally trained 20+ incident managers who now run that function in every region. I also conducted an audit of the Support function, presenting improvement and optimization ideas.
02 / WHY ME
What I bring
I've built the parts of a support organization that most leaders only inherit or outsource.
I've shipped AI into production, not piloted it.
Tap to read moreMy AI support agent, delivered in cooperation with an AI engineer, resolves 70%+ of requests today, in a live consumer app with 45 million users — with the guardrails and escalation design to prove I understand where automation should stop.
I've built incident management from a blank page.
Tap to read moreSeverity framework, escalation paths, training curriculum, 20+ trained incident managers — I wrote all of it myself, for a 24/7, three-country operation.
I've generated revenue from a support seat.
Tap to read moreI identified that SSL installation on third-party servers was a recurring blocker for customers, designed the customer journey to solve it as a product, and developed and launched the paid "SSL Installation on Third-Party Servers" service — turning a common support ticket into a new revenue line, not just a better macro.
I've run global 24/7 and follow-the-sun coverage more than once.
Tap to read moreI launched Namecheap's first SSL Team in India and built Team Internet's three-country coverage model — work with global teams isn't theoretical for me.
I've redesigned how people get paid.
Tap to read moreMy bonus system redesign saved $8,000-plus a month while making pay fairer and more transparent, not just cheaper.
I've been promoted from the frontline, four times.
Tap to read moreI know how the frontline works because I was an agent, then a Team Leader, then a department General Manager, and now a Head of Support — with a stint as a QA specialist along the way that sharpened how I think about quality.
03 / CASE STUDIES
Selected work
Here are a few of the cases I want to bring to your attention.
Most support leaders talk about AI. I shipped it, owned it, and made it the backbone of a 45M+ user support operation.
I led the build and rollout of an AI support agent — architected on n8n, where I owned the project from the build-vs-buy decision through guardrail design to production — that now resolves 70%+ of incoming customer requests without a human touching them. This wasn't a chatbot bolted onto a help center. It was a strategic bet: what can safely be automated, what has to stay human, and how do you redesign a 50+ FTE organization around that line once you've drawn it.
I turned that bet into an org that runs leaner without running worse — CSAT climbed 10%, Trustpilot rating rose 15%+, and the support function shifted from a cost center that scales linearly with tickets to one that doesn't.
That automation-first approach is also what let me recover a backlog of 15,000+ tickets in a single month: once the agent was live and absorbing routine volume, the team could focus entirely on clearing the backlog and restoring SLA to target — rather than automation and backlog recovery competing for the same hands.
When I arrived, Team Internet's incident management function needed to be rebuilt, not invented from a blank page — the previous team had moved on, and a new team had to be created and onboarded from the ground up.
No severity language, no escalation path, no defined ownership when things broke — across B2B wholesale, enterprise and retail, spanning Poland, the Philippines and Colombia. I reorganized and rebuilt the function end to end: a SEV 1–5 / S1–S4 severity framework so "how bad is this" has one answer across every team and shift; a shift handover protocol engineered specifically for 24/7, three-country coverage, so a live incident survives a handoff without losing context or momentum; and a training curriculum I authored myself, through which I recruited, onboarded and personally trained 20+ incident managers now running the function in every region.
Two companies, two continents, the same underlying skill: designing global coverage from scratch, not inheriting it.
At Namecheap, I launched the company's first SSL Support Team in India, standing up 24/7 global coverage where none had existed — recruiting, training, and operationalizing a new site from the ground up while owning the department's annual budget across headcount, coverage and cost to serve.
At Team Internet, I built the follow-the-sun operating model that now runs Customer Care across Poland, the Philippines and Colombia. At OBRIO, I transitioned the team from a 4/3 to a 5/2 schedule, cutting overshifts and stabilizing SLA performance — a smaller change on paper, but the kind of scheduling discipline that separates orgs that survive scale from ones that burn out under it.
Most support leaders treat their function as a cost to minimize. I found a way to make mine generate revenue.
Working directly with customers on SSL certificate issues, I identified a recurring pain point — installation on third-party servers was a common blocker customers were stuck on — and designed the customer journey to solve it as a product, not just a support workflow. I developed and launched the paid "SSL Installation on third-party servers" service: a new revenue stream that also improved customer satisfaction, because it solved a real problem instead of just deflecting the ticket.
I backed this with the operational relationships to support it — managing commercial and operational agreements with third-party certificate providers and holding them to agreed service and escalation standards.
Before you can fix a support org, you have to see it clearly.
My first move at Team Internet was a full audit of Customer Care's processes, tooling, and reporting — surfacing the actual gaps in workflow ownership and quality control, and turning that into a prioritized improvement roadmap the org is now executing against.
This is a pattern, not a one-off. At Namecheap, I redesigned how the org handled service outages, improving response consistency and customer communication during incidents — years before "incident management" was a named function anywhere I worked. I also coordinated the build of a shift management tool for Shift Leaders that cut their manual work by 30%, freeing them to actually lead instead of doing paperwork.
