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Semarchy is expanding its post-sale organization in the Americas by creating a Director of Professional Services role to lead a growing delