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- David Medina: Building Global Support from the Ground Up
David Medina: Building Global Support from the Ground Up
“We’re no longer a cost center. We’re actually profitable—and that’s huge for support.”
Mercer Smith
March 27, 2025
Welcome to Escalations, a series where I’ll be sharing stories of some amazing careers that started in Customer Support. While many of these will be compiled into a book, I will also be regularly sharing stories here, too. If you like this content, please consider subscribing or sharing.
Introduction: The Starting Point
David Medina entered the workforce with nine years of Navy experience under his belt, used to solving problems under pressure. After leaving the military, he landed a customer support role at LogicMonitor when the company had just five support engineers. Over a decade later, he’s now their Vice President of Global Support, managing a 60-person organization across multiple regions.
“All of my jobs before had me troubleshooting or fixing issues. I had that ‘support gene,’ but I wasn’t expecting to stay in this field long-term. Turns out, support offered the growth I never thought I’d find.”
In his early days at LogicMonitor, David discovered that the same sense of urgency and critical thinking skills he’d honed in the military could be a game-changer in support. His knack for learning the product quickly—so he could fix tickets without escalating—became a hallmark of his approach.
The Growth Path
David started as a frontline support engineer, but his curiosity and drive for improvement soon propelled him into leadership. From staying after hours to rework broken processes, to implementing a new ticketing platform when the old one went down for seven days, David became the team’s go-to person for getting things done.
Another pivotal challenge came when the company began to attract enterprise clients. Their expectations for high-touch support were far beyond basic ticket responses, so David spearheaded paid support tiers that now generate millions in annual revenue. Along the way, he also ventured into professional services, learning how to navigate implementations, escalations, and tight customer timelines—all of which sharpened his executive leadership skills.
“I had zero experience launching paid support. But I researched online, talked to customers about what they wanted, even reached out to other support leaders on LinkedIn. That made all the difference.”
Implementing This in Your Own Career
Adopt a ‘Learn-It-All’ Mindset: Don’t wait for someone to tell you what to study. If you see a gap—technical or otherwise—dig in.
Ask Customers What They Need: If you’re launching a new service or feature, go straight to the source. Real feedback makes all the difference.
Expand Beyond Your Comfort Zone: David took on professional services and project management tasks he’d never done before—growing his influence company-wide.
Breaking Through: Lessons & Key Decisions
1. Embrace Unexpected Opportunities
When David’s manager went on maternity leave, a major outage forced a switch from one helpdesk platform to another. Though daunting, David seized the chance to lead the project. That high-visibility success led to an official management position soon after.
“Desk.com was down for seven days. I stepped up and said, ‘I’ll handle this.’ It showed the execs I could manage bigger initiatives.”
How You Can Apply It:
Volunteer for Urgent Projects: Visible tasks in critical moments can fast-track your reputation.
Document Your Wins: Make sure leadership knows the scope and impact of your work.
Don’t Wait for Permission: If you see a need, step up before someone else does.
2. Build Sustainable Growth Through Data
Early on, David recognized that claiming “we need more people” wasn’t enough. He learned to connect metrics (like ticket volume or enterprise demands) to specific staffing requests or strategic initiatives. This approach not only bolstered his credibility but also helped justify expansions in headcount and technology.
“It’s not enough to say, ‘We’re overworked.’ You have to show it with numbers and map it to business goals.”
How You Can Apply It:
Tie Requests to KPIs: Demonstrate how more resources improve specific metrics (e.g., response times, CSAT).
Measure Small Steps: Even tracking daily queue volume can strengthen your case for growth.
Share Data Widely: Present findings to other teams so they see how support’s success benefits everyone.
3. Forge Cross-Functional Relationships
As LogicMonitor matured, David spent more time collaborating with developers, product managers, and even the COO to shape new offerings. Bringing people into the decision-making process early proved key to faster rollouts and broader support.
“Nobody wants to be told what to do. They want to feel involved. Bringing them in on decisions saved us so much time in the long run.”
How You Can Apply It:
Consult Before You Finalize: Gather input from stakeholders before unveiling a big plan.
Highlight Mutual Wins: Show how a support-driven initiative can lighten other teams’ loads or boost revenue.
Stay Visible: Share updates regularly so partners know you’re making progress.
4. Develop Your Team for the Long Haul
David is especially proud of how many of his senior leaders rose through LogicMonitor’s support ranks. The secret? A structured development program that pairs baseline certifications (via platforms like Pluralsight) with hands-on training and dedicated time to study each quarter.
“We give people the tools: training hours, a certification path, and a clear plan. I love seeing people grow into new careers coming in from our support team. It builds a great internal reputation for talent and highlights the expertise of our department.”
How You Can Apply It:
Map Out Skills: Identify which certifications or knowledge areas best fit your company’s product.
Incorporate Study Time: Even a few hours a week can make a difference in long-term growth.
Encourage Internal Career Moves: Show your team how product knowledge can lead to roles in engineering, product, or beyond.
5. Turn Support Into a Revenue Driver
By designing paid support tiers, David helped shift LogicMonitor’s support org from a cost center to a revenue-generating function. Today, premium-level offerings bring in over $11 million annually—proving the strategic value of support.
“We built a pilot plan, got feedback from our enterprise customers, and tested the waters. Now, we’re bringing in millions in support ARR.”
How You Can Apply It:
Research Best Practices: Check what competitors offer for tiered or premium support.
Talk to Enterprise Clients: Ask what they value most (e.g., faster SLAs, dedicated contacts).
Pilot First: Launch a smaller program, gather metrics, and refine before rolling out broadly.
Actionable Takeaways
Lean Into Urgent Opportunities: High-stakes projects can showcase leadership and initiative.
Use Data to Justify Changes: Tie headcount, budget, or tech requests to real metrics.
Partner Across the Organization: Bringing other teams onboard speeds rollouts and fosters trust.
Invest in Skill Development: Give your team tangible, measurable paths to grow their expertise.
Explore Revenue Possibilities: Don’t assume support is just a cost center—premium tiers can bring in significant ARR.
Where He Is Now & Final Words of Advice
Today, David leads a global support team of over 60 people spanning multiple regions. He also advises other LogicMonitor departments on everything from product roadmaps to customer success strategies. His focus remains on elevating support to a profit-driving, strategic part of the business.
“Bring people along in your decision-making. Even if you’re confident you can do it alone, you’ll go further, faster, when everyone feels involved.”
By embracing growth, data-driven decisions, and collaborative leadership, David Medina shows how a support org can truly transform—becoming an engine for both customer success and revenue.
Do you have a story to tell or insights to share? Consider having a conversation with me so I can share something like this about you!