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© 2000—2026 UXU\ S\X® Product Design Studio.
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MENU · 2026
© 2000—2026 UXU\ S\X® Product Design Studio.
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MENU · 2026
© 2000—2026 UXU\ S\X® Product Design Studio.
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[ Figma \ndy Group ]
[ Figma \ndy Group ]
Client
Figma \ndy Group | Indiana Chapter
Year
2025 – 2026
Build time
3 weeks
A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.
Client
Figma \ndy Group | Indiana Chapter
Year
2025 – 2026
Build time
3 weeks
A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.
Client
Figma \ndy Group | Indiana Chapter
Year
2025 – 2026
Build time
3 weeks
A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.A 40 person SaaS company with five support agents and a ticket queue that never went to zero. Half the tickets were the same six questions in different words. The team had one hard rule: nothing customer facing goes out without the option of human review.
BEFORE THE BUILD
The Problem
The Problem
The Problem
First response time averaged three hours. Not because the answers were hard, but because volume buried the team every morning. The repetitive tickets pushed the genuinely difficult ones to the back of the line.
Results
of tickets resolved
to full payback on the project cost
We measured over the first 90 days, against the same Zendesk reports the team used before. Nothing here is projected.
These are the numbers their own dashboard showed once the agent had been running long enough for the novelty to wear off.
Client Quote
5.0/5
Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.
Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.
Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.Three months in, the queue is sorted before anyone opens it and the tickets that reach a person are the ones that actually need a person. Nobody on my team asks to turn it off.
Gerard Garcia
Founder Mentor.
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Got something manual?
Show me your most annoying product design workflow or UXU\ S\ complex requirements.
Tell me the one task your team dreads every week. On the first call I will tell you, for free, whether it is worth automating and roughly what it would take.
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Start a project.
UXU\ SX®
PRODUCT DESIGN STUDIO
© 2007—2026 UXU\ SX® Product Design Studio.
All rights reserved.
Start a project.
UXU\ SX®
PRODUCT DESIGN STUDIO
© 2007—2026 UXU\ SX® Product Design Studio.
All rights reserved.