The Epistemist

…on the knowledge journey

The Epistemist header image 3

My resume

Lala Mamedov

Mountain View, CA ∙ (408) 338-7767 ∙

2016– present:  Principal, The Support Strategy

Providing strategic and operational consulting services in the areas of customer success, customer care, technical support, knowledge management, design for supportability, voice of the customer, KPIs, RMA, startup support offerings and implementation, and other related matters.

2014 – 2016: Head of Global Support and Services, SS8

Leading several global customer-facing teams: Global Technical Support, Customer Success, and Field Service. Also responsible for a number of backend functions: Documentation, IT, and InfoSec.

  • Optimized and automated TAC workflow leading to 60% decrease in backlog with 25% smaller team

  • Case time to resolve (TTR) improved by 50% with first six months

  • Grew portfolio of business with the key customers by 25% in first year

  • Employee engagement increased by 24%

  • Optimized Field Service engagement processes to achieve 30% reduction in implementation time

  • Launched critical security initiatives, including MDM; single sign-on with two factor authentication; network forensics tools; security policies, etc. This allowed the company to be successful in bidding for high-security projects.

  • Migrated TechPubs from older documentation platform to Flare, allowing for modular design

  • Redesigned documentation strategy to allow for real-time documentation updates and integration of online documentation with Knowledge Base

2014: Vice President, Global Support, Qualys, Inc.

Led a global team of support engineers and TAMs supporting enterprise customers for cloud-based information security solutions.

  • Implemented enhanced support for top-tier customers with dedicated support option.

  • Launched user experience enhancement project with Training and Social support teams.

  • Redesigned weekly KPI reports to gain more actionable insights into the voice of the customer.

  • Initiated customer onboarding process to improve go-live time by 50%.

2013 – 2014: Vice President, Worldwide Support, Harmonic, Inc.

Responsible for a global team providing multi-level support to over 1,800 customers on six continents in 110 countries.

  • Integrated two highly siloed parts of the support organization into a cohesive 24 x7 global team.

  • Implemented actionable KPI framework to drive measurable product and customer experience enhancements.

  • Initiated a series of product improvement deep dive projects, resulting in 20% reduction in case volume for the highest contact product.

  • Launched a unified KM initiative, to replace nine discrete and segregated knowledge systems. This is the foundation for enabling a Universal Global Queue – essential for quality, scalability, and resource optimization.

  • Opened a new support center in New Delhi, India, to strengthen follow-the-sun coverage.

  • Managed RMA process improvement

  • Improved New Product Readiness process by embedding senior Support Engineers into product team meetings, and added support signoff requirements to product launch.

2010 –2013: Director, Customer Focused Technical Support, Juniper Networks.

Responsible for implementing, operating, and continuously improving dedicated, high-touch technical support services to key Juniper Networks customers in the Americas. Leading multi-site global team of senior network support engineers in delivering world class level of service.

  • Converted shared resource pool support structure into a designated model, leading to greater employee engagement, and better collaboration across internal teams. Time to resolution improved by 10%.

  • Launched Key Stakeholder Survey:  closed loop feedback process with key accounts and internal customer-facing teams to drive process and tools improvements. Actionable feedback received allowed to measurably improve service delivery.

  • Established virtual extended team model to provide customer-centric support model to move from device-level problem resolution to network-level resolution.

  • Redesigned the RMA process to avoid unnecessary returns and reduce overall call volume.

2006 –2010: Director, Services and Support, Intuit Health.

Responsible for the customer support and implementation experience for a new product division in the Healthcare IT and Finances area –  Intuit Health, supporting over 100,000 end users,  a number of the  largest insurance companies, and several thousand medical practices. Development and implementation of support strategy and delivery tactics for the Enterprise, Consumer, and SMB customer segments.

  • Designed and put into practice innovative support processes that allowed supporting early v1.0 product with 80% satisfaction score, going up to 85% in the second year in the market.

  • Developed robust closed loop feedback processes to drive customer requirements into the product roadmap and improve product supportability, driving decrease of contact ratio from 0.02 at launch to 0.002.

  • Built a cohesive high performing team that is largely remote, and achieved the world class Employee Engagement score of  92%, highest in the business unit and above the company average.

  • Delivered decrease of Tier 2 escalations from 52% to 30%, reduced frontline average handle time (AHT) from 30 min to under 15 min, and decreased new agent training time from 6 weeks to 2 weeks by implementing Knowledge Centered Support (KCS) strategy and innovative support processes.

