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Presales Head Role Introspection [Mar '25] - Coggle Diagram
Presales Head Role Introspection [Mar '25]
Deep Dive into the 3 focus areas with began with
No cookie-cutter approach
Challenges
Lack of visibility on all proposals
J: That's not expected even
Getting sucked too deep leading to scalability issues
J: That is also because a lot of content is being created for the first time. Reusability increases over time
Approaching AM every single time for differential rates
J: That's ok - we can have a cadence for reviewing blended and differential rates once every quarter starting June. We get numbers from AM. If the difference is minor, we don't change our rate card. We can propose this to boss.
Learnings
Handling AS data with more care
Need to do better delegation - on storyline and deck at least
In-progress
Applied in costing discussions
Value stream based research and synergy mapping on need basis
Hygiene & Discipline
Challenges
Keeping SFDC up-to-date
J: Let's keep pushing at presales level, we will work on this at onsite level too (need to reconfirm on the onsite bit with J)
Cadence meetings feel like status meetings where I am pushing them to update info of SFDC leaving less time for ideation, impediment discussions etc.
Not all AMs and EMs use this data for discussions
Learnings
If SFDC is used as a single source of truth for any discussion on opportunities - NN or EN then the quality should ideally come up
Not many people are keen on keeping SFDC up to date
In-progress
Split the team into 3 groups - having weekly cadence where SFDC dashboards are used
Simple SFDC dashboards created for reach vertical
Upskilling & cross-skilling within the group
In-progress
Fortnightly KSS at pre-sales level
Covering topics like PIE, TAPAS, BOT / GCC proposals, innovative collaterals, learnings from recent opportunities etc.
Challenges
Participation from broader audience
Varied level of seniority in the group
Learnings
Manage a crowd sourced list of topics that we cover during our sessions
Presales internal Q1 2025 Retro
Coordination / collaboration with CTG on discovery exercises and larger solutioning RFPs
Many people showing up in the meeting, required in sizing, cost also goes up etc.
J: Continue to raise ticket, and speaking with your vertical aligned Evangelist / Lead Architect - if they assign multiple, let's go with that. In case of proposals, if it takes costs and efforts up, presales can ask questions to lead to a tighter proposal
Can we have SPOC where possible
J: Presales to do this
Regular SFDC data updates from onsite team
Lot of follow-ups needed
J: Within pre-sales we continue to push to keep things up to date, and chase onsite team. Jagat along with Arun will help push onsite team too
With ENs it can be even more challenging where there is no EM or presales involved
Upgrade and maintenance of COE specific decks when we don't have COEs. Like Mobile, Classical AI, BI etc.
SEG team can reach out to SMEs on yearly basis?
Get latest info from AMs and Presales on new case studies
Who presents what is also a question (specially mobile, ECM)
R+J: On need basis, new case studies will be prepared with presales's help whenever there is a fresh ask. It will be a case studies focused discussion. SEG to help with yearly checkpoint to refresh content
Role mapping for specific skills is tricky - like GoLang, AEM, Kotlin, Fullstack
We can ask TA for cost of hiring, ask for mapping with existing roles and arrive at mapped billing rate.
Or we could simply provide hiring cost to AM and get the billing rate.
Or we have a soft mapping - like Mobile = Kotlin, Fullstack = gen AI, AEM = SFDC
J: Once in a quarter let's review blended and tiered rates. Best to go get hiring cost from TA, find mapped roles with similar hiring cost and arrive at the BR. In parallel also check with AM on BR in general for those skills
Additional Observations, Suggestions, Requests
Observations
Seniority of the team has diluted (some need more mentorship)
J: Agreed that we review, and see if down the line changes are needed
Capacity of SEG needs attention (may need to consider breaking parity to hire) - related to cookie cutter approach
J: I should screen a few candidates too to gauge
Blurry lines of accountability on SFDC data hygiene & resourcing discussions on opportunities
Too many fields in SFDC - making adoption a challenge (need to do some culling and keep only those we need, rest we hide first and then remove)
J: Agreed with the approach for nominations from Onsite, presales and marketing team to reduce the numbers of fields
Request
Can we have a quarterly health check meeting with all AMs, presales, Arun and Jagat focused on opportunities and presales - we had discussed this in November
J: Yes but from May. April would be hectic and Boss is away.