In my recent appearance on The Customer Support Leaders Podcast with Charlotte Ward, we dove into a topic that I’m super passionate about: all-hands support. This isn’t just a buzzword for me—it’s a philosophy we lived by at my previous company. Everyone from the CEO to developers took part in the customer support queue, not just occasionally, but every single day. It was part of their job, and it worked.

Why All-Hands, All the Time?

Charlotte started off by asking whether we ran the typical “support days,” where people across the company might jump into support once a week or on their work anniversaries. Nope. At my previous company, we’re talking all-hands, all the time. This system allowed our customers to get quick, efficient answers straight from the experts—often the very people who built the product. With a technical product like ours, this approach was a game changer.

When I first joined, the support structure was, to be honest, a bit chaotic. Developers were doing everything—handling support tickets, building the product, and trying to juggle both without any real process in place. So, I came in and revamped the system while keeping the essence of what they’d built. With such a technical product, having engineers in the queue just made sense. Why not let customers talk directly to the person who built the feature they’re asking about? It cut down on miscommunication and boosted efficiency.

Balancing Engineering and Support

A question Charlotte brought up, and one we get asked often, is: how do engineers balance time between building the product and handling support? It’s a fair concern. The reality is, engineering and support are two completely different mindsets—one is deep, focused work, and the other is fast-paced and reactive. To address this, we structured the system to be as non-disruptive as possible. Engineers tackled support tickets in manageable chunks throughout the day, ensuring they still had time for their core responsibilities without getting pulled into never-ending support spirals.

We also built a robust knowledge base and self-service system to prevent unnecessary interruptions. Customers got what they needed quickly and efficiently, while engineers only handled the truly complex, technical issues. We created a triage system based on expertise levels, so the right person was always handling the right ticket. It was all about setting clear expectations and making sure engineers weren’t overwhelmed by tickets that someone else could handle more efficiently.

Creating a Collaborative Support Culture

One of the biggest benefits of all-hands support was that it completely broke down silos within the company. No one was working in isolation, and everyone understood the customer’s needs firsthand. This collaboration built empathy and a stronger connection to both our product and customers. Engineers became part of the feedback loop, seeing what was working and what needed improvement, and making real-time adjustments to improve the product.

On my podcast, Epochal Growth, I’ve talked a lot about the power of collaboration and how breaking down silos leads to a stronger team. All-hands support takes that concept and turns it into action. Everyone is accountable, and everyone has a direct line to the customer experience. It’s not just the support team’s job to keep customers happy—it’s everyone’s job.

Supporting the Supporters

Another key point we discussed was the importance of making sure engineers felt confident and supported when they handled tickets. Support can be a high-stress environment, especially for engineers who are used to focusing on building the product. One of my primary goals was to ensure that engineers were set up for success when they jumped into the queue. I spent a lot of time coaching and mentoring them, refining their communication skills, and making sure they weren’t overwhelmed by the additional workload.

Onboarding was crucial here. We ran a pretty intense onboarding process for support, and it was designed to make engineers feel comfortable and confident when responding to customers. I always reminded them that they didn’t need to have all the answers right away—what mattered was being equipped to communicate clearly and knowing when to ask for help. That’s something I’ve carried with me into every leadership role: creating a culture where it’s okay to ask questions and lean on others for support.

A Customer-Centric Approach

At the end of the day, all-hands support wasn’t just about spreading out the workload—it was about delivering a better customer experience. Customers at my previous company knew they were getting direct access to the experts who could solve their problems quickly and efficiently. We were a boutique product, and our customers expected a high level of service. Having engineers in the queue ensured that the people answering the tickets had the technical expertise needed to resolve even the most complex issues.

This approach also saved us from the pitfalls of traditional tiered support systems, where customers are passed from one person to the next. As a customer, nothing is more frustrating than having to explain your problem multiple times. With all-hands support, customers got the right answer from the right person the first time.

Final Thoughts

All-hands support was the foundation of what made my previous company work so well, and it’s a concept that resonates deeply with my leadership style. Whether it’s on Epochal Growth or in conversations with other leaders, I always emphasize the power of collaboration and accountability. When everyone is involved in support, it creates a culture of transparency, empathy, and shared responsibility.

Ultimately, it’s not just about answering tickets—it’s about building relationships, both within your team and with your customers. When your actions align with your values, it shows. And that’s something I aim to live by every day, whether I’m in the queue, hosting a podcast, or leading my team.