When Dub set out to scale its customer support function, the team knew they were entering high-stakes territory—especially as a fast-moving fintech startup where user trust is everything. What started as a daunting and unfamiliar process quickly turned into a collaborative, high-impact partnership that helped Dub not only launch support operations over the holidays but build a standout customer experience from day one. Here’s how they did it—with the right partner, the right people, and a shared focus on quality, speed, and trust.
Dub is a fast-growing fintech app designed to help people build wealth and take control of their financial futures. With a focus on transparency, user empowerment, and cutting-edge technology, Dub delivers tools that make complex financial decisions simple, intuitive, and accessible. In a space where trust and customer experience are everything, Dub puts human support at the center of its product strategy—turning challenges into brand-building moments.
Yeah, so I had great advice from somebody I worked with at my previous company. She said, when you start taking too many support tickets, hire an internal manager that has done this before, and then immediately think about going with the outsourced route. She was like, picking that’s going to be difficult we’ll deal with that when we get to that corner. So I was lucky I found a really talented customer support manager , her name’s Deanna. She came from Robin Hood, it’s a retail brokerage. So ultimately she had a lot of experience. And the first thing she said was, Hey, I worked with this great team called Concentrix, I even went to the Philippines a few times and worked with our agents and they’re awesome. I would love to reach out to them and figure out if they would even entertain taking us. And this is why I was like, I don’t know, I think we’re too small. Like, these are big international firms, like, are we big enough? But ultimately, what it boiled down to was, we could have tried to cobble together some, you know, overseas agents, but there was too many regulatory hurdles for us to do this because we are our subsidiaries are really like a broker dealer, if remember, and a registered investment advisor overseen by the SEC. So we have all these rules and regulations and security requirements for user information that I just, we couldn’t shortcut. We couldn’t let just kind of like chance happen. So we over invested in finding an enterprise level partner early in our existence and made a strategic decision to do that. And yeah, support was what we needed. And we figured if you could do it for Robin and you could do it for us.
Yeah. We were hitting 1200, 1500 tickets a week. I just onboarded Deanna and we were just like, we need scalability and flexibility. So we thought, well, what if I, you know, got some intern to do this for 20 bucks an hour or 30 bucks an hour in New York, you know, they could sit next to me. But then, you know, think about this. You need to get a computer, you need to onboard them, you need to train them. There’s many, many steps in scaling a system like this and we were doing it, we were executing. And one thing that we thought was like, how do we outsource scalability itself? And that’s what Concentrix was. Like you all have reps and experience and professional services that enable us to build really good systems that we just didn’t have built, right? So, you know, I think you (Daniel Marini) and I we talked to like, probably need a QA person and you need a team leader. And I was like, well, I just need three agents. I can team lead equality assured. And you’re like, no, that’s not scalable. And sure enough, it wasn’t scalable. And you solved a lot of problems because of your knowledge and experience.
I thought it was going to be this daunting and impossible task on day one, but honestly, it was almost too good—like a whole bunch of an A-team assembled. We had the IT guy, we had the… well, even before we got there, you and the solutions architects were helping us figure out: What country do we want to have support in? What’s our budget? What’s our growth and scalability? What do we need from a business and strategic standpoint?
And it was very white glove. You did a great job with us. Even the negotiations—how much is this going to cost, and the terms—again, way less than what I expected it to be for the level of service that we got, in hindsight.
Secondarily, the onboarding process—like, we had somebody helping from the training and quality assurance side, saying: Let’s help collaborate on how we build our QA processes. Let’s collaborate on how we build our training processes, decks, systems, and timelines.
The IT team helped us make sure that there were high levels of security and enterprise risk mitigation happening on day one—which I would have never known to do if we were just doing this piecemeal by ourselves.
So ultimately, it took us about a month to close the deal, a month to get onboarding started, and then two weeks to onboard the agents—and then we were in production. And this was happening over Christmas and the holiday season, and your team was like, “We’ll work. We’re in. We’ll do this.” So we sprinted right through the holidays, and by mid-January—we signed the deal, I think, on the first of December—and launched midway through January in production.
And now we’re sitting with, what, a 4.7 in the App Store, with most of the comments being like, “Impeccable support.” For a new app, the one thing I have to say is: if your app is going to be a little bit buggy, you have to invest in the support side—because you can turn really unhappy situations into very, very happy ones.
And especially in finance, knowing that there’s a trusted human on the other side has done wonders for our brand and our general placement in people’s minds when it comes to: Is this an app that I trust and want to put tens of thousands or hundreds of thousands of—
Yeah, I would say, A) they have experience that you may or may not have. And in my case, I had never run the support function in the past. And as COO, not having that was hard—but they made it easy because they were able to help me get through those hurdles of best practices.
Secondarily, don’t be intimidated by the cost. I’ll say this over and over again: the amount we invest in the Concentrix contract is pennies on the dollar compared to the brand trust and reputation it builds by having well-trained, well-performing humans who care as much as we do about the product’s outcome.
And that’s the big one. Like, I was scared I was going to walk away from all of this because I was like, “Oh, I don’t know if we can afford this.” But it is table stakes to get right—especially if you’re a financial app.
