How a web development company turned customer support into a scalable process with Monday.com

Industry

Web development and technical support

Business areas

Customer support, project management, and operations

Automation type

Ticket management and tracking

Services provided

Process design, Monday.com implementation, integration, and automation

Tools

Monday.com, Make.com, Everhour, Slack, and email

Key result

The company was able to expand its team and take on new clients without relying on a manual support-request management process.

The company received customer support requests by email. After receiving a request, the project manager had to review the message, identify the appropriate person, and forward the information to the relevant team member.

Depending on the request, the task could involve project managers, designers, or other members of the technical team.

This process created several problems.

Emails could become buried under other messages, especially when requests arrived outside business hours. There was also a risk that the person responsible would forget to forward a request or complete the necessary follow-up.

Internal coordination took place through a combination of email and Slack. This fragmented the information and made it difficult to determine:

• Who was responsible for each ticket.
• Which stage the task had reached.
• How long the ticket had been open.
• How many requests each client had submitted.
• How many service hours each client had used.
• How much work had been assigned to each team member.

In some cases, a request only received further attention after the client sent a follow-up email asking for an update.

In addition to affecting the customer experience, this operating model limited the company’s ability to grow. As the number of clients increased, so did the administrative work required to classify, forward, and monitor every ticket.

The company needed a system that would allow it to handle more requests without losing control or reducing service quality.

Before the solution was implemented, the process worked approximately as follows:

1. The client submitted a request by email.
2. The project manager reviewed the message.
3. The request was forwarded by email or communicated through Slack.
4. A team member began working on the task.
5. Responses and updates were shared through different channels.
6. The client had to send another email to ask about the status of the request.
7. Historical information remained distributed across emails and internal conversations.

The process depended heavily on the memory and manual follow-up of the people involved.

The project aimed to improve the support experience and create an operation that could grow sustainably.

The primary objectives were to:

• Prevent tickets from being lost.
• Reduce the time required to respond to each request.
• Centralize information.
• Simplify task assignment.
• Give clients visibility into the status of their tickets.
• Improve the use of internal resources.
• Maintain a history of requests for each client.
• Measure team workload and performance.
• Create a process that could support more clients and employees.

Syntropic Ops designed a ticket management system using Monday.com as the main platform.

Each client received access to a private interface associated with their own account. From this space, clients could create new requests and view only the information related to their company.

Clients could include all the information required to evaluate the request, including comments, explanations, and Loom links.

When a request was submitted, the system created a corresponding item in a central support board. This board contained all active tickets and served as the internal operational workspace.

The creation of a ticket notified the project manager, who could review the request and assign it to the appropriate person.

From there, the ticket moved through several stages:

• Request received.
• Review and assignment.
• Work estimation.
• Execution.
• Review.
• Delivery.
• Closure.

Clients could check the status through their own interface without having to request updates by email.

They could also view an estimated completion time in the Delivery Time column. Depending on the complexity of the request, many tickets were handled in less than one business day.

The solution turned Monday.com into a central source of information for both clients and the internal team.

1. 01

   Ticket Creation

   The client accesses their private interface and submits a new request. They can add a description of the issue, comments, supporting context, and Loom links.

2. 02

   Registration in the Central Board

   The request is replicated in the main support board, where tickets from all clients are managed. The private structure assigned to each client prevents them from accessing information belonging to other companies.

3. 03

   Notification and Assignment

   The project manager receives a notification and reviews the request. The ticket is then assigned to the appropriate team member, such as a designer or technical specialist.

4. 04

   Estimation

   The team evaluates the request and estimates the amount of work and expected delivery time. This information becomes available for internal tracking and client visibility.

5. 05

   Execution

   The assigned team member works on the request and uses Monday.com comments to record progress, questions, and additional information. This keeps all communication related to the task within the same context.

6. 06

   Review and Delivery

   Once the work is completed, the ticket moves through a review stage before being delivered to the client. The status is updated throughout the process so the client can see whether the request has been received, assigned, is in progress, or has been completed.

7. 07

   Financial Validation

   When the ticket is completed, the team determines whether the work is included in the client’s existing service plan or represents an additional request. When the ticket relates to a bug covered by the support service, the client receives a notification confirming that no additional charge was generated. When the request involves new work or falls outside the existing support scope, invoicing is managed through Everhour.

8. 08

   Recordkeeping and Traceability

   Each request is stored with its associated client, date, owner, estimated time, status, and related information. This makes it possible to review historical tickets and analyze the service history of each account.

The implementation produced confirmed operational and business improvements.

The primary impact of the project was the transformation of customer support into a more structured and scalable process.

The company gained a centralized view of its requests and reduced its dependence on fragmented communication channels.

This allowed the business to:

• Maintain service quality while adding new clients.
• Increase operational capacity without increasing administrative work at the same rate.
• Improve assignment speed.
• Reduce the risk of forgotten requests.
• Provide greater transparency to clients.
• Use team capacity more effectively.
• Make internal decisions based on operational data.
• Distinguish between covered support work and billable requests.

The solution did more than improve ticket management. It also created an operational database that helped the company understand client activity, service usage, and team performance.

The company moved from managing requests through emails and disconnected conversations to operating a centralized support system in Monday.com.

The solution created by Syntropic Ops connected ticket intake, team assignment, client communication, work tracking, and financial validation.

The result was an operation with greater traceability, improved visibility, and the capacity to grow without allowing manual ticket management to become a bottleneck.

This project demonstrates that effective automation is not simply about connecting tools. It requires understanding the process, defining responsibilities, planning for exceptions, and creating a system that people can adopt as part of their daily work.