Director, Post-Sales Strategy & Business Alignment-US

Director, Post-Sales Strategy & Business Alignment Remote USA WHO WE ARECertinia delivers a Services-as-a-Business platform that powers and connects all aspects of services operations, from services estimation and delivery to customer success management and financial planning and accounting. The company’s Professional Services Automation (PSA), Customer Success (CS), and Financial Management (FM) solutions—delivered on Salesforce’s leading cloud platform—provide the ability to run a connected services business, deliver with intelligence, and achieve business agility. Headquartered in Austin, Texas with presence around the world, Certinia is backed by Haveli Investments, TA Associates, General Atlantic and Salesforce Ventures. For more information, visit THE ROLEThe Director, Post-Sales Strategy & Business Alignment is the connective tissue between Product, Go-to-Market (GTM), and the post-sales organization (Professional Services, Customer Success, Education Services, and Support). This role owns the frameworks, governance, and processes that keep post-sales priorities represented in product decisions, keep services offerings aligned with sales motions, keep joint marketing efforts grounded in the customer base, and keep delivery methods and maturity models consistent across every post-sales function across all product lines. This is a build-and-scale leadership role: you will hold decision rights on post-sales release readiness, establish cross-organizational governance, and build a high-performing strategy and operations function that turns cross-functional complexity into scalable business growth. WHAT YOU WILL DO IN THIS ROLEProduct Liaison — SRBR & NPI Ownership Own the relationship between Product and post-sales, ensuring post-sales needs, constraints, and customer signals are represented in product planning. Lead the team responsible for driving SRBR (Solution/Strategic Roadmap Business Review) cadences with Product, ensuring post-sales functions have visibility into roadmap direction and a structured way to feed back requirements. Hold decision rights on post-sales NPI release readiness to accelerate product adoption, reduce early-stage churn, and shorten customer Time to Value across major launches. Establish cross-functional escalation and decision governance to resolve roadmap conflicts, ensuring critical customer adoption signals directly influence product strategy. GTM Liaison — Aligned Services Offerings Own the relationship between GTM/Sales and post-sales, ensuring services offerings (Professional Services, Customer Success, Education) are packaged, priced, and positioned in a way that supports the sales motion. Lead the team driving alignment on services offer construction — new offer design, offer retirement, bundling with license sales, and consistency of offer definitions across segments and regions. Partner with sales leadership and offering/product marketing to ensure sales teams can clearly articulate and sell post-sales offerings without ambiguity. Establish a repeatable intake and review process for new or changed services offerings before they go to market.Joint Digital Marketing Strategy for the Customer Base Own the post-sales side of joint marketing strategies aimed at the existing customer base (expansion, adoption, retention, advocacy). Partner with Marketing to align campaigns, customer marketing programs, and lifecycle communications with what post-sales teams know about customer health, maturity, and expansion readiness. Ensure customer-base marketing initiatives are sequenced with CS/PS delivery motions rather than run independently of them. Process Framework - Methods, SOP, & Maturity Models Approach Drive the overall methods/SOP approach for all post-sales functions (PS, CS, Education, Support), ensuring a consistent operating framework rather than function-by-function fragmentation. Own the lifecycle for how methods and SOPs are created, approved, published, and retired. Partner with enablement and tech-stack owners to ensure methods/SOPs are reflected in tooling and workflows, not just documentation.Lead the process framework for maturity models that describe customer development/adoption progression across all products. Ensure maturity models are consistent in structure and language across product lines, while allowing for product-specific nuance. Own governance for how maturity models are maintained, versioned, and adopted operationally by CS, PS, Education, and Support (e.g., as inputs to health scoring, success plans, or renewal risk). Team & Scope Lead, mentor, and scale a high-performing team, defining resource allocation and team charter to support company growth goals. Operates cross-functionally across Product, GTM/Sales, Marketing, and all post-sales functions. Reports into post-sales leadership; expected to represent post-sales interests at the leadership table for Product and GTM planning cycles. WHAT YOU NEED TO BE SUCCESSFUL IN THIS ROLE10+ years in post-sales operations, professional services operations, customer success operations, or related roles, including experience working directly with Product and GTM/Sales organizations. Exceptional cross-functional relationship management skills, with a proven track record of building trust, alignment, and shared goals across distinct organizational teams. Advanced executive communication and storytelling ability capable of translating complex operational feedback from post-sales into clear, persuasive strategic priorities for Product and GTM stakeholders. Proven ability to lead and influence senior leaders without direct authority, navigating conflicting priorities to drive consensus and operational alignment. Demonstrated experience building or running structured cross-functional governance processes (e.g., roadmap reviews, offer governance, NPI processes). Experience designing or operationalizing customer maturity/adoption models. Strong process design and documentation skills; comfortable formalizing informal or inconsistent practices into scalable frameworks. Experience managing a team and influencing senior stakeholders without direct authority over their functions.Experience applying AI/LLM-based tools to operational processes (e.g., using AI to draft, structure, or maintain SOPs, maturity model documentation, or governance materials). Understanding of how customer/product data (CRM records, usage/adoption signals, support and delivery data) can feed maturity models, health scoring, or NPI readiness assessments — including at least a working knowledge of the underlying data structures.Comfortable evaluating where AI can be embedded into post-sales methods/SOPs (e.g., AI-assisted delivery playbooks, support triage, or CS workflows) rather than treating AI as a separate initiative from core process work. WHAT ELSE WOULD BE GREATExperience in a B2B software/SaaS company with a multi-product portfolio. Familiarity with CRM-based customer health/risk scoring (e.g., Salesforce). Background spanning at least two of: Professional Services, Customer Success, Education Services, Support. Identify and execute opportunities to integrate emerging technologies (including AI/LLMs) into Post-Sales architecture to accelerate customer time-to-value and driver operational leverage. Experience building or specifying AI-powered internal tools (dashboards, scorecards, or enablement tools) using LLM APIs. Familiarity with prompt design principles well enough to brief technical teams or evaluate AI-tool vendors credibly. Exposure to using AI for data analysis or synthesis (e.g., summarizing churn/health signals, generating first drafts of governance or maturity-model documentation) as an operational force-multiplier for a lean teamJob SummaryRequisition Number: DIREC001515Job Category: Consultant.StrategySchedule: Full-Time