I disagree. I’m biased but the customer eng/support team we created at stainless was really good and that was a key differentiator during sales calls and post-sales. It’s expensive if you see it as an afterthought and just an expense you would prefer to avoid, but we approached it as an enabler role, a multiplier of sort: ensure customers feel they engage with peers, provide guidance to the eng teams, enable salespeople to engage meaningfully with technical teams, etc. For like a year it was basically just me and an awesome colleague handling the whole thing full time. We took the very explicit decision to have it as a very technical role and designed a culture that sees it as essential to the business (because it was), and that worked really well IMHO.

If you create a startup you really want to focus on a small audience that you understand and know really well, instead of chasing everyone. And for that a support team is one of the most important asset you have