GLOBAL SERVICE EXCELLENCE DIRECTOR — HARRISON.AI

I've built the function
you're hiring for.
Twice.

14 years scaling global support organizations from the ground up. 50+ engineers across three continents.
24/7 follow-the-sun coverage

96% CSAT across 200+ enterprise engagements.
The systems, the teams, the governance — built to last.

5 min read

View My 90-Day Plan →

Scroll to see the evidence

WHERE THE WORK WAS DONE

LogicMonitor Firstup Augmentry.ai 4ME Q2 Dell Technologies

The Numbers Behind the Work

Every metric below represents a system I built, a team I led, or a problem I solved at enterprise scale.

75%
Escalation Reduction
Executive-level customer escalations eliminated through governance frameworks
96%
CSAT Score
Maintained across 200+ enterprise engagements spanning three continents
50+
Engineers Scaled
Global organization grown from 3 to 50+ across US, EMEA, and APAC
24/7
Coverage Built
Follow-the-sun support model with structured on-call rotations and runbooks
42%
Gross Margin
Business unit turned around from $300K quarterly loss to profitability
87%
Onboarding Reduced
Engineer ramp time cut from 3 months to 30 days
85%
Cost Reduction
Support operations costs reduced while improving CSAT from 7.2 to 9.1
128%
Revenue Growth
Services revenue scaled from $2.1M to $4.8M in 18 months

WHO I AM

Farjad Syed

Director, Engineering Operations & Services

I've spent 14 years building the kind of function Harrison.ai is hiring for — global service organizations that operate around the clock, across continents, without depending on heroics. The pattern is the same every time: understand the landscape, design the operating model, hire and position the right people, build the automation and governance that make it sustainable, and then get out of the way. I've done this across cloud infrastructure, enterprise SaaS, and regulated environments, and I'm ready to do it again in healthcare AI.

24/7 Operations Follow-the-Sun SLO Governance Incident Management Integration Platforms Cloud Infrastructure Distributed Teams Executive Reporting
Man with dark beard and glasses wearing a blue button-up shirt against a gray background

90-Day Entry Plan

The First 90 Days at Harrison.ai

Orientation before action. Validation before change. Proof points before promises.

Intent: Demonstrate judgment and restraint. Show I know how to enter a new organization without breaking things.

Phase 1

Days 1-30: Discovery & Orientation

FOCUS

Map the current support landscape, understand integration complexity, and build relationships with cross-functional partners.

KEY ACTIONS

  • → Audit existing support workflows, tooling, and coverage gaps across SaaS, teleradiology, and internal customers
  • → Shadow live customer interactions and incident handling firsthand
  • → Map the integration landscape (PACS, RIS, worklist systems)
  • → Build relationships with Engineering, Product, Clinical Ops, and Customer Success
  • → Assess existing on-call and incident management practices

OUTCOME

A clear, evidence-based assessment shared with the CEO, with a recommended operating model direction grounded in observation rather than assumptions.

Phase 2

Days 31-60: Alignment & Prioritization

FOCUS

Translate observations into an aligned operating model and begin standing up foundational capabilities.

KEY ACTIONS

  • → Present proposed support operating model (follow-the-sun, SLOs, escalation tiers, tooling architecture)
  • → Begin hiring and positioning initial squad members across time zones
  • → Stand up initial SLOs and escalation paths for the highest-priority customer group
  • → Align with Engineering on the support-to-product feedback loop
  • → Scope and begin evaluating the support technology stack

OUTCOME

Shared alignment on the operating model, initial coverage in place, and a clear roadmap for scaling across all three customer groups.

Phase 3

Days 61-90: Momentum & Proof Points

FOCUS

Demonstrate the model works through measurable results while establishing patterns that scale.

