About the role

About Perry Weather Perry Weather is the weather safety standard for organizations that operate outdoors. We combine on-site weather hardware with a software platform that automates alerts, siren activations, and safety decisions for more than 3,000 organizations — from the PGA of America, the NFL, and MLB to Turner Construction, thousands of school districts, cities, and golf courses. We've grown 80%+ annually for five consecutive years, and are continuing to grow. We're headquartered in Dallas at The Centrum, in the Oak Lawn neighborhood, where our teams work together every day to help organizations make faster and safer decisions when weather puts people, assets, and operations at risk. About the Role Customer experience is one of the highest-impact teams at Perry Weather. Our customers build their safety policies around our platform and trust it to run without intervention, which means the quality of our support is part of the product. It shows up in renewals and in whether a customer believes us the next time we tell them something. We're looking for a Director of Customer Support to own this function end to end. Reporting directly to the COO, you'll lead our Tier 1 and Tier 2 teams, build the systems that keep tickets from happening in the first place, and be the person we send into our hardest customer conversations knowing they'll come out better than they went in. This is a true player-coach role. You'll be deeply hands-on, especially early, because there's no way to lead this team credibly without knowing our hardware, our software, and our customers firsthand. If you want to manage managers and review dashboards, this isn't the job. If you've been waiting to build a support organization the way you've always argued it should be built, it is. Responsibilities The team and the bar - Lead, coach, and grow the customer support team. Hire people with real technical skills who raise the bar, onboard them fast, and develop them into genuine product and hardware experts. - Set the standard for what a great customer interaction looks like. Build a quality review program so the bar is something we measure rather than something we hope for. - Run a real coaching rhythm and build the career ladder, so our best people have a clear path into senior and lead roles as the team grows. Operational excellence - Own queue health, capacity planning, and predictable delivery. Our volume can be seasonal and unpredictable, and coverage should be planned rather than absorbed. - Stand up the reporting that tells us the truth: resolution time, first-contact resolution, contact rate, backlog health, CSAT, and escalation volume. Make it visible to the team and the exec team, and be accountable for moving it. - Utilize data and cross-platform research to build the true source of truth answers for our customer base, and then organize the entire company around the same answers. Fewer tickets, not just faster ones - Own contact rate as a first-class metric, then go eliminate the top drivers of volume, whether the fix is documentation, onboarding, a product change, or a hardware revision. - Own our knowledge base and self-service like a product: what's documented, how current it is, how customers find it. It's also the foundation everything AI-driven sits on. - Deploy AI where it genuinely resolves problems, be honest about where it doesn't, and measure it on resolution and satisfaction rather than deflection. Put it in the team's hands as a troubleshooting tool, with judgment about when to trust the output. Escalation and the hardest conversations - Design and own escalation routing across Tier 1, Tier 2, engineering, hardware, meteorology, and account teams. Clear paths, clear ownership, clear SLAs. - You're Tier 3. Be the face of Perry Weather when a situation needs special attention or gets too complex for the team, and personally drive it to resolution. - Own customer communication during incidents