Clearing 3,600 Tickets Without Losing Control

Overview 

Splash Sports is an online gaming brand built around peer-to-peer sports contests, where users can create or join real-money contests, compete with friends, track live leaderboards, and manage payments through the platform. 

In a product environment where users are dealing with contest entries, payments, withdrawals, live scoring, and time-sensitive sports activity, CX speed and accuracy are critical. As Splash Sports continued scaling quickly, the support operation needed to keep pace without weakening the customer experience or taking top-level ownership away from the in-house CX leadership team. 

The Challenge 

Splash Sports was dealing with two major CX issues during a period of rapid growth: 

• CX scaling bottleneck: Splash Sports was growing quickly and needed a CX team that could scale with the business. 

• Declining CX metrics:The in-house team was overwhelmed, causing key support metrics to move in the wrong direction. 

The Game Plan

We supported Splash Sports by building a scalable CX execution layer while keeping strategic ownership in the hands of Splash Sports’ in-house CX leadership. 

The approach included: 

• Large starting team:We put together a sizable starting CX team that could absorb volume quickly and reduce pressure on the internal team. 

• High-performing team leadership:We placed a highly skilled team leader over the operation to maintain execution quality, coaching consistency, and day-to-day accountability. 

• Direct reporting into SplashSports’ CX leadership:The team leader reported directly to Splash Sports’ CX leadership, keeping top-level CX ownership with the internal team while giving them a scalable execution structure. 

• Centralized CX data source:We consolidated CX SOPs, product information, contest information, and knowledge base content into a more cohesive, scalable data source for the team. 

The Results 

The results tied directly back to Splash Sports’ original pain points: 

• The CX scaling bottleneck was removed:We built a team led by a high-performing manager who reports directly to Splash Sports’ CX leadership, creating the ability to scale quickly without compromising quality or removing ownership from the in-house leadership team. 

• The ticket backlog was cleared completely:Ticket queues dropped from a 3,600-ticket backlog to a clean queue. 

• Response times dropped from more thanthree days to two hours:The larger team structure, stronger leadership, and centralized CX information base helped create a much faster support operation. 

• CSAT increased by 27%:With the queue under control and response times reduced, customer satisfaction improved significantly. 

Why It Worked 

The improvement came from creating scale without taking control away from the internal CX function. 

We did not replace Splash Sports’ CX leadership.We gave that leadership team a stronger operating layer: more capacity, stronger team management, clearer SOPs, consolidated product and contest information, and a structure that could grow with the business.That made it possible to improve customer outcomes while keeping strategic CX direction inside Splash Sports. 

Final Takeaway

For Splash Sports, we helped turn an overwhelmed support operation into a scalable CX function that could keep up with rapid growth.The team cleared a 3,600-ticket backlog, reduced response times from more than three days to two hours, increased CSAT by 27%, and did it while keeping CX ownership firmly with Splash Sports’ in-house leadership.