KEY ACTIONS

  • → Expand follow-the-sun coverage to all three customer groups with structured handoff protocols
  • → Implement initial automation and self-service for highest-volume ticket categories
  • → Run first formal post-incident reviews and close the loop on systemic fixes
  • → Deliver first CEO-level service health report with SLO performance and investment recommendations
  • → Establish runbook standards and knowledge management practices

OUTCOME

Measurable SLO adherence, reduced escalation volume, and a service function stakeholders view as a reliable asset rather than a work-in-progress.

Follow-the-Sun: How I've Built 24/7 Global Coverage

This isn't theoretical. I've designed and operated this model across three continents with 50+ engineers.

Austin, TX
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London, UK
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Sydney, AU
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World map showing Austin, London, and Sydney locations AUSTIN LONDON SYDNEY
0 3 6 9 12 15 18 21 24
APAC
EMEA
AMERICAS
Live — coverage is always active somewhere

Structured Handoffs

Every shift transition follows documented runbooks with explicit context transfer. No issue falls through the cracks between zones.

Unified Tooling

Shared observability, ticketing, and escalation systems mean every engineer in every zone sees the same picture.

On-Call Governance

Rotation schedules designed for sustainability — not burnout. Clear escalation tiers with defined response SLOs for every severity level.

Leadership Patterns

Patterns, Not One-Offs

The same playbook applied across different companies, different scales, different industries — and it worked every time.

LM

Case Study 1 — LogicMonitor (7 years)

Building Global Support from Scratch

When I joined LogicMonitor, professional services was a three-person team. Over seven years, I built it into a 50+ engineer organization spanning the US, EMEA, and APAC with 24/7 follow-the-sun coverage.

The work included designing on-call rotations, escalation frameworks, capacity planning systems, and the automation that made it all scale without scaling headcount at the same rate. Executive-level customer escalations dropped by 75%. Services revenue grew 128%.

This is the closest analog to what Harrison.ai needs — standing up a global service function from first principles with real budget and executive sponsorship.

KEY METRICS

15 → 50+

Engineers

75%

Escalation Reduction

128%

Revenue Growth

3

Continents Covered

🔗 HARRISON.AI RELEVANCE: Greenfield build of global 24/7 support organization — same mandate, same scope

FI

Case Study 2 — Firstup (Post-Acquisition Stabilization)

Stabilizing Delivery Through Organizational Change

Joined during a turbulent post-acquisition period. The PS business unit was losing $300K per quarter. Within my tenure, I turned it to 42% gross margin, scaled the team from 8 to 22 across three regions, and established the delivery governance (PRRs, blameless postmortems, standardized SOWs) that made outcomes predictable instead of heroic.

The lesson: you can build fast if you build the right foundations first. Process before speed. Governance before scale.

KEY METRICS

$300K → 42%

Loss → Margin

8 → 22

Engineers

50%

Budget Overrun Reduction

🔗 HARRISON.AI RELEVANCE: Building process-first in a fast-moving environment — same tension between speed and governance

AU

Case Study 3 — Augmentry.ai (Current Role)

Service Excellence at Transaction Scale

Leading engineering operations and services for a platform processing 5M+ monthly transactions. Reduced support costs by 85% while improving CSAT from 7.2 to 9.1. Designed incident response and escalation workflows. Currently serving as executive advisor on operational maturity and platform strategy.

The pattern holds: build the systems, measure what matters, automate what repeats.

KEY METRICS

5M+

Transactions/Month

85%

Cost Reduction

7.2 → 9.1

CSAT Score

🔗 HARRISON.AI RELEVANCE: Service operations at scale with direct CSAT accountability — same metrics orientation

