Director, Customer Support

Perry Weather•Dallas, TX

2d•Onsite

About The Position

Perry Weather helps organizations turn hyperlocal weather data into faster, safer decisions when lives, assets, and operations are on the line. Our platform brings software, connected hardware, and real-time weather data into one system trusted by thousands of customers and millions of people each year — from Fortune 500 companies and professional sports leagues to major commercial builders, schools, cities, and golf courses. The Support team is one of the highest-impact teams at Perry Weather. Our customers build their safety policies around our platform and trust it to run without intervention, which means the quality of our support is part of the product. It shows up in renewals and in whether a customer believes us the next time we tell them something. We're looking for a Director of Customer Support to own that function end to end. Reporting directly to the COO, you'll lead our Tier 1 and Tier 2 teams, build the systems that keep tickets from happening in the first place, and be the person we send into our hardest customer conversations knowing they'll come out better than they went in. This is a true player-coach role. You'll be deeply hands-on, especially early, because there's no way to lead this team credibly without knowing our hardware, our software, and our customers firsthand. If you want to manage managers and review dashboards, this isn't the job. If you've been waiting to build a support organization the way you've always argued it should be built, it is.

Requirements

7+ years in customer support or technical support, including real experience leading and developing a team. You've been in the queue yourself, recently enough that it still shows.
Experience with a technically complex product. Hardware-enabled SaaS, IoT, telematics, physical security, or environmental sensing is a strong plus.
Deeply technical for a support leader. You can debug alongside your team, hold your own with engineers, and tell the difference between a configuration problem and a real bug without asking anyone.
A track record of building processes and driving outcomes, not managing tasks. You love documentation and you build systems that outlast you.
Fluent in support data. You can stand up reporting, pick the metrics that matter, and use them to coach rather than to police.
Actively building with AI today, not planning to look into it. You have a point of view on where it resolves problems and where it just adds a layer.
Exceptional in front of customers. We should be able to send you into any account, at any size, on our worst day.
High agency and urgency. You bring proposals instead of waiting for direction, and you close loops without being asked.

Responsibilities

Lead, coach, and grow the customer support team. Hire people with real technical skills who raise the bar, onboard them fast, and develop them into genuine product and hardware experts.
Set the standard for what a great customer interaction looks like. Build a quality review program so the bar is something we measure rather than something we hope for.
Run a real coaching rhythm and build the career ladder, so our best people have a clear path into senior and lead roles as the team grows.
Own queue health, capacity planning, and predictable delivery. Our volume can be seasonal and unpredictable, and coverage should be planned rather than absorbed.
Stand up the reporting that tells us the truth: resolution time, first-contact resolution, contact rate, backlog health, CSAT, and escalation volume. Make it visible to the team and the exec team, and be accountable for moving it.
Own contact rate as a first-class metric, then go eliminate the top drivers of volume, whether the fix is documentation, onboarding, a product change, or a hardware revision.
Own our knowledge base and self-service like a product: what's documented, how current it is, how customers find it. It's also the foundation everything AI-driven sits on.
Deploy AI where it genuinely resolves problems, be honest about where it doesn't, and measure it on resolution and satisfaction rather than deflection. Put it in the team's hands as a troubleshooting tool, with judgment about when to trust the output.
Design and own escalation routing across Tier 1, Tier 2, engineering, hardware, meteorology, and account teams. Clear paths, clear ownership, clear SLAs.
Be the face of Perry Weather when a situation needs special attention or gets too complex for the team, and personally drive it to resolution.
Own customer communication during incidents and outages, so customers hear from us before they have to ask.
Turn what support sees into a real input to the roadmap. You have the clearest signal in the company on what's broken, confusing, or missing, and you're accountable for turning that into evidence-backed input rather than anecdotes.
Bring recurring escalation themes to engineering, and failure patterns, RMA data, and field learnings to hardware, so the next release and the next device revision are better than the last.