Teknisen tilinhallinnan (TAM) johtaja

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, including running them through the TAM Path ramp Running regular 1:1s, setting individual development plans, and giving direct feedback on account plans, QBRs, and escalation handling Building and maintaining repeatable playbooks (upgrade runbooks, optimization playbooks, escalation patterns) so quality doesn't depend on tenure Setting and holding the team to a consistent bar for technical depth, proactivity, and communication Portfolio & Coverage Ownership The TAM Leader owns the coverage model for the entire function — deciding, tracking, and refreshing who is assigned where, and closing gaps as they surface. This includes the two account universes the role is accountable for: Named accounts — the full book maintained in the Draft TAM Accounts doc, currently ~$33.1M ARR across 120 accounts split across the team, capped at 20 accounts per TAM Partner-mapped accounts — every partner with a named Technical Account Manager in the Partner Mappings — ensuring every partner that warrants a technical relationship has a named TAM against it, and that the mapping stays current as partners move through Stage and Tier Running the quarterly review/refresh of assigned accounts, rebalancing books as ARR and strategic relationships shift Resolving open coverage gaps (e.g. regions or account types with no TAM alignment) and deciding when a controlled exception, a new hire, or a change in tier definition is the right fix Approving leadership-discretion assignments and cap exceptions, and making the trim/reassign calls when an account is dropped for capacity Customer Technical Ownership (oversight) The TAM Leader ensures every assigned account — named or partner-mapped — has a clear, accountable technical owner. They spot-check account documentation, architecture understanding, and risk tracking across the book, and step in directly on the most strategic or highest-risk accounts. Onboarding and Adoption (oversight) The TAM Leader ensures the team consistently shortens time to value for new accounts by: Auditing that architecture and deployment validation is happening post-sale, not skipped Coaching TAMs on configuration guidance and best-practice delivery Tracking early success milestones across the portfolio, not just account by account Proactive Technical Guidance (oversight) The TAM Leader ensures environment reviews and risk/optimization surfacing happen on a regular cadence across the whole book, covering scalability, reliability, security, and lifecycle planning — and holds the team accountable when reviews lapse. Issue Management and Escalation The TAM Leader is the escalation layer above the individual TAM — brought in on complex, high-impact, or multi-stakeholder issues rather than replacing the TAM as primary contact. This includes: Coordinating across support, engineering, and success during major incidents Owning execution of the Named Account Escalation SLA sequence when it's triggered Ensuring root cause analysis and preventative action actually close out, not just the immediate fire Isolating TAMs from technical repair work so they can stay focused on the relationship while the right team handles the fix Strategic Technical Planning (oversight) The TAM Leader ensures account plans across the book stay aligned to customer roadmaps, and personally engages on capacity, architecture, or growth planning for the largest or most strategic accounts and partners. Internal Collaboration Engineering and Product The TAM Leader represents the aggregated voice of the customer — patterns across accounts, not just one-off feedback — to engineering and product, and prioritizes which recurring pain points or gaps get pushed for a fix versus handled as one-offs. Support The TAM Leader maintains the operating agreement between TAM and Support (TAMs are not frontline support) and is the point of escalation when that boundary needs adjudicating on a specific account. Sales and Customer Success The TAM Leader partners with Sales and Success leadership on account health and retention at the portfolio level — surfacing which accounts or partners are trending at risk, and where TAM coverage itself needs to change to protect NRR. Partnerships Because the TAM Leader owns the Technical Account Manager assignments inside the Partner Mappings, they work directly with each partner's Account Quarterback, Partner Manager, and Solutions Architect to make sure the technical relationship keeps pace with partner stage (Prospecting through Scaling) and tier (Strategic AI, Growth, Other) — while staying out of commercial terms, which lie with the Partner Manager.

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