I build support platforms that don't make people miserable

I work with systems and people — connecting the dots others miss.

I'm a CX Systems Architect specialising in Zendesk — reducing risk and creating clarity in messy, human-heavy systems. I've spent over a decade at GitHub — evolving from frontline support to designing platform systems across Support, HR, Finance, and IT. Now I work with organisations who are ready to stop firefighting — and start owning their systems properly.

10+ years at GitHub 2× Zendesk Relate Speaker Built Support Engineering from Zero

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I believe most system failures aren't technical — they're ownership failures. Someone has to see the whole system and take responsibility for how it feels to use. That's the work I do.

I see what others miss.

Troubleshooting EPOS systems at midnight. Answering tickets from frustrated customers. Feeling firsthand the weight of systems that get in the way instead of helping. That experience never left me.

At FreeAgent, I built the support engineering function from nothing — hiring, processes, tooling, culture. At GitHub, I've spent over a decade evolving from Enterprise Support Engineer to shaping platform strategy across Support, HR, Finance, and IT — designing the systems and workflows that teams rely on daily.

I'm allergic to systems that look good in dashboards but fail under pressure.

I don't make the final calls — but I'm usually the one who ensures the right calls are even possible.

Now, through Support Joy, I work with organisations who are ready to stop firefighting and start owning their systems properly. I'm not interested in performative transformation or process-for-process-sake. I'm interested in what actually works.

I've designed and evolved systems that route millions of tickets across Support, HR, Finance, IT, and Security — where small decisions compound fast.

Where I'm usually brought in

These are the patterns I see in Zendesk environments again and again. Left unaddressed, they compound — into burnout, decision paralysis, and leadership losing trust in their own systems.

When support becomes the unspoken owner of product decisions

Your support team is absorbing problems that should be solved elsewhere. I help untangle ownership, surface the real issues, and build systems that route problems to where they can actually be fixed.

When systems scale faster than clarity or trust

What worked at 20 people breaks at 200. I design platform architecture that scales without losing the humans in the process — multi-instance ecosystems, workflow automation, complex migrations.

When leadership wants predictability, not heroics

You're tired of depending on individual heroes to keep things running. I build systems that create predictability — clear ownership, sustainable processes, platforms that work without constant intervention.

When teams feel the platform is working against them

The tools are there but nobody trusts them. I sit between business and engineering — technical enough to diagnose what's broken, practical enough to fix what actually matters to the people using it daily.

Support platforms fail quietly

Not because of bad tools — but because no one owns the space between people, process, and pressure. I see these patterns everywhere:

Agents routing around the system

The workflows exist, but nobody trusts them. Agents build their own workarounds, tribal knowledge spreads, and the "official" process becomes fiction. The system looks fine in reports while the reality diverges further every day.

Workflows that made sense at 20 people

What worked for a small team breaks at scale. The quick fixes and "temporary" solutions become load-bearing walls. Nobody remembers why things are set up this way, but everyone's afraid to touch it.

Changes that solve one problem but create three more

Someone fixes their team's pain point without seeing the upstream and downstream effects. A trigger here breaks a workflow there. Small decisions compound until the whole system feels fragile and unpredictable.

The people who built it are gone

Institutional knowledge walked out the door. Nobody knows why things are configured this way. Every change feels risky because nobody fully understands what might break.

Let's talk about what's breaking

I take on a small number of consulting engagements and select opportunities where I can work at the systems level. If that's the kind of work you're thinking about, let's talk.

Support Joy

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