9 hours → 25 min
Support first-response time.
CLIENT CASE · RETAIN, THEN ATTRACT · FITNESS SAAS
Support gained a queue, priorities, and ownership: monthly churn fell from 1.8% to 1.2%.
A gym management SaaS with 7,500 customers and R$66 million in annual recurring revenue hired across support, service, and customer success before appointing the supervisor responsible for queues and priorities. A backlog of 1,400 tickets had formed, and 40% of cancellations cited service. In six months, Leverage Now gave support a queue, service levels, and ownership and connected tickets to cancellation risk. Churn fell by one-third. The work then moved to demand generation.
- Industry: Software, SaaS for fitness.
- Focus areas: Retain, then Attract.
- Engagement: Six months.
- Reference product: Leverage Unlock.
9 hours → 25 min support first-response time
Evolução registrada em seis meses.
ANONYMIZED CLIENT CASE. Metrics reflect progress recorded during the stated project period.
Highlighted results
3 days → 8 hours
Resolution time.
1,400 → 180
Open tickets.
48 → 31
Monthly tickets per 100 customers.
0%
Support CSAT.
0%
Monthly churn.
0%
Cancellations citing service.
35 → 54
NPS.
0%
MQL-to-meeting conversion—marketing.
R$5.50M → R$5.85M
MRR.
Os indicadores refletem a evolução registrada no projeto durante o período informado.
Starting point and challenge.
Support, service, and customer success roles opened in September and October; only later did the company open the support supervisor role. First response took nine hours, so a gym reporting a billing problem on day 5 might receive an answer on day 8. Nothing connected tickets to cancellation risk.
The challenge
Support added people to compensate for missing queues, priorities, and knowledge. CS had no risk signals and met only with customers who agreed to talk. At the same time, the head of marketing role had been open since September, and demand generation ran on inertia.
The four methodology areas and five risks pointed to this priority sequence: Retain, then Attract.
APPROACH
From prioritization to execution.
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Diagnosis and prioritization
We measured all four methodology areas. The platform delivered 99.9% availability, sales conversion was stable, and marketing generated volume without an owner. The leak was after the sale, and service was the most frequently cited avoidable cancellation reason.
00
Queue and supervision
We triaged by business impact, set service levels by priority, routed by specialty, and built analyst-level queue, SLA, and CSAT reporting. The CS coordinator led on an interim basis until the supervisor joined in month two.
00
Fewer tickets, faster resolution
We created a knowledge base for the 30 most common issues, response templates, a two-week backlog effort, and product fixes for the five topics generating 35% of tickets. Every interaction received a satisfaction survey, and customers with three monthly tickets entered the CS risk queue.
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Second wave: demand with an owner
The new head of marketing inherited a measured funnel, adopted qualified meetings rather than lead volume as the target, developed content for gym owners, and established a service-level handoff to sales.
What changed during the period.
Impact-based triage resolved business-stopping issues within hours, while the knowledge base prevented one-third of tickets from entering the queue. With 1,220 fewer open tickets and 91% CSAT, service ceased to drive almost half of cancellations. Monthly churn fell from 1.8% to 1.2%—about 45 fewer gyms lost each month. Ticket-based risk signals directed CS toward customers who needed help rather than those most willing to meet. In the second wave, marketing ownership and meeting targets nearly doubled MQL conversion.
What changed in practice.
Antes
- Before
- 1,400 tickets in one queue without priority or service levels
- Support supervisor hired after the team
- Tickets and cancellations were disconnected
- Support added headcount to compensate for missing process
- Head of marketing role vacant; demand ran on inertia
Depois
- After
- Impact triage, priority service levels, and 180 open tickets
- Interim supervision followed by a supervisor leading an established dashboard
- Three tickets in a month place a customer in the CS risk queue
- Knowledge base and product fixes reduce ticket volume by 35%
- Head hired to lead a measured funnel and meeting target
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