Partner Success Lead
$300,000–$365,000 year
HybridNew York City, New York, United States or San Francisco, California, United States
Job Summary
Own every customer engagement from partner match to completed outcome, tracking scope, timeline, blockers, and weekly active usage trends. Run weekly delivery reviews and at-risk account reviews to diagnose stalls, assign owners, and drive specific resolutions across partner capacity, scope creep, and customer readiness issues. Build senior relationships with partner leadership to secure restaffing and investment while establishing executive trust. Convert field insights into reusable best practices, engagement review packs, and unblocking plays to scale the Partner Success team. Steward funding requests against stated outcomes and coordinate handoffs between sales, delivery, and customer success. Present to diverse audiences including partner executives, customers, and internal leadership to drive adoption and retention.
Required Qualifications
- Experience owning a high-volume book of concurrent customer engagements, projects, or accounts (roughly 10 to 30 at a time) to completed outcomes, in a partner success, customer success, delivery management, or technical account management role
- Ability and appetite to build structure, clarity, and programmatic motions out of in-flight work, while delivering engagement by engagement
- Track record of a number tied to completed work and customer behavior (on-time delivery, adoption, retention, consumption, expansion) rather than contract signature, and an operating rhythm you built to hit it
- Judgment on delivery quality: you can review a partner's engagement plan or scope and tell whether it will finish on time and produce usage, and you ask the follow-up question that surfaces the real risk
- Escalation and unblocking judgment across a matrix (partner, customer, direct sales, customer success, product): you know which stall belongs to whom, you get help fast, and you stay engaged to resolution
- A convincing speaker and presenter to all kinds of audiences: partner executives, delivery practitioners, customers, and internal leadership
- Deep understanding of how customer success works in a usage-based business; you have held a number tied to customer behavior and can read a consumption trend and act on it
- Enough technical fluency to be credible in a delivery review. You do not need to write code, but you can follow a partner architect's walkthrough of a real Claude engagement and ask the substantive second question
- Active daily use of Claude or another large language model as part of how you work: preparing reviews, drafting account plans, and analyzing your book
- Minimum education: Bachelor's degree or an equivalent combination of education, training, and/or experience
- Required field of study: A field relevant to the role as demonstrated through coursework, training, or professional experience
- Location-based hybrid policy: Currently, we expect all staff to be in one of our offices at least 25% of the time
Desired Qualifications
- 5 to 8 years working with consulting and systems integration partners, or in delivery-facing customer success at a software company, cloud platform, or partner-led business
- Direct experience with systems integrators (global firms such as Accenture, Deloitte, Capgemini, Infosys, TCS, or Wipro, or regional and boutique firms) and an understanding of how their delivery practices are staffed and run
- Experience running at-risk or red account reviews and turning stalled work around
- Experience anchoring a surge team: setting the playbook and the review pack that a group of contract or offshore delivery coordinators ran, and holding the quality bar across them
- Depth in a specific industry vertical (financial services, healthcare, public sector, retail, or manufacturing) where you have carried a book of partners or customers
- Experience stewarding co-investment funding or market development funding against specific outcomes, with formed opinions about what works and what does not
- Experience running quarterly business reviews with consulting firm practice leads, and a sense of what makes them productive rather than ceremonial
- Experience on a new team where the operating model was being written while you ran the book, and you shipped both
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