IT Support Director Resume Storytelling Example

Without Storytelling

What was the problem and what were the challenges?

I was promoted to a director position leading a support organization. I had no experience running a support desk, and I didn’t know much about their operations. My exec leadership said, I would be able to figure it since I had already turned around projects and teams and taken on challenging initiatives.

The team was in such a bad shape they were suffocating, all the people around them (Account Exec, Product team, Deployment teams) had nothing good to say about them. They told me I have finally found something that I will fail on and it was a career killer. I didn’t react because I like finding things out on my own.

I was approached, knowing that it will kill my work life balance, because that team had 100 people and it was a director role, no one was willing to release me from my current position. I knew going in I was going to be thinly stretched. I wanted to see what I can do. It was an eye-opening experience.

What was produced and delivered? What was your role?

I created a services team that has an NPS of 65%, customers were full of praises, and we were able to control attrition on customers, sell more. My team became the model of how a support team should operate. Then the add on responsibility started, I took on Implementation team – this team took the customer from their contract signing time to go live and handoff to lifetime support.

Who got value from the solution?

Today, there are next to no customer complaints, praises and all this in 9 months of me taking over. It took me 3 months to get the team to where I want them to be and then we showed 6 months consistency.

What went well and why?

Because the 3 months we moved fast towards bettering ourselves, we were commented on by saying they are just closing cases to look good in terms of numbers. When their own customers started giving us Kudo’s that is when things worked. It was an exciting but very exhausting journey. Our turnover rate on employees after I took over is 8%, again unheard of in the services industry.

What went wrong and how was it handled?

I had to redefine roles and responsibilities so that all of the areas were adequately covered. There were 2 support team members who were already struggling in their positions couldn’t make the change to new responsibilities. They had to be let go.

Revised Version With Storytelling

The real story is that my client led an extraordinary effort with transformational impacts. We needed an easy way to show the progression of results and including a table showcased this. The resume was easy to scan, the results were easy to understand, and the story was dramatic.


Transitioned from Senior Management of an engineering team to a Director position in an Enterprise Services organization. Promoted based on a strong customer focus and the ability to make huge impacts within short time frames, as well as the ability to gain the full commitment of key stakeholders and every member of his team.

  • Took on an additional organization, at the Director level, to provide leadership, vision, and purpose for a very troubled support group, within a newly consolidated Support Organization. Turned around the 100-member organization, creating a strong team culture, while still maintaining other responsibilities.
Before:
  • Negative comments company-wide (Account Exec. product team, deployment teams).
  • Long-standing management issues and a struggling team.
Within 3 months:
  • Rapidly improved the customer experience and stabilized the support model.
Within 9 months:
  • Drove satisfaction scores with a Net Promoter Score (NPS) of 65%, a major task.
  • Significant reduction in complaints, with praises and customer kudos all around.
  • Reduced turnover rate to 8%, unheard of in the services industry
Within 12 months:
  • The company significantly reduced customer attrition and sold more. My team became the model of how a support team should operate within the organization.