What You're Looking For ↔ What I Bring

"Build and lead a globally distributed engineering team"
Scaled from 3 to 50+ engineers across US, EMEA, and APAC over 7 years
"24/7 follow-the-sun coverage"
Designed and operated follow-the-sun model with structured on-call rotations and runbooks
"Own resolution speed — time-to-acknowledge, time-to-resolve, CSAT"
Maintained 96% CSAT across 200+ engagements; reduced escalations 75%
"Own the support technology stack"
Built automation frameworks reducing engineering effort 20%, accelerating delivery 40%
"Lead teleradiology integrations (PACS, RIS, DICOM)"
14 years of enterprise integration work; demonstrated ability to come up the curve quickly in unfamiliar domains
"Serve three customer groups equally well"
Simultaneously managed SaaS customers, partner ecosystem, and internal stakeholders with tailored service models
"Partner across the business"
Partnered with Sales, Product, Engineering, and Customer Success across every role
"Own major incidents — be the calm, accountable leader during Sev-1s"
ADHD-wired for high-pressure situations; built incident response and post-incident review practices
"Report to the CEO with evidence-based narratives"
Established executive reporting frameworks giving leadership predictable visibility into service health and risk

THE OPPORTUNITY

Building Harrison.ai's Center of Excellence for Global Service

Harrison.ai is at an inflection point. You've built something technically remarkable — now it's time to build the operational excellence that makes it sustainable. A global service function isn't just about handling tickets. It's about being a strategic partner to clinical teams, a reliability anchor for enterprise customers, and a force multiplier for the entire organization.

Three Observed Scaling Patterns

Follow-the-Sun Handoff Gaps

Companies building 24/7 coverage for the first time underestimate the operational complexity of time-zone handoffs. Without structured runbooks, shared tooling, and clear escalation ownership, issues fall through during transitions.

Integration Complexity

Products that integrate deeply into customer infrastructure — PACS, RIS, EHR systems in Harrison.ai's case — generate a long tail of integration-specific support issues without dedicated expertise.

Reactive Before Proactive

Early-stage support organizations operate in break-fix mode without investing in the infrastructure to prevent incidents. SLOs, error budgets, and post-incident reviews are easier to introduce early.

Center of Excellence Framework

Operating Model

  • • Follow-the-sun coverage
  • • On-call rotations
  • • SLOs & error budgets
  • • Runbook standards

Technology Stack

  • • Observability
  • • Ticketing automation
  • • Self-service tooling
  • • Integration support

Measurement

  • • Time-to-acknowledge
  • • First-contact resolution
  • • Ticket deflection
  • • Executive dashboards

Cross-Functional

  • • Eng. incident pipeline
  • • Blameless postmortems
  • • Product prioritization
  • • Customer voice program

Why This Role. Why Now.

I want to be direct about two things.

I don't come from healthcare. I want to name that upfront rather than let it sit as an unspoken question. What I bring is 13 years of building the exact function described in this JD — across enterprise SaaS platforms where downtime had real consequences. Healthcare raises those stakes considerably, and I respect that. But the operational discipline transfers cleanly, and I have a track record of coming up the curve fast.

My brain is wired for this kind of work. I'm ADHD, and in a role like this, that's an operating advantage — not a footnote. I absorb new technical domains quickly and deeply. I naturally gravitate toward the details that matter in complex systems. And I'm at my best when things are on fire: Sev-1 incidents, organizational buildouts from scratch, the controlled chaos of creating something new under real pressure.

I have a young family. The idea that the systems I build could contribute to faster, more accurate diagnoses for people like them is not something I take lightly.

I'm ready to build this.

30 minutes is enough to know if this is the right fit.

I've done the work of understanding Harrison.ai's challenge. If this framing aligns with how you're thinking about the role, I'd welcome the conversation.

Schedule a Conversation →

farjad.syed@proton.me · +1 (317) 690-0074 · farjadsyed.com · linkedin.com/in/farjadsyed

Application Package

Four documents prepared specifically for the Global Service Excellence Director role.

📄 Resume
14 years of global service engineering leadership
📄 Cover Letter
Why this role, why now
📄 Executive Brief
Patterns, approach, and proof points
📄 90-Day Entry Plan
Discovery → Alignment → Momentum

All documents in .PDF format