Partner Presales Technical Director, Mendix
$170-315k
Senior and Expert level
Boston
Remote from US
Low-code application development platform for enterprise
Be an early applicant
Low-code application development platform for enterprise
1001+ employees
B2BEnterpriseSaaSMobileDevOpsNo-Code
Be an early applicant
$170-315k
Senior and Expert level
Boston
Remote from US
1001+ employees
B2BEnterpriseSaaSMobileDevOpsNo-Code
Company mission
To empower IT and Business teams to collaborate like never before, while experiencing unmatched speed and control.
Role
Who you are
- Proven people-leadership experience with technical teams — building culture, coaching, and developing talent — ideally in a presales, solutions consulting, or partner enablement context
- Demonstrated ability to operate in a matrixed, multi-stakeholder environment: negotiating priorities across sales, partner, and product organizations, and managing up, down, and sideways with equal skill
- Experience with channel/partner sales motions and partner economics; understands the tension between enabling partner independence and supporting near-term deals
- Ability to build scalable programs and operating models rather than deliver individual engagements; technical credibility across enterprise software sufficient to earn the team's and partners' respect, without needing to be the deepest expert in the room
What the job involves
- Reports to: VP, PreSales – Americas
- As part of the Americas PreSales management team, leads a team of technical and business development resources dedicated to the Channel Partner ecosystem
- The team's mission is twofold: enabling partners to independently position, demonstrate, and deliver the Intelligence Center X (ICX) product suite, and supporting channel sales representatives in active pursuits — in direct service of the goal of 50% of revenue through the channel
- The manager's job is to build the team, the operating system, and the relationships that allow their people to succeed — and to personally own the hardest part of the channel environment: navigating competing demands from partners, channel sales, and internal Siemens organizations, and making the prioritization calls their team cannot make for themselves
- The channel presales function today operates without dedicated leadership — capable individuals working in isolation, deal-by-deal, without a system behind them. This role is chartered to change that by providing:
- Direction — a clear vision, identity, and operating model for the team; explicit priorities so team members know what to say yes to and, just as importantly, what to decline
- Advocacy — representing the team's capacity, needs, and constraints upward and outward, so the function is resourced and positioned to succeed rather than stretched until it breaks
- Air cover — absorbing the organizational friction (escalations, competing stakeholder demands, priority conflicts) so the team can focus on partners and pursuits
- Development — coaching, career paths, and a talent pipeline that makes the team a destination rather than a way station
- The defining challenge of this role is that the team serves several constituencies whose interests overlap but do not align. The manager is the integration point, expected to:
- Balance partner needs against our own. Partners want maximum support and fastest enablement; the business needs partners to become self-sufficient so the team's capacity scales. The manager sets and defends the line between direct engagement and partner self-service, and holds it even when individual deals create pressure to cross it
- Balance enablement against pursuit support. Channel sales reps will always want the team in active deals; long-term scale requires protected investment in partner readiness. The manager owns this capacity allocation and is accountable for both outcomes, not just the urgent one
- Broker relationships with internal groups. The team's work intersects with Siemens enterprise presales, Xcelerator portfolio teams, vertical/industry organizations, and channel sales management. The manager builds the working relationships and operating rhythms that turn these groups into force multipliers rather than sources of friction — bringing channel and enterprise experts together on pursuits, negotiating shared account approaches, and resolving conflicts over ownership and credit before they land on the team
- Manage competing definitions of success. Partner leadership, channel sales, and ICX leadership each measure this team differently. The manager reconciles those expectations into a coherent set of priorities and communicates trade-offs transparently in all directions
- Establish the team's vision, identity, and operating model; build a culture of collaboration, accountability, and coaching
- Manage personnel decisions including recruitment, training and development, and performance management, in line with relevant regulations
- Coach team members in the development and delivery of partner enablement and customer-facing engagements; develop future leaders and improve engagement, morale, and retention
- Establish career paths and a scalable talent pipeline, including alignment with early-career programs
- Design repeatable engagement frameworks that define how and when the team engages — partner enablement, co-sell support, and direct pursuit support — with clear entry and exit criteria
- Create consistent operating rhythms with channel sales and partner leadership; review key pursuits and accounts, agreeing a common approach and priorities
- Manage business operations including budget/cost control, business planning, monitoring, and reporting
- In partnership with sales executives and management, contribute to the sales pipeline strategy, understanding the PreSales contribution requirements across partner-sourced, partner-influenced, and co-sell motions
- Oversee the partner onboarding-to-productivity journey — training, certification, and readiness programs — delivered by the team, with the manager accountable for its design and outcomes
- Move the engagement model from transactional, deal-by-deal support toward shared planning, account continuity, and trusted long-term relationships
- Build durable partnerships with Siemens enterprise presales and Xcelerator portfolio teams; establish account planning and attach motions across adjacent portfolio areas
- Participate in relevant Zone-level meetings and councils, contributing to planning and reporting; contribute to global initiatives originating from agreed council priorities and strategy
- Partner-sourced pipeline and revenue growth; partner time-to-productivity; partner technical readiness; team capacity and coverage across the ICX product suite; cross-portfolio pipeline from the Siemens ecosystem; team engagement, retention, and talent development; and contribution to the 50% channel revenue goal
Our take
Mendix’s low-code software helps companies build their own custom software applications more quickly and efficiently.
It was founded in 2005 and didn't get much traction, only raising its first round of funding in 2011. Since then, the amount of software being built has exploded, giving Mendix a market to grow into.
Research company Gartner predicts low-code application development will be responsible for more than 65% of application development activity by 2024.
Siemens, one of the largest industrial companies, acquired Mendix in August 2018. Since then, Mendix has been developing new low-code applications, such as connectors for Amazon Web Services, staying in line with the increased interest in low-code tech.
Kirsty
Company Specialist at Welcome to the Jungle
Insights
Top investors
Company
Funding (2 rounds)
Jan 2014
$25m
SERIES B
Oct 2011
$13m
SERIES A
Total funding: $38m
Company benefits
- Work from home opportunities
- Family leave
- Retirement savings
- Commuter Benefits
- Generous Paid time off
- Outings & Events
- Training & Development
Company HQ
Fort Point, Boston, MA
Leadership
Derckjan Kruit
(VP Corporate Development)Earned an M.Sc from Rotterdam School of Management before co-founding Mendix.
Salary benchmarks
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