The Xpert Roundup: The Hottest PreSales Content🔥
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The Xpert Roundup: The Hottest PreSales Content🔥

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Evolving PreSales Models: Scaling SC Support to Customers

With customer retention and growth more important than ever, demands for PreSales expertise are increasing both earlier in deal cycles and well into the customer journey. Traditional PreSales models lack structure, bandwidth, and incentives for Post-Sales work.


In August, Jason McDonald, VP Global Specialty Consulting, joined the Xpert Community for a discussion on how his team adapted to this tug of war for PreSales expertise. Jason shared how to create a separate Solution Consulting team to provide formal technical support to Customer Success while minimizing disruption to existing organizational structures.

What prompted a formal change? PreSales leadership noticed increasing asks from post-sales. Customers needed more technical expertise to drive adoption on cloud offerings. They went to the CRO with a new structure proposed:

They subdivided existing Solutions Consulting headcount into 3 teams:

  1. SCs providing traditional PreSales support to Sales
  2. Specialty Consulting - pulled in at the executive level 
  3. SCs providing support to Customer Success

An important point was to let SCs choose which team they wanted to be on and apply internally. Leadership noticed a natural delineation among SCs between “hunters,” those who thrive on the sale, and “gatherers,” those who want to follow customer outcomes long-term. This model allowed ICs to focus more on the type of the work they enjoy.

Initially, compensation remained based on team bookings by total team region. Eventually, compensation will factor in renewals/churn.

Benefits of this model:

  • Minimal organizational disruption and quick to implement: no major changes to compensation or headcount
  • Customer Success gets support without Sales having the rug ripped out from under them
  • Customer outcomes improve from more focused technical support
  • SC morale and performance improve
  • Creates new paths to leadership for SCs

A major hurdle was enabling Customer Success to leverage SCs for the first time. To solve for this, SC leadership created two “plays” for which CSMs could request SCs:

  • Strategic Play: Executive Alignment Workshop on Market Trends & Best Practices
  • Tactical Play: Buyer Optimization Consulting

Anything else is out of scope, preserving SC bandwidth and allowing for gradual CSM enablement. 


Top advice for anyone looking to implement a similar model:

  1. Let SCs opt in to changes
  2. Don’t try to make CSMs SCs. They are very different skillsets.
  3. Limit Post-Sales engagement of SCs to specific, limited, and clearly delineated “plays,” and don’t deviate from that.


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Join for discussions and actionable insights on how the below industry leaders execute on the following Future-of-PreSales initiatives:

🔢“The PreSales Metrics that Matter to Drive C-Suite Change”

📑”How Sales Engineers are Defining the Modern Go-to-Market”

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🧬“Evolving Your Approach to Product-Field Alignment”

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