I’ve been on every side of support: started working cases and leading teams, spent years researching support operating models, now work exclusively with support leaders.
Over multiple decades here’s the pattern I keep seeing repeat:
Same problems. Different tools.
In the 90s: Support was underfunded, measured on volume and speed, products released that caused friction, sales overpromised. Support made it work.
Today: Support is underfunded, measured on deflection and cost. Product release velocity accelerates, friction persists, fixes are slow. Sales overpromises. Support makes it work.
What changed? The tools got better. Phone queues → ticketing → knowledge bases → AI.
What didn’t change? The operating models. The chronic underfunding. The tactical metrics. The “make it work” expectation.
Every generation of support professionals has been excellent at tactical execution. We’ve gotten really good at doing more with less.
But we’ve also stayed stuck: first to be cut, fighting for resources, measured on activity instead of impact.
Here’s what we’ve always had but rarely leverage:
We see where customers struggle before it shows up in metrics. We help them overcome friction and realize value. We spot patterns that signal business risk.
That’s strategic insight sitting in a tactical role.