Senior Technical Support Manager Job London area,Greater London England UK,IT/Tech

Location: Greater London

We are looking for a Senior Manager, Technical Support to lead our global customer support function across two distinct teams: an L1 team of 6 analysts based in Cluj-Napoca, Romania, and a remote L2 team. You will own the operational performance, quality, and development of both teams, and you will be responsible for ensuring that the right work lands at the right level - with L1 handling high-volume, well-defined requests, and L2 owning complex, technical, and escalated cases.

This is a senior people leadership role. You will be close to the data and close to your teams, but your primary job is to raise the bar - on quality, on accountability, and on the strategic contribution that support makes to the business. You will set the direction for how both teams operate, how performance is measured, and how support insight is used to drive product and process improvement.

We have recently migrated from Zendesk to Pylon as our customer ticketing platform. We do not expect you to have Pylon experience - but we do expect you to be the kind of person who picks up a new system quickly, configures it to work well, and continuously optimises it as the teams' needs evolve.

What We Are Specifically Looking For

Four qualities matter most in this hire. They are called out here because they are non-negotiable, and because we want to be transparent about what success looks like.

Proven senior people leadership. You have managed managers or led multiple teams, not just individual contributors. You are comfortable holding people accountable, having difficult conversations early, and building a culture where the team knows where it stands and feels supported to grow. This is not a first management role.

Using data and AI to drive decisions and accountability. You use data as a matter of habit - to spot trends, quantify problems, and hold others accountable across both teams. You are genuinely curious about AI tools and how they can make the function smarter and faster. You can translate support insight into commercial language - CSAT, churn risk, ARR exposure - and use it to influence Product and Engineering prioritisation, not just report it upward.

Structural thinking about L1/L2 operations. You understand how to design the boundary between L1 and L2 - what belongs at each tier, how escalations should flow, and how to prevent L2 from becoming a dumping ground for tickets that L1 should own. You can define and enforce that structure, and you use it to drive efficiency and quality across both teams.

Meticulous attention to detail and an uncompromising commitment to world-class customer service. You hold yourself and your team to the highest standard - and that includes the interactions where you fall short. You treat service failures as learning opportunities, not noise to be managed away. You take personal responsibility for quality at every level: you own the post-mortems, you ensure the training follows, and you create an environment where continuous improvement is the expectation, not the exception.

You are direct about underperformance and consistent in following through.

What You Will Be Doing
Team Leadership & Development

Lead, coach, and develop both teams: a 6-person L1 team based in Cluj, and a remote L2 team. Each team has distinct operational rhythms and development needs; you will set direction for both.
Define and maintain the operational boundary between L1 and L2: what each tier owns, how escalations are triggered and tracked, and how to continuously improve the split as ticket patterns evolve.
Set clear performance expectations and hold regular, structured 1:1s - not just check-ins, but genuine conversations about quality of work, individual development, and progression.
Actively performance-manage underperformance across both teams: give direct, constructive feedback early, set improvement goals, and follow through. Both teams should always know where they stand.
Create structured development paths so analysts and engineers at both levels can grow in capability and take on greater ownership over time, including preparing the strongest performers for step-up opportunities.
Take ownership of service failures: when the team falls short of the standard, ensure that root cause is understood, feedback is given directly, and the lesson is embedded - not absorbed quietly.
Maintain a continuous training programme for both teams: identify knowledge gaps proactively through ticket QA, CSAT data, and 1:1s, and ensure targeted training is in place to close them. Training is a standing operational responsibility, not an occasional event.
Build a culture of accountability, curiosity, and customer empathy across both teams, where quality of work is taken personally and ownership of outcomes is the norm.
Partner with Singapore-based coverage to ensure genuine follow-the-sun continuity for our global customer base.

L2:
Automation, AI & Process Optimisation

In addition to handling complex and escalated cases, the L2 team owns a distinct and…