Somewhat tangential to what you're doing here, but I was a Technical Lead at Support.com for 5 years. We did general support and malware-specific support but we also had contracts where we would troubleshoot a specific product or brand. We, like you intend to, had a large, distributed workforce.<p>While the business development team there (along with their head of training, Mary Waltuch) are largely responsible for the constant failure of that company, I think that SPRT's experiences proves unequivocally that this business model does not work at any reasonable scale.<p>Your clients are strongly incentivized to demand your service at a significantly lower rate come contract renewal regardless of what your cost to deliver is. Your competitors, like Support.com and Sutherland, among others, will happily underbid you. Aggressively. While I worked there, I had my salary and benefits _cut_ at least once a year.<p>You'll cut costs by moving some operations to places like the Philippines while not learning the lessons of others who have done the same. One bad monsoon season and none of your workforce will show up for weeks/months. Support.com learned this one the hard way, despite my warnings.<p>Maybe you'll show some backbone in negotiations, not bend over and take shitty contract terms from "huge brands" like our bizdev did at SPRT. This is more critical to your success than you can imagine. We sure did love hiring bizdev people whose experience was at failed companies (RadioShack, Circuit City and a bunch of people from Intuit who got sacked).<p>Best of luck to you. I really hope that you succeed...there isn't really good service from anyone in this market segment right now; the training is poor and it's a race to the bottom on price. Consumers need this to be good. Don't f' it up.