Jim Coleman - LinkedIn

Prior to xFusion, Jim was previously a SaaS operations manager at a private equity firm, LTV SaaS Growth Fund. He oversaw operations and high-level growth initiatives across a portfolio of SaaS holdings. He vetted potential SaaS acquisitions, led due diligence, and the post-acquisition handover processes of multiple SaaS assets. Jim’s also a SaaS business owner and knows the SaaS world very well. He loves helping owners and operators improve their game. Outside of work, he's passionate about adoption and raising foster children and his dream is to maximize his impact on developing countries.

David Tran - LinkedIn

Prior to xFusion, David studied Computer Science at UC Berkeley. He was fascinated by the potential of both how broad and how deep one can go in the understanding the digital world. He then went on to become a software engineer at Uber & Salesforce. In those companies, he spent time on internal tools, growth hacking, mobile apps, optimizing dispatch, and anti-fraud backend development. On the side, he manages a set of SaaS apps, and took what he & Jim learned there to build the foundations of xFusion. Outside of work, he loves learning about entrepreneurship, psychology, investing, and personal development. His life goal is to inspire people to live abundant lives by creating free & high-quality content on the topics of personal & financial development.


We’re building the most robust outsourcing team on the planet and we’re starting with customer support and customer success.

Core Values




Empathetic & honest communication

Strategic judgment

Applied curiosity


Cultural Norms

What we expect of our team

We operate as owners

We believe you should provide support as though you are the owner of the business or that you yourself are on the other side as the one writing into support. Additionally, if you see issues within the organization, we expect you won't just let it sit, but will actively call it out and address it.

Customer obsession

We believe focusing on client needs and wants, both known and unknown, is the key to business growth and to personal career growth. Our goal is to continually add more value to our clients and consequently our clients’ customers.

Performant autonomy

We trust our team to make the best use of their time by always doing what’s best for the company and to follow their moral compass as it relates to their specific domain of influence. We don't use screen monitoring software. We trust our team will hold themselves to a high standard and that their work, reliability, and trustworthiness will stand on its own. The higher-performing they are, the better we can do as a company, and the more we can afford to compensate them. Consequently, we cannot afford low performance and it should be called out and handled such that morale and customer trust stays high.

Servant leadership

The role of a leader is to serve those who report to you–not to control or abuse. We expect our leadership team to make decisions for the benefit of their reports as opposed to just themselves. We believe a philosophy of putting people first and business second paradoxically yields the best fruits for the business in the long term.