Technical Account Management (TAM) Leader

ABOUT SUPABASE Supabase is the Postgres development platform, built by developers for developers. We provide a complete backend solution including Database, Auth, Storage, Edge Functions, Realtime, and Vector Search. All services are deeply integrated and designed for growth. ABOUT THE ROLE The Technical Account Manager (TAM) Leader owns the health, direction, and performance of the Technical Account Management function. Where an individual TAM is the primary technical partner for their own portfolio of accounts, the TAM Leader is accountable for the entire TAM book — every account covered by the team, every partner relationship with a technical dimension, and the people who deliver against them. The TAM Leader is both a player and a coach: they carry direct accountability for coverage decisions, escalation outcomes, and cross-functional alignment, while spending the majority of their time developing the individual TAMs so the team's proactive, relationship-first approach scales without becoming a response channel. CORE RESPONSIBILITIES PEOPLE LEADERSHIP & TEAM DEVELOPMENT The TAM Leader hires, coaches, and grows the TAM team so each member operates as a credible, proactive technical partner to their accounts. This includes hiring and onboarding new TAMs, running regular 1:1s, setting development plans, giving feedback on account plans, QBRs, and escalation handling, building repeatable playbooks, and maintaining a consistent bar for technical depth, proactivity, and communication. PORTFOLIO & COVERAGE OWNERSHIP The leader owns the coverage model for the entire function: assigning and refreshing accounts, tracking coverage, and closing gaps. This includes named accounts — currently approximately $33.1M ARR across 120 accounts, split across the team and capped at 20 accounts per TAM — and partner-mapped accounts across Strategic AI, Growth, and Other tiers. The leader runs quarterly reviews and rebalances assignments as ARR and strategic relationships shift; resolves gaps; chooses between exceptions, hiring, or tier-definition changes; approves discretionary assignments and cap exceptions; and makes trim or reassignment decisions when capacity requires it. CUSTOMER TECHNICAL OWNERSHIP (OVERSIGHT) The leader ensures each named or partner-mapped account has an accountable technical owner. They spot-check documentation, architecture understanding, and risk tracking across the book and step in on the most strategic or highest-risk accounts. ONBOARDING AND ADOPTION (OVERSIGHT) The leader audits post-sale architecture and deployment validation, coaches TAMs on configuration guidance and best practices, and tracks early success milestones across the portfolio. PROACTIVE TECHNICAL GUIDANCE (OVERSIGHT) The leader ensures regular environment reviews and surfacing of risks and optimization opportunities across scalability, reliability, security, and lifecycle planning, holding the team accountable when reviews lapse. ISSUE MANAGEMENT AND ESCALATION The leader is the escalation layer above individual TAMs for complex, high-impact, or multi-stakeholder issues. They coordinate support, engineering, and success during major incidents; own execution of the Named Account Escalation SLA sequence; ensure root-cause analysis and preventative actions are completed; and keep TAMs focused on relationships while the appropriate team handles technical repair. STRATEGIC TECHNICAL PLANNING (OVERSIGHT) The leader ensures account plans align with customer roadmaps and personally engages in capacity, architecture, or growth planning for the largest or most strategic accounts and partners. INTERNAL COLLABORATION The leader brings recurring customer patterns to engineering and product, prioritizes which issues need fixes, maintains the TAM–Support operating agreement and adjudicates boundary questions, and works with Sales and Success leadership on portfolio health, retention, risk, and coverage changes. They work with partner Account Quarterbacks, Partner Managers, and Solutions Architects to keep technical relationships aligned with partner stage and tier, while leaving commercial terms to the Partner Manager. SUCCESS METRICS Effectiveness is indicated by coverage of named and partner-mapped accounts; new TAM ramp time and team retention; adoption and usage depth; fewer critical incidents and faster resolution; customer satisfaction and retention (NRR); and consistent QBR completion and account-plan quality. TOOLS USED BY THE TAM TEAM Admin Studio; Grafana; Hex; pgAdmin; HubSpot for account ARR, tier, and health data; and Notion for the Draft TAM Accounts document and Partner Mappings database. SCOPE OF COVERAGE The role is accountable for the complete combined book, not one portfolio: all accounts assigned to individual TAMs in Draft TAM Accounts, including open decisions such as the APAC coverage gap; and Partner Mappings, ensuring every partner warranting a technical relationship has a named TAM and keeping mappings current as partners change stage and tier. ACCOUNT MAPPING TAM Standard (Pooled): customers at $100K ARR receive pooled TAM resources for a set number of hours per month, still to be determined. Customers of any scale may purchase pooled access with an Enterprise Support SKU. Leadership discretion may also apply. TAM Premium (Dedicated): customers at $250K ARR receive a dedicated TAM resource for a set number of hours per month, still to be determined. Customers of any scale may purchase an assigned TAM with an Enterprise Support SKU. Leadership discretion may also apply. The TAM Leader owns tier decisions, quarterly mapping refreshes, and discretionary exceptions. WHAT TAM LEADERS DO NOT DO They do not replace individual TAMs as day-to-day technical relationship owners, perform customers’ daily operational work, own or negotiate commercial terms, provide professional services for custom implementations, or manage frontline support case queues. IDEAL INDIVIDUAL A strong TAM Leader has succeeded as an individual TAM and wants to multiply that impact across a team. They bring technical depth in database internals, scalability, security, and infrastructure tradeoffs; prior experience hiring, coaching, and growing a technical team; judgment across 100+ accounts and partner coverage; command of high-severity multi-stakeholder incidents; influence with engineering, product, sales, and partnerships leadership; clear communication with executives and TAMs; and awareness of retention and expansion, including aggregate NRR. They have an engineering, SRE, or technical consulting background and a record of leading a technical customer-facing team. SUMMARY The role ensures every account and partner relationship covered by the TAM function has a technical owner and that the team continues to improve. WHAT WE OFFER Fully remote work; global hiring; a WeWork membership or coworking allowance usable worldwide; ESOP equity for every team member; a technology allowance for work equipment; health insurance covering 100% for employees and 80% for dependents; annual company off-sites in a new city; flexible asynchronous work; and an annual education allowance for professional development.