Role Overview:

This role owns a client relationship end to end. You win the work, design what gets built, land it inside the client's business, then grow it. Most companies keep those three things in three separate teams. You will also lead a pod of Business Analysts and Power BI Analysts.

Why the role is built this way:

When pre-sales, design, and account management sit in different teams, value leaks at the handovers. A promise gets made in a pursuit and never reaches the SoW. A design wins the deal and forks the product. An RoI case gets built, and at go-live nobody can prove it. Putting one person across the whole arc is how we fix that.

It also makes the job harder. You will carry a live pursuit and a live account in the same week, and you will sometimes be the person who kills a deal. If you want the pursuit to end at signature and someone else to inherit what you promised, this is the wrong role.

Key Responsibilities:

1. Pre-sales:

- Qualify early and hard. Log what you turn down and why. What we decline matters as much as what we chase.

- Form a point of view before the first serious meeting. Their operating pressure, our hypothesis, the value case, and who else is bidding.

- Get a working prototype in front of the prospect inside the pursuit window, built on their data rather than a demo tenant. Everyone else sends a deck.

- Own proposals, value cases and RFP responses, and build the reusable library as you go.

- Build the business case on the client's own baseline. It has to survive their finance team, not just their sponsor.

- Everything you commit in pre-sales has to be traceable into the SoW. Delivery should never find a commitment after signature.

2. Solution design and change:

- Own the SoW, BRD and fit-gap, and the integration landscape behind them.

- Decide whether a design holds before we commit to it. Turn down the one that wins the deal and forks the product.

- Prioritise hard and record what was deferred, why, and who agreed to it.

- Run discovery and design workshops on site, and lead SIT and UAT through to go-live.

- Hold the date you gave at kickoff. Escalate at the threshold, not after the damage.

- Own the people side of the change. Train the trainers, agree an adoption plan, and exit hypercare on criteria rather than on a date.

- Carry the value case from pre-sales into build, and get the client to agree the numbers at go-live.

3. Account and growth:

- Own revenue and gross margin on your accounts, not just delivery.

- Run a fixed cadence with the operating team and the sponsor, and get on site each quarter.

- Build relationships above your day to day sponsor, and take realised value to the client's leadership.

- Handle change requests properly. Scope, estimate and bill them, and judge when to absorb one on purpose.

- Keep billing, ageing and renewals on time, and the forecast honest.

- Find the expansion and cross-sell work, and hand it to Sales qualified.

- Watch the health signals on your accounts. Churn should not surprise us.

- Keep an account record another Engagement Manager could pick up cold.

4. AI fluency:

- Position our agentic offering yourself. Walk a client CIO through how agents are trained on their data, rules and decision logic, and where human oversight sits, without an engineer in the room.

- Use AI in your own work, not just in the pitch. Pursuit research, first drafts of collateral, RFP assembly, BRD drafting.

- Rebuild at least one of your own workflows around AI tooling, and be able to show what it saved.

5. Your pod:

- Give your team real client work, not internal tasks. A Business Analyst who has never run a client session on their own is not being developed.

- Put your Power BI Analyst in front of the client. They present their own work and can say which decision each report supports.

- Give people real feedback and a plan, and build enough cover that the pod runs without you.

- Interview and hire into your own pod.

Key Requirements:

- 8 - 12 years across pre-sales and solutioning, solution design or delivery, and client ownership. Two of the three done properly is enough, if you can pick up the third quickly.

- At least 5 years in supply chain and logistics. Planning depth is a plus.

- You have owned the documents that carry commercial risk, and taken enterprise engagements to a committed date. You can talk openly about the ones that slipped.

- You have carried a number, whether revenue, margin or renewals.

- You can hold a room with VPs and CXOs. Steering committees, competitive bake-offs, escalation calls.

- You have managed people directly. Strong first-time managers with a track record of mentoring will be considered.

- You can talk about a client's cost and margin drivers, not just our feature list, and turn an architecture into a case a CFO will sign.

- Real proficiency with AI and agentic tooling, evidenced rather than certified. You already use it in your own work, and you can explain an agentic architecture to a client without engineering support.

- Enough data literacy in SQL and Power BI or similar to review your analysts' work without needing to build it yourself.

- Bachelor's degree in Supply Chain, Business, IT, Engineering or a related field. MBA preferred.

Nice to Have:

- Hands-on or consulting experience on enterprise supply chain planning platforms, and on the execution side with warehouse, transport or visibility systems.

- Exposure to CPG, retail, pharma and life sciences, industrial manufacturing, or 3PL and logistics operations.

- Time inside a product company, holding the line between client customisation and the roadmap.

- Global supply chain programmes or international clients.

- A recognised change management or programme management certification.