SaaS Interviews with CEOs, Startups, Founders
How TeamSupport Reached $10M–$25M ARR With 1,000 Customers | Grant Stanis
18 Mar 2026
Chapter 1: How did TeamSupport grow to over 1,000 customers?
If somebody in this customer support space came to you and offered $175 million all cash, would you take that to your board and level and recommend that you do the deal? Yes, we would. Absolutely. What's the largest customer paying you per year today? It is a seven-figured, low seven-figured deal is what they're paying us. How many customers are you serving today? We've got over 1,000 today.
If I take your 1,000 customers times that $10,000 ACV, that puts you at about $10 million of revenue. You're saying you're north of that today. We are north of that, yeah. Let's say that we're less than 25, but way more than 10. How about that? So how many folks registered and how many showed up? I want to say that we had about 400 registered and about 300 showed up.
Hey, folks, my guest today is Grant Stannis. He is the CEO of Team Support, which helps you turn conversations into revenue, specifically support tickets. Grant, you ready to take us to the top? Let's go, buddy. Okay, interesting. So we'll want to obviously get the full story, but let's not. We want to make sure we get the audience into the product before we dive too deep on the story.
What is Team Support selling today? What's the product? Yeah, so we provide to you sort of a B2B ticketing solution as it relates specifically to your support conversations. And so think about it as you have an interaction, you record that, the ticket happens. It might be, how do I do something in a software? It could be a bug. But our big thing is that ticketing is a commodity.
And you can go and find 40 different solutions of everything that's out there in ticketing. What we do differently is we want to take your support conversations and drive that into better retention and upsell opportunities for you. And so what we do is we take that first party data of your support and we turn it into actual items for you to improve upon in your business.
So who are you mainly selling this to since you help drive revenue, but it's a support function? Are you selling to the CRO or the head of customer support or both? Yeah, so it's usually the head of customer support. Most often it is when somebody wants to really create a good linkage between support and product is where we find ourselves to be really great.
If you think about CS and small and medium-sized software businesses, the key aspect of that, right, is to retain and to grow your customers. And so a lot of CS folks are doing the upsells, and it's where this really comes in handy from that perspective. How many customers are you serving today? We've got over a thousand today.
So don't obviously name them, but when you look at your fastest growing customers, how are they incentivizing CS teams? In other words, are they taking a million dollar book of business in 2025 and giving it to one CS rep and saying, turn this into 1.2 million for 120% net dollar retention?
And if you do that, you'll get a 5% commission on the extra expansion for the CS rep, or how are they actually structuring it? Yeah, it's a good question. So the way that our, and I'll tell you how we do it, because this is exactly how we recommend to our clients to do it, is you're going to use the signals that customers are doing.
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Chapter 2: What strategies did TeamSupport use to compete with giants like Zendesk?
Nobody wants those anymore, right? Interesting. Okay. And I want to get some of the backstory here in terms of right where you joined 2024, then for today, then talk about AI into the future. Before we do that, though, get my audience in the right realm in terms of what you're charging customers on average per month.
Yeah, so we, on average, I think per user today, it's a little bit less than, I think it's like $79 if you want our top end package, give or take. And what that comes with, actually, I take that back, it's 99 with AI. But the aspect is, and that's per user, right? So we're doing AI differently than some of our competitors. So we're not trying to do it on a session base.
We're not trying to do it on a volume base. What we're trying to say to you is like, hey, get your users to be better and more efficient and really drive what you're doing. Go deeper within the organization.
and spread that ai across the board and part of that aspect is that we sell to a lot of small and medium-sized businesses and so as a result of that they're not trying like the enterprise customers to say hey i got 3 000 support reps i want to take this down to 2500 next year right if you're a growing sas organization what you're saying is i got 10 support reps and i don't want to add an 11th next year what i will add is more experience and more costs i've got five cs reps
CS is like our number two users in our platform, right? Like, how do you drive those from a different perspective? And so that's what we're trying to do with our price volume. And so on average, we're picking up the support, the CS, as well as probably some of the product folks, in some cases, the finance team as well in our organizations.
So just to make sure I understand, the average customer today is paying you $100 a month? No, it's direct payment. Yeah, the average customer is paying us well over $10,000. Per year. Yeah, exactly. Okay, so what's that average team size typically? People are signing for like, what, 10 seats, 50, 100 seats? That's what I'm, yeah, give or take, yeah. Interesting, okay.
I mean, can I take 1,000 paying customers times that $10,000 ACV to kind of back into your revenue? You would sure change us, but it is a way. You know, we have... That is kind of our new logo.
One of the things, and again, this goes to the value of our software, is we're really great at bringing customers in and say, for example, bringing them in at $10,000 and then two, three years from now, them being sort of $20,000, $30,000 from their perspectives.
And so our top, like if you go look at our top customers, one of the big things that we've done is we've taken them from the $10,000, $15,000 customers to several hundred thousand dollars across the board from their perspectives. Yeah. So what's the, don't name the customer logo, Ali, but what's the largest customer paying you per year today?
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Chapter 3: What pricing model does TeamSupport use for its software?
Thanks for telling me. We know that this was a hard message. Now, what are you going to do to go recover that revenue? Right now, I've been through this once or twice before. So I knew that that like that I had that answer ready of like, hey, here's how we're going to go get that revenue. But that is something where people like really struggle with the PEs.
They're going to like bury the news in the headline or they're not going to take accountability. They're going to blame somebody else. And the box starts with you. Right. Like it is it. At the end of the day, like I wasn't the person, I wasn't the CSM on that account. I'm not our chief revenue officer, but I am the CEO of this business.
