When you’re building something fast, customer experience can feel like a pressure cooker. More users, more noise, more expectations. But the team stays the same size—or close to it.
We hit that moment. The inbox was overflowing. Teams were stretched. Everyone was doing their best, but we were in constant reaction mode.
So we took a step back and asked: What if we could design our systems to work for the team, not against them?
Here’s what we tried:
1. We automated the simple stuff.
We launched a chatbot and built out our help center to answer common questions. It wasn’t perfect—but it gave our team space. Suddenly, they had time for conversations that actually needed a human.
2. We leaned into smarter coaching.
Using sentiment tools, we could see how conversations were going in real time. That helped us step in early, coach quickly, and learn faster—without relying on random QA checks weeks later.
3. We cleaned up our systems.
We connected our tools—JIRA, Salesforce, Pendo, Gainsight—so issues flowed across teams without manual updates or long waits. No more chasing information or dropping the ball.
4. We built a feedback loop that mattered.
We didn’t just collect feedback. We organized it, prioritized it, and brought it to product teams in a way that made it actionable. Customers started to see their voices reflected in the product, and the trust grew.
What happened next:
- Resolution times dropped by 30%
- Team efficiency jumped by 38%
- CSAT held steady at 98%
- We saved over $2 million through smarter workflows and offshore support
- And maybe most important—people stopped burning out
The tools helped. But the shift wasn’t just about automation—it was about intention.
We designed for space. For clarity. For momentum.
Why the feedback loop mattered most
That last piece—the feedback system—became one of our strongest growth levers. When support, product, and customers are aligned, everything feels less like a guessing game.
There’s a great example from Stripe in this article, where the CEO invites customers into leadership meetings. It’s not just symbolic—it’s smart. We’ll share more on what feedback loops can unlock in another post.
A few things I’d pass on to any startup leader scaling CX:
- Don’t wait for burnout to fix broken systems
- Automate with purpose, not just speed
- Let data guide you, but let people drive the change
- Build feedback systems that lead somewhere—not just sit in a spreadsheet
If you’re in the thick of it, trying to grow your support team without losing your sanity—or your soul—I’ve been there. Let’s connect and compare notes.
