The company is creating Sales Engineering
Leadership needs the mandate, first roles, engagement model and operating rhythm designed as one system.
← Sales EngineeringBuild the function
Build and Scale Sales Engineering
An eight-to-twelve-week engagement for leaders creating a Sales Engineering function or preparing the next stage of growth.
Your team and current opportunities
The signals that make this work useful
A new region needs a repeatable foundation
The team needs hiring, onboarding, customer work and cross-functional connections that fit the local stage.
The existing function is entering a new growth phase
The leader wants capacity, management, enablement and commercial responsibilities prepared for greater scale.
The help
What the leader and team can establish
A Sales Engineering function takes shape through a connected set of choices: mandate, coverage, engagement model, hiring, onboarding, enablement, opportunity work, handovers and the relationship with Product and the wider commercial organisation.
Together, those choices become a coherent function design. The work can support a first SE leader, a new region or a leadership team preparing the function for its next stage.
Prepared around your work
How the engagement runs
Establish the company and customer context
We connect growth priorities, product complexity, customer decisions and the commercial model.
Design the function
We define mandate, roles, capacity, engagement principles and cross-functional responsibilities.
Build the people system
We shape hiring criteria, interview flow, onboarding, learning paths and leadership routines.
Create the operating foundation
We connect opportunity work, enablement, team cadence, handovers and field-to-product learning.
For live opportunities and follow-up
What remains after the work
Function charter
Mandate, scope, outcomes, responsibilities and the connections to the wider organisation.
Capacity and coverage design
A practical model for team shape, market coverage and engagement choices.
Hiring and onboarding system
Role profiles, assessment criteria, interview structure, onboarding and learning path.
Operating handbook
Opportunity rhythm, enablement, team routines, handovers, metrics and implementation priorities.
Scope and participation
How this offer is shaped
Engagement length
Eight to twelve weeks according to the function stage, geography and number of stakeholders.
Leadership model
I work closely with the accountable executive or SE leader. The internal team carries daily implementation and organisational decisions.
Before contacting Jacob
Questions from SE leaders
Can this support the first SE leader?
Yes. The work can create the initial mandate, hiring system, operating rhythm and leadership agenda.
Can it support an established team?
Yes. The same connected model can prepare an existing function for a new stage, region or commercial motion.
Who owns implementation?
The accountable internal leader owns implementation and organisational decisions. I create the design, working material and leadership support around it.
Tell me what your team needs
Write a few lines about the team context, the decision or behaviour you want to improve and any relevant timing. I will reply directly.
jacob@topmoller.com