The challenge
WHOOP's customer support ran on a third-party platform, disconnected from the systems tracking marketing and product usage. For a company supporting more than a million paying members, that meant a support agent working an escalation had no single view of the customer in front of them.
Visibility into escalations was the first casualty: work spread across disconnected systems is work nobody can see end to end, and reporting on where a case actually stood in its lifecycle was correspondingly weak. The second was deflection — with no self-serve layer worth the name, and a knowledge base sitting outside the CRM the support team lived in, every question, however routine, had to go through a live agent, capping how much volume the team could ever get ahead of.
The work
A three-person team — a technical architect, a Salesforce developer, and an administrator/business analyst — moved WHOOP's customer support onto Salesforce Service Cloud, porting the existing knowledge base over in the process.
The central decision was to connect that Service Cloud build to a new Experience Cloud site, rather than treat self-serve and agent-facing support as separate problems. Members get a self-service front door, and the same case data feeds the agent side, so a member who starts self-serve and then escalates doesn't restart the story with a live rep. Cases route to the specific support specialist suited to the request rather than a general queue, and a case can escalate past the first rep who touched it instead of dead-ending there.
The tradeoff was scope: building a real routing and multi-tier escalation model, and a member-facing site to go with it, is a heavier lift than standing up a ticketing tool alone. The team delivered both in three months and roughly 275 hours across the three resources.
The impact
The rebuild gave WHOOP a single connected system — Service Cloud for the support and escalation workflow, Experience Cloud for self-serve — supporting more than a million paying members, in place of a support platform that sat apart from the rest of the business.
The engagement was scoped against three measures the new system was built to move: customer support rating, case resolution speed, and the rate of deflection versus escalation. All figures are operator-reported.