Sr. Manager, Technical Customer Success

About the role

We are looking for a Senior Manager, Technical Customer Success. In this role, you will own how the team performs, grows, and operates, reporting directly to the VP of Customer Experience. We have 8 Technical Customer Success Managers working with enterprise and mid-market engineering organizations across the US. They are sharp, technically credible, and do work with customers who have high expectations. Now we need someone to make the whole team better. We are building toward a team of 12, and you will be central to making that growth work. This is not a job for someone who manages from a distance. You will know your team's accounts. You will coach people through difficult conversations and complicated situations. You will step in when something needs senior judgment. And you will spend quality time thinking about the bigger picture: where risks are building across the portfolio, what is slowing the team down, and how to build programs and processes that hold up as we scale. We are looking for someone with strong technical instincts, experience leading customer-facing teams, and a commercial mindset. Someone who genuinely cares about developing the people around them. If that sounds like you, keep reading.

Responsibilities

People Leadership

• 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.

Strategy and Operations

• 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