A support org is only as good as the incentives running underneath it.
I found a bonus structure that wasn't driving the right behavior, and rebuilt it from the ground up. I designed and implemented a tiered performance bonus system linking reward directly to efficiency, quality and expertise — replacing a flatter, less accountable structure. The redesign saved the department $8,000+ per month, while giving agents a clearer, fairer path to earning more by actually performing better. I paired it with role profiles and responsibility matrices across the entire support organization, so expectations and growth paths were explicit rather than implied.
This sits alongside my budget ownership at Namecheap, where I managed the department's full annual budget across headcount, coverage and cost to serve — proof this wasn't a one-time fix but a consistent comfort with the financial side of running a support org.
04 / EXPERIENCE
Career timeline
Regional Senior Manager, Customer Care
AIM-listed (LSE: TIG) global internet services group spanning domain management, brand services and digital advertising. Brought in to assess the Customer Care function and build incident management and performance frameworks across a 24/7, three-continent operation.
- Conducted a full audit of Customer Care processes, tooling and reporting; delivered a prioritized improvement roadmap covering workflow gaps, ownership and quality control.
- Lead Customer Care across B2B wholesale, enterprise and retail segments in a follow-the-sun model spanning Poland, the Philippines and Colombia.
- Reorganized and rebuilt the Incident Management function end to end: a SEV 1–5 / S1–S4 severity model, a shift handover protocol, and escalation paths across 24/7 coverage.
- Authored the Incident Management training program; recruited, onboarded and trained 20+ Incident Managers.
- Built and rolled out a KPI performance framework and review process for agents and incident managers, replacing an unmeasured function with objective, data-driven management.
Head of Customer Support
Part of the Genesis ecosystem; supported Nebula, a consumer astrology and psychic consultation app with 45 million-plus users.
- Led the development and rollout of an AI support agent, achieving 70%+ automation of incoming customer requests.
- Managed a 50+ FTE support organization across General Support, B2B, Support Operations, Quality Control and Learning & Development.
- Led backlog recovery during a peak load of 15,000+ tickets in a single month, restoring SLA to target.
- Reorganized the support team structure, improving operational efficiency, ownership and scalability.
- Designed and implemented a tiered performance bonus system linking reward to efficiency, quality and expertise, saving $8,000+ per month.
- Developed role profiles and responsibility matrices for the entire Support organization, clarifying expectations and growth paths.
- Defined and implemented Support vision, mission, values and tone of voice, aligning customer experience with business goals.
- Drove initiatives that improved CSAT by 10% and Trustpilot rating by 15%+.
- Transitioned the team from a 4/3 to a 5/2 schedule, reducing overshifts and stabilizing SLA performance.
Customer Support General Manager
- Led a department of 100+ customer service representatives across Ukraine and India.
- Launched and ran the company's first SSL Support Team in India, enabling 24/7 global coverage.
- Owned the department annual budget, balancing headcount, coverage and cost to serve.
- Managed commercial and operational relationships with third-party certificate providers, holding partners to agreed service and escalation standards.
- Forecast department load and headcount through data analysis, driving capacity and workforce planning.
- Redesigned service outage handling, improving response consistency and customer communication during incidents.
- Built assessment frameworks for Subject Matter Experts and Shift Leaders, creating objective promotion and development criteria.
- Coordinated development of a shift management tool for Shift Leaders, cutting their manual work by 30%.
- Drove recruitment and onboarding initiatives for new team members.
- Designed customer journeys for the SSL product.
- Developed and launched the paid "SSL Installation on Third-Party Servers" service — a new revenue stream.
Team Leader & Shift Leader, SSL Department
- Led a team of 12 against quality, productivity and SLA targets.
- Ran performance reviews, coaching and 1:1s, developing agents into senior and specialist roles.
- Monitored frontline performance and drove workflow improvements with cross-functional teams.
- Served as a part-time Quality Assurance specialist for 1.5 years alongside team leadership.
Customer Support Representative, SSL Department
- Delivered frontline email and chat support.
- Contributed to the customer knowledge base and internal documentation.
05 / BACKGROUND
Skills, tools & education
Service Operations
Support org design, workforce and capacity planning, SLA and KPI ownership, quality assurance, multi-channel strategy, 24/7 and follow-the-sun models.
Transformation & AI
AI support agents and deflection, process automation, incident and crisis management, change management.
Commercial
Budget ownership, cost optimization and cost-to-serve, third-party partner management.
Leadership
Multi-site and multi-cultural team leadership, leader development, performance and bonus framework design, stakeholder management.
Tools & Systems
Education & Certification
Languages
06 / CONTACT
Let's talk.
I'm looking for a Head of Customer Support, Head of Support Operations, Senior Customer Support Manager, or Senior Operations Manager role at a company that treats support as core infrastructure, not overhead. If that's the kind of team you're building, let's connect!