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CUSTOMER SUPPORT / SYSTEMS / OPERATIONS

DMITRY YAKOVLEV

Customer Technical Support Leader

I connect customer service, technical diagnosis and operating discipline so problems reach the right owner, customers understand what is happening, and teams remove causes rather than symptoms.

View experienceEmail Dmitry

Support systems · Service operations · Incident & Problem Management

Support system map01 / 03
CustomerSupportEngineeringProductKnowledgeIncidentAutomationAI
Customer signalSystem response
01250+microservices in an L3 support scope
0215high-load services under management
0310+products transitioned into support

What I build

Support is a system,
not a queue.

01

Support systems

L1–L3, one customer history, queues, SLA/OLA, ownership and clear escalation paths.

02

Incident operations

Critical incident coordination: impact, timeline, communication, RCA and follow-up.

03

Service transition

Preparing new products for support: capacity, documentation, metrics and operational readiness.

04

AI-first workflows

Automating repetitive work and documenting processes for people, monitoring systems and AI agents.

Scale and impact

Scale, made visible.

I connect customer service, technical diagnosis and operating discipline so problems reach the right owner, customers understand what is happening, and teams remove causes rather than symptoms.

250+microservices in an L3 support scope
15high-load services under management
10+products transitioned into support
3×team scale-up
150+interviews conducted personally

Experience

Operating across
the whole path.

Dates are not published in the source profile

01

Rapporto

Head of Customer Technical Support

Customer service stability, SLA and distributed technical support for a B2B CPaaS platform.

  • Coordinated L1/L2/L3, development, operations, product, account managers, carriers and external partners.
  • REST API, SMPP, SMS, Push, Viber and Telegram; routing, TTL, delivery statuses, latency and service failures.
  • Audited OTRS, developed Service Desk processes, observability, runbooks, Known Issues and operational documentation.
02

Samokat / Smart Space LLC

Head of L3 Product Support

L3 support for Samokat and Megamarket product platforms: more than 250 microservices across customer and commercial domains.

  • Introduced ITIL practices, SLA, more than 20 operational metrics and monitoring elements.
  • Transitioned more than 10 products into support.
  • Scaled the team threefold; conducted more than 150 interviews; helped 5 specialists move into business analysis roles.
03

Postal Technologies

Head of Information Technology

IT support for 15 high-load services with a combined audience of more than 800,000 users.

  • Incident Management, SLA, cross-functional operations and management reporting.
  • Reduced incident resolution time by 25% through process automation and stronger technical coordination.
  • Reduced technical support costs by 20% through regular business work on SLA and service quality.
04

Sber

Support Team Lead

Support for 50 key services used by more than 2 million active users.

  • Incident, Problem, Risk and Service Management; coordinated development, DevOps and support.
  • Introduced KPI monitoring; stated SLA level was 99.5%.
  • Reduced critical incident resolution time by 20% through better coordination.
05

KDL Clinical Diagnostic Laboratories

Head of Technical Support

Built a Service Desk and technical support operating model from the ground up.

  • ITSM processes, SLA, hiring, team development, automation, budget and vendors.
  • Discovery, launch of new support directions, technical specifications, regulations and operational documentation.
  • Jira, Confluence and monitoring systems for tasks, knowledge and support operations.
06

Energon

Helpdesk Team Lead

Built a technical support service from scratch.

07

MOSENERGO

Helpdesk Team Lead

Led a team of 7 Helpdesk / Call Center specialists.

  • Supported more than 200 users; handled escalations, training, reporting, budget and IT infrastructure.
08

MTS

IT Technical Support Specialist L2 / Tier 2

Supported mobile communications and mobile internet services; handled diagnosis, reporting and training.

09

Rosneft

Project Administration Lead / Middle Help Desk Engineer L1

IT projects, procurement, reporting, project documentation, first-line diagnosis and L1/L2/L3 escalation.

Working situations

From signal
to system change.

CASE 01 / SERVICE DESIGN

Service Desk audit and evolution

Problem
OTRS had accumulated queues, statuses and manual routing. Parts of the process lived in informal agreements and private messages.
Constraint
The goal was not to move chaos into a nicer interface. Ownership, SLA, roles, channels and exceptions had to be understood first.
Action
Systematized the current operating model, mapped queues and owners, and formed requirements for the target model, escalation rules and one customer history.
Result
Created a basis for comparing solutions and planning migration without losing customer context.

CASE 02 / INCIDENT MANAGEMENT

Push incident for a major bank

Problem
The customer reported the issue first: iOS push was not handled by the Notification Service; the Android path depended on client configuration or tokens.
Constraint
There was no convenient end-to-end trace or clear ownership. The investigation had to separate platform cause from customer configuration without premature conclusions.
Action
Collected technical context, coordinated L1/L2/L3, development, product and account managers, and organized communication and follow-up.
Result
Turned a single failure into system actions around observability, ownership and documentation.

CASE 03 / OBSERVABILITY

Latency in a logistics customer journey

Problem
The customer reported slowdowns. In some 30-second intervals, more than 90% of requests took longer than 3 seconds.
Constraint
The customer mainly used notifications and polled the API only for missing statuses. Average API response time did not describe real impact.
Action
Mapped the customer journey to timings and metrics, prepared the engineering and operations escalation, and specified customer-focused observability requirements.
Result
Moved the investigation from one slow operation to interval-wide degradation and customer impact.

How I work

Less noise.
More signal.

I see support as a function that keeps services stable while helping product and engineering teams find systemic problems.

01REMOVE

Remove unnecessary handoffs

One customer history matters more than internal department boundaries. Customers should not repeat the same problem to multiple teams.

02SIMPLIFY

Make ownership explicit

Every incident needs a clear owner for communication, diagnosis and correction.

03MEASURE

Measure impact

A green dashboard does not equal a healthy customer journey. Watch latency, queues, statuses, retries and scenario degradation.

04AUTOMATE

Automate the repeatable

Turn routine into a metric, runbook, automation or a clear product and engineering action.

Tools

The working
layer.

Service management

OTRSJiraYandex TrackerITIL / ITSMSLA / OLA

Monitoring / logs

GrafanaGrafana OnCallZabbixLokiELKGraylog

Integration domain

REST APISMPPSMSPushViberTelegramWebhooksTTL

Working layer

LinuxDockerSQLGitRunbooksKnowledge ManagementAI tools

Context

A support leader
with technical depth.

Technical support and service operations leader with more than 13 years of experience across fintech, e-commerce, telecom and enterprise.

I focus on building technical support organizations, Incident & Problem Management, transitioning new products into support, observability and service operations.

I see support as a function that keeps services stable while helping product and engineering teams find systemic problems.

Customer SupportService OperationsIncident ManagementCustomer SuccessSupport EngineeringAI-first workflows

Contact

Have a difficult support system?

Let’s discuss where customer signal gets lost, how to restore ownership and which changes will make the operation more controllable.

Dmitry@yakovlefff.ru