Head of Customer Support

Why this role exists

We lend to consumers in Malaysia, India and Qatar. Support is the function where our product defects, our credit decisions and our collections practice all land in front of the client.

This role does not report to Operations. It reports to the Chief AI Officer, because we are not looking for someone to run the queue steadily. We want the function rebuilt around automation and self-service, and the person who owns that rebuild sitting close to where those decisions are made.

You will not be configuring Zendesk or building automations yourself our Customer Support Technical Lead does that and reports to you. Your job is to decide what gets built, in what order, and to be accountable for whether it worked.

What you will own

Support strategy. Define what support looks like across markets over the next two years: channel mix, service model, what is automated, what is human, what is outsourced, and what it costs. Bring a point of view, get it agreed, and execute it.

Contact reduction. Own contacts per 100 active loans as your primary metric. About a third of our historical volume was clients asking where their application stands, why they were rejected, or whether their payment landed - product and communication defects, not support work. Find them, quantify them in money, and drive the fixes with Product, Risk and Credit. Target: [-25%] contacts per active loan within [12] months at flat or better satisfaction.

AI and automation — outcomes, not tools. Own the AI agent's containment rate, answer quality, escalation triggers and the QA loop that catches bad AI answers before clients do. Our AI agent handleds a large share of contacts.

Complaints, hardship and regulatory conduct. Own the complaints process and the regulatory escalation path in all three markets. Define how we treat borrowers in financial difficulty, how collections-adjacent conversations are conducted and recorded, and how personal data is handled under each market's rules.

Channel strategy. Email has been the majority of our contacts - too high for a mobile-first lender. WhatsApp went from effectively zero to around a quarter of volume in eighteen months. Decide the target mix per market, move clients to self-service and messaging, and own the cost and service consequences.

Team and capacity. Lead a distributed team across three markets and multiple languages. Own forecasting and scheduling against demand that has historically swung more than twofold between the quietest and busiest month, plus hiring, ramp, QA, coaching and attrition. Own the support cost line and cost per contact.

Measurement. Today we can count contacts by topic and channel and little else. Build the reporting that makes the function manageable: contact rate, first-contact resolution, SLA by channel, AI containment and quality, complaint rate, cost per contact, and a voice-of-customer loop into the product backlog on an agreed cadence.

• You have owned a support function end to end - strategy, budget, headcount and outcomes - not just day-to-day delivery.
• You have worked in lending, credit, collections, payments or another regulated consumer-finance context, and you understand why a hardship conversation is different from a billing question.
• You treat support volume as a symptom. You can point to a time you removed contacts rather than absorbed them, and say what it saved.
• You have deployed AI or automation in support and owned the numbers afterwards - including a case where it did not work and you said so.
• You can direct technical work without doing it: set the target, judge the result, and tell a capable specialist when the answer is not good enough.
• Technical literacy. You understand how a modern support stack fits together — APIs, webhooks, how data moves between tools — well enough to read an automation's logic, challenge your Technical Lead's design and judge whether a solution is robust. You don't build it yourself; you know when it's wrong.
• Zendesk / ticketing platform knowledge. Hands-on understanding of a ticketing system (Zendesk or comparable) — triggers, automations, macros, SLAs, reporting — enough to know what's possible, set direction and judge the result.
• You are comfortable in the data and can build the analysis yourself rather than wait for a dashboard.
• You have led distributed teams across cultures and time zones, and have made the calls on hiring, outsourcing and capacity.
• Full professional English.

• Experience in India, Malaysia or the GCC, particularly launching or scaling support in a new market.
• Familiarity with workflow automation tooling.
• Workforce management: forecasting and scheduling against volatile demand.