And we lost a customer and I had to go have that conversation with the board, right? Interesting. Take us inside that same board meeting. You know, that was probably the Q4 2025 meeting. We're doing this interview in January of 2026. You know, you're obviously now working for Level Equity. What is the objective they are trying to hit? You know, what is the hold time they have for this?
Is it a part of a fund that's maturing in three years? So they want you to exit it by 2028. And if so, like what kinds of leading indicators are they looking for for you over the next 12 to 24 months in terms of rule of 40? What percent is profit versus growth? Things like that. Yeah, I mean, so every company and this is what's great about investors.
If they're a larger fund, they're probably going to be looking at like two types, right? Depending upon how big the deal is. And so Level would be happy with a two time outcome here. I mean, level, I don't think level would be happy with a two-time outcome at all, right? You know, level's notorious.
And if you listen to Ben and Sarah talk about it, there is a very consistent number that they do try to achieve, right? I know what numbers are going to fly and what numbers are not going to fly with them because we had that level setting. And it's not always, don't get me wrong, there is a negotiation that happens between you and your board, right?
Because there's application, there's everything else that happens. But like, if you have that alignment, your board meetings are way better, if that makes sense, right? Yeah, you're coming in. I mean, tell me if I'm wrong here. You're coming in, though, to a high pressure situation. Level bought the company in 2018. You said it yourself. They're in the moving business of the storage business.
This company has been in, quote, storage six years when you joined and now sort of seven, eight years now today. You got to get in the moving business here at some point. I mean, if I'm reading my T cards correctly, you really came in as the CEO to go sell this company the next 12 to 24 months. look, I've had several successful exits in my career at different stages, right?
What I will say is, you know, we will, at some point in time, there will be a transaction. And yes, most of the situations I walk into are extraordinarily high pressure because of one situation or another, right? And that's, That's my MO as a CEO and what I've built my career upon. Did M&A for 10 years. If you want high pressure, go do that for a long time, right? But you're absolutely right.
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Chapter 4: How does TeamSupport drive expansion revenue with existing customers?
Right. I mean, that's a great answer. Why? It's a great return for anybody. I mean, even think of it like I said, 175 divided by 20, right? That's an 8.75x multiple. That is a great return for a private equity to get 8.75, like take it in a heartbeat. Interesting. Interesting.
And so there's no so the counter to this is it'd be very stupid not to ask me, have me ask you questions about how you grow these companies. We've talked a lot about sort of intricacies of private equity and why you joined as a professional CEO. But how are you adding customers this month in January of 2026? I tried to find a digital footprint. You have some SEO traffic here, but not a ton.
Like who's driving most of the growth? We go ask our customers. Our customers are a cult following. One of the things that like we found, especially in these big spaces like this and crowded spaces is like I could go spend a ton of money on SEO, but Zen and Fresh are going to spend a hundred times more than I could even possibly spend in a month.
So what we do is we do an old school philosophy of we mapped out our customers. We know who they're friends with and what they go do. And we go and we say to them, hey, can you make an introduction for me? And by the way, we'll give you, you know, like a discount on your renewal as a result of that. We don't. Again, like this is us being thrifty. We go, we'll send one or two folks.
I spoke at the last support driven. We'll probably send a speaker at a later date, but we go and we talk and we create communities. They've got a Slack community where people ask questions. How do I do the following? And we go and we chase those. And it's not necessarily about trying to, that's how we build brand awareness rather than advertising. We spend it by creating communities.
The other thing that we'll do is we'll do, you know, our webinars aren't about, hey, how can you really understand team support? Right. It's really about how can you be a better customer support professional and how can you drive more from it? Get yourself a seat at the table. And that's what we do. So what do you consider a winning webinar?
I'm trying to find a recording one of your webinars on your site. But what do you consider a webinar that works really well for you? So we had one, like from a go-to-market perspective, we had one recently with a woman named Donna Weber. Donna Weber is an onboarding specialist, and she's got a cult following of people. And so it was kind of a cross-promotional deal.
She got to come on and talk about her capabilities in front of an audience that could potentially buy from her. She brought her audience to a team support event that we could potentially buy from them. And so for both of us, we invested some time in basically cross-advertising. And it's a really cheap way in a very crowded space to let people know who you are.
So how many folks registered and how many showed up? I want to say that we had about 400 registered and about 300 showed up, give or take. Okay. Well, that feels pretty good. Did you try and close people live on that call or what's the outcome? How do you know if it was good? We will follow up with them. And so we got a few leads from our perspective.
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Chapter 5: What role do referrals play in TeamSupport's growth strategy?
Great firm combination of equity plus debt. Bought the business. In 2020, the founders moved to the board. And in 2024, Grant came in as a CEO. He's worked at companies backed by Excel, KKR, other massive private equity firms. These kinds of professional CEOs like Grant are looking for 2% to 6% sort of equity slugs, base plus bonus, and ultimately is coming in going, how do we grow this thing?
Some combination of rule of 40. Well, today in 2026, Team Support is supporting over 1,000 customers. Users are paying $900 a month, but customers are paying, call it, $10,000 ACV. So call between $10 and $25 million of AR, with the largest customers paying upwards of seven figures to use the tool. He'll continue to scale. We'll see what happens next. Check him out at Teamsupport.com.
Thanks, Ian. You won't believe this CEO's revenue. Click here to watch the next episode right now.