  • Developed and implemented self-service support capability, resulting in 50% self-service success rate.

  • Led the effort to redesign job descriptions and success profiles for all support job families, resulting in consistent employee experience and success measures across the company.

  • Organized and led the company-wide Knowledge Management Community of Practice in developing the Intuit Knowledge Management Framework. It is now being implemented across the company with expected contribution to the bottom line in the millions of dollars in the first year.

2006:  Director, Merchant Product Support Operations, eBay/PayPal.

After VeriSign Payment Services acquisition by PayPal, led PayPal Merchant Services Support team to achieve the portfolio growth, service level and strategic initiatives. Responsible for articulating the strategic direction for the Merchant Support team as well as overseeing the seamless execution of its tactical plan. Managed the team of 150, supporting over 90,000 merchants with $70B in transactions.

  • Saved $600,000 against integration budget of VeriSign Support team with the PayPal Merchant Operations post -acquisition by delivering project ahead of schedule by 4 months.

  • Retained 100% of local team and 60% of remote team offered relocation by leading transition to PayPal.

  • Reduced merchant cancellations by 35 %  by establishing closed loop case handling processes.

2001- 2006: Director, Technical Support and Services Operations, VeriSign.

Led a multi-site high-volume Technical Support Operations team of 125+ with a budget of $10M, providing 7 x 24 technical and business issues resolution, as well as integration consulting services on a high availability VeriSign Payment Gateway.

  • Brought in additional $1M annually with no extra headcount by rolling out revenue –generating consulting and premium support services.

  • Improved customer satisfaction rating by 3 full points from 5.7 to 8.5, out of 10, by re-engineering support processes.

  • Reduced dissatisfaction-caused cancellations from 15% to less than 0.2% by implementing save-the-sale process.

  • Reduced contact ratio by 50% in three years by implementing advanced support tools and processes, and engaging product teams in root cause elimination process driven by Knowledge Centered Support (KCS) methodology.

  • Implemented CRM platform resulting in a 90% same day case resolution and reduction of backlog from 50% to 3% while holding headcount flat despite consistent customer growth by 10,000 users /quarter.

  • Managed Backline Engineering and Integration teams with 40% improvement in customer time to relief in one year.

  • Exceeded expectations of customer retention rate after acquisition of CyberCash by 50% through disciplined support execution and fast track team integration efforts. We retained 90% of acquired customer base, and 100% of support staff.

  • Led successful implementation of KCS-enabled Knowledge Base methodology that reduced time to proficiency for new Support Engineers from 4 months to 5 weeks, and reduced contact ration by 15% in the first year.

  • Developed and launched Customer Success function within Support team, improving customer retention and loayalty.

2000-2001: Senior Technical Manager, Quality Metrics and Process Improvement, Netscape/iPlanet.

Managed the deployment and operation of overarching Product Life Cycle (PLC) methodology.

  • Implemented PLC methodology for Netscape product, deployment, and support teams.

  • Gained 85% compliance resulting in improved support readiness and 45% decrease in post-launch escalations.

1998- 2000:  Manager, Support Readiness Group, Netscape.

Built the group from ground up to help the organization prepare for new product launches to consumers and enterprise customers worldwide.

  • Achieved reduction in post-release escalations by 40% by developing and deploying New Product Introduction model for all of Netscape products.

1998:  Manager, Division Support Engineering, Netscape.

Built the backline engineering support group for all of Netscape products, worked with Product Development to provide fixes and patches to the product line.

  • Reduced average case backlog from 7 weeks to 5 days.

  • Improved worldwide key account retention by 80% by establishing fast track escalation processes.

1996 – 1998:  Product Specialist, Netscape.

Overall support responsibility for the Netscape Communicator product line.

  • Served as a primary liaison between the customer, product support, product marketing and product development to ensure that the Netscape product line meets customer requirements and offers a high level of supportability.

  • Implemented self-service functionality within Communicator, contributing to improvement in customer satisfaction by 10 points and decrease in assisted support demand by 20%.


Graduate Certificate, Strategic Decision and Risk Management, Stanford University (in progress).

MBA, University of Massachusetts and Golden Gate University, 2006.

MA, Moscow State University (Russia), 1986.

BA, Moscow State University (Russia), 1984.


Innovator of the Year, Consortium for Service Innovation

President’s Club Award, Netscape