Support is already a strategic business asset.
It sits closest to customer friction, adoption barriers, operational risk, and value realization. When led deliberately, support can protect revenue, accelerate adoption, reduce risk, and strengthen long-term customer relationships.
Yet in many organizations, support is neither led nor treated as strategic.
Support leaders operate at the intersection of customer expectations, business priorities, and organizational constraints. They are expected to contribute to outcomes shaped by decisions they do not fully control and are often measured by activity rather than impact.
In practice, many experienced leaders are consumed by the day-to-day demands of running support under persistent pressure. Volume grows. Complexity increases. Expectations rise. Even when leaders recognize the need to be more strategic, there is rarely space to step back, set direction, and lead toward longer-term outcomes.
That reality is understandable—but unsustainable.
Support Leadership, Unfiltered exists to confront the gap between support’s strategic potential and how it is typically led. The series examines why support remains reactive despite its proximity to business risk and customer value, how obsolete operating models and misaligned incentives suppress impact, and why “making it work” has become a liability rather than a strength.
This series is written for support leaders who recognize that if they do not make strategic leadership a priority, no one else will—and that support’s future relevance depends on the choices they make now.