Position Summary

We're hiring a Director of Support to own a 23-person global support organization across three manager led teams aligned directly to our core Product and Engineering functions. You'll scale and refine the tooling, operational processes, and performance metrics as the team enters its next phase of growth.

This is also an AI-forward mandate. You'll own Swift CX, our AI chatbot, and shape how AI-assisted triage and first response keep evolving across the team. We think AI should expand what the team can do, not replace headcount before capacity catches up.

How You Work

Everyone acts like a founder. You own the SLA gap for the whole team, not just the parts assigned to you, and you run toward it

Speed is a feature. You ship fixes and process changes quickly. You don't let a perfect process design hold up a near-term win

Customer value above all else. Every metric change gets judged by whether it actually makes a nonprofit feel heard, not by whether the dashboard looks better

One company, one team, one customer experience. You partner for real with CX Ops, Customer Success, Professional Services, and Enablement so support isn't operating in its own silo

AI as a value accelerator. You use Swift CX and AI triage to take low-leverage work off the team's plate, so people spend more time on judgment calls and the human parts of the job

What You'll Own

TEAM & OPERATIONS

Lead, develop, and scale a 23-person support organization by leading three team managers and driving operational excellence.

Drive first reply time from today's baseline toward a sustained SLA of 2 to 72 hours, based on ticket priority

Own Requester Wait Time: any time a customer re-engages on an open ticket, we reply within 24 hours, for as long as the ticket stays open.

Build and defend the capacity plan: translate ticket volume, complexity, and team performance into a clear, data-backed staffing narrative for leadership

Look across escalations for the pattern, individual contributors and managers already flag urgent tickets and patterns but you job is making sure those flags turn into action and escalation to Product Management

Own and evolve the team development through a documented & clear process

Evolve our coaching strategy to support ongoing career growth and performance for managers and individual contributors.

Foster a collaborative, high engagement culture grounded in active mentorship, two way feedback, and sustainable pacing across all support tiers.

METRICS & REPORTING

Own the core metrics here: first reply time (FRT) and the Tier 2 hand-off SLA are the headline numbers, tracked and reported on consistently

Track and report on Requester Wait Time (24 hours on any re-engaged open ticket), ticket pickup time, tickets resolved, and CSAT

Own Zendesk as the platform of record: administration, configuration, and all reporting through Zendesk Explore

Bring outside perspective on support metrics best practices. Recommend what Virtuous should add or retire based on what actually predicts customer health, not just what's easy to pull from Zendesk today

AI & PROCESS

Own Swift CX, Virtuous's AI chatbot: its continued configuration, escalation logic, and roadmap for deflection

Identify and prioritize the highest-leverage places to expand AI further: triage, first replies, and deflection on repetitive ticket categories

Partner with Product and Engineering on the integrations and tooling an AI-augmented support operation needs

Enhance the quality and process discipline already in place: SLA tiering, escalation paths, bug reproduction and hand-off to EPD

REPORTING & INFLUENCE

Report directly to the CCO and serve as the executive-level owner of the team's performance, roadmap, and resourcing conversation

Partner closely with CX Ops, Customer Success, Professional Services, and CX Enablement to keep support connected to the rest of the customer experience

Take a step back to truly understand the customer's pain from the customer's perspective, then share that across teams: the customer impact and desired outcomes, not just what the software can or can't do.