Building Something That Didn’t Exist Yet

From his home in Bangalore, Rohan leads by doing. “I’m someone who enjoys ownership, enjoys teaching, and likes finding smarter ways of doing things,” he says. That instinct is what sparked one of the most impactful internal tools the Technical Support team uses today.

During onboarding, he saw a familiar pattern: new engineers were talented and technically strong, but the communication expectations felt entirely new. There was no single place that explained how to structure A&R case notes, how to rewrite overly formal emails into clear, warm language, how to set expectations in sensitive conversations, or even how to summarize logs without overwhelming a customer with technical jargon.

So Rohan built something to change that—a GPT-based internal assistant designed to act, in his words, “like a senior engineer who is always available to guide them.” It could rewrite messages, generate clean case summaries, explain what to say (and what not to say), help avoid robotic or harsh phrasing, and even lay out troubleshooting logic.

It wasn’t fancy. It wasn’t mandated. But it was exactly what people needed.

A New Kind of Onboarding: Confidence, Not Guesswork

Before the assistant, onboarding required repeated one-on-one coaching. New joiners often worried they were “too formal, too robotic, or too technical” in customer communication. They weren’t sure how to talk through escalations or how to structure a case summary that someone else could pick up hours later in another time zone.

The assistant solved all of that instantly.

“For new joiners, it’s a huge confidence booster,” Rohan explains. “Instead of waiting for someone to correct their notes or review their emails, they get instant feedback.”

And it wasn’t long before he saw the impact in the wild.

A new engineer was asked to manage a sensitive escalation involving delayed messages and frustrated stakeholders. Normally, a situation like this would overwhelm someone in their first month. But the engineer used the assistant to break the issue down, structure the notes, and craft a clear, calm update.

“When the CSM read their updates, they reached out to say the communication was extremely clean, professional, and easy to follow,” Rohan says. Later, the engineer sent him a message he still remembers: “It felt like you were guiding me step-by-step.”

The Culture That Made It Possible

For him, this was a defining lesson about Abnormal’s culture. Ownership isn’t a buzzword or a poster. It’s the expectation.“It reflects a culture where ownership is real, not something written on a slide. If you want to fix something, improve a process, or build something new, people here won’t stop you—they’ll help you make it better.”

Guiding People, Not Just Processes

As much as Rohan enjoys solving problems, he enjoys helping others grow even more. Coaching new engineers—through onboarding, escalations, and everyday refinement—has shaped his understanding of leadership.

“Leadership is less about giving instructions and more about giving clarity,” he says. “When engineers understand why something matters, they start making better decisions on their own.”

He’s learned that every person needs something slightly different: reassurance, structure, examples, or simply someone to help them slow down and think. Over time, this shifted his mindset.

When AI Was the Hardest Sell

The assistant may look effortless today, but adoption wasn’t automatic. When Rohan introduced AI-powered workflows, many teammates were hesitant. They weren’t sure whether AI could be trusted with something as sensitive as customer communication. Some didn’t want to change their habits. Others felt unsure about tone, accuracy, or losing their personal writing voice.

Getting people comfortable with it took time—and a lot of patience.

“I had to spend a lot of time showing the value, giving examples, building confidence, and improving the tool based on feedback,” he says. “In the beginning, I was almost doing one-on-one coaching just to help people see how it could make their lives easier.”

Eventually, the shift happened naturally. A teammate tried the assistant once… then twice… then started relying on it during complex escalations. With each success, trust grew.

AI adoption, he learned, isn’t about replacing people—it’s about empowering them.

How AI Changed the Way He Thinks

Over time, AI has become part of almost everything Rohan does: reviewing threat logs, summarizing complex case histories, cleaning up documentation, and breaking down tough cases for teammates.

But the bigger shift was internal.

Where India Leads: A Team That Holds the Line

The India Support team plays a critical role in Abnormal’s follow-the-sun model. They handle a huge portion of global volume, maintain queue health during peak hours, and often catch early warning signs in escalations before other regions come online.

“Cases move between India, EMEA, and the US in less than 24 hours,” Rohan explains. “Each region adds context, and the India team often stabilizes things overnight so other teams can pick up smoothly.”

Beyond case resolution, the India team contributes to training, documentation, tooling, and process refinement. “We work across training, documentation, process improvement, and tooling—not just case resolution,” he says. “That flexibility allows us to support Abnormal’s mission in ways that go beyond a standard support function.”

A moment of pride came during a week of heavy escalations when the US team was offline. The India team took complete ownership, collaborating seamlessly and maintaining the same quality bar across every handoff.

“It showed how far we had come in terms of maturity and mindset.”

Why the Work Still Feels Exciting

For Rohan, the work still feels energizing because every day offers the chance to make something better—whether that’s a process, a tool, or someone’s confidence. The freedom to build hasn’t worn off; if anything, it’s become the rhythm of how he approaches his role.

That encouragement has shaped the way he thinks about his career: not as a sequence of tasks, but as a series of opportunities to move the team forward.

Some of those opportunities are big, like rethinking how new engineers learn. Others are smaller but equally meaningful, like tightening a piece of documentation, refining how the team structures a case summary, or helping someone find the right tone in a tricky customer exchange. Over time, these moments accumulate into something much larger than the sum of their parts.

They also reflect what Rohan values most about his work: the sense that progress is shared. “What keeps me excited is knowing that the things we build here don’t just solve a problem for one person—they lift the whole team,” he says. When a new engineer suddenly finds clarity, or when a region hands off a complex case with perfect context, he sees the impact of that mindset.

And there’s something else that keeps him motivated—the belief that learning never stops. AI has changed how he approaches problem-solving. Mentoring has changed how he communicates. And ownership has changed how he sees his own potential. Those forces, layered together, create a kind of momentum that makes even hard days meaningful.

“It’s exciting because you feel like your work actually matters,” he says. “Not just to customers, but to the people sitting beside you, even if they’re half a world away.”

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