1. The team. Lead, coach, and scale the global Customer Engagement team. Define the hiring bar and interview loop, recruit relentlessly, build the career ladder, and develop CEMs into the calm, polished and technically fluent delivery operators we need. Our best CEMs combine hands-on production AI delivery, business-process fluency, and composure under pressure, you will hire and grow more of them.
2. Flagship delivery. Personally anchor delivery for some of Ema’s most strategic accounts. You stay close enough to the work to keep your judgment sharp and your credibility real with customers and with your team.
3. The methodology. Codify how Ema engages customers from go-live through hypercare, stabilization, and steady state. Build the operating system that makes delivery repeatable: a standardized engagement cadence (onboarding, weekly syncs, steering, QBRs); a hypercare and support model that resolves issues fast and hands off cleanly to steady state; a change-management and adoption playbook so deployed agents get used; and a value-realization framework tied to each customer’s business case. Replace one-off heroics with repeatable patterns: templates, readiness checklists, an agentic maturity model, and retrospectives that change practice
4. Portfolio outcomes. Own the function’s metrics and report them to the executive team: time-to-value, deployment velocity, production go-lives, adoption and utilization, stabilization quality, and value realization. Partner with Sales on renewal and expansion utilization of the deployed base is the leading indicator of NRR, and you own it.
5. Capacity and delivery economics. Decide which accounts get embedded 1:1 delivery, which run through scaled or pooled motions, and which are delivered through partners (global SIs deliver Ema into their end clients you will co-own that motion). Drive engagement scoping discipline with Sales so we sell what we can ship.
6. Executive sponsorship and escalations. Be the senior face of Ema delivery to customer executives. Run the QBR/EBR rhythm for top accounts. When deliveries wobble, you are the one-face-to-the-customer escalation owner with the authority to marshal Engineering, Product, and Infrastructure.
What Success Looks Like in 12 Months
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The CEM team has scaled with a consistent hiring bar, and delivery quality is measurably more uniform across pods and geographies.
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A documented delivery methodology exists and is used — new CEMs ramp in weeks, not quarters; go-live readiness is a gate, not a debate.
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Portfolio metrics (time-to-value, adoption, stabilization quality) are visible weekly to the exec team, and adoption on the deployed base is trending up.
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Escalations are rarer, caught earlier, and resolved without founder involvement.
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Renewal and expansion conversations start from delivery strength, not delivery apology.