● Manage and develop a team of 8 TSMs, with direct responsibility for their performance, growth, and day-to-day experience at work
● Build a team culture where high standards and real care for customers go hand in hand
● Recruit thoughtfully as the team grows toward 12, and set new people up to succeed quickly
● Create career paths. The best TSMs should want to stay and grow at Port.
● Build and continuously improve the playbooks your team runs every day: onboarding, adoption, business reviews, renewals, and expansion
● Define the metrics that tell you how healthy the team and the portfolio really are, and use them to make good decisions
● Find the patterns emerging across accounts and build programs that address them before they become problems
● Create consistency without killing autonomy. Your team should feel like they are running a well-designed system, not following a script.
Customer Outcomes and Executive Engagement
● Be the person who gets called when an account is at risk. Your TSMs should know you have their back.
● Engage directly with engineering executives and CTOs at key accounts, particularly around renewals, expansions, and difficult moments
● Hold the team to a high bar on how they communicate value. Technical wins need to connect to business outcomes. Every time.
Cross-functional Collaboration
● Work closely with Account Executives on the commercial side of the portfolio: renewals, expansion, and which accounts need more attention
● Partner with Solutions Architecture on engagements that need deeper technical resources
● Give Product and Engineering a clear picture of what is actually happening in the field. Not just individual feedback, but the real patterns.
● Work with Marketing when the right customer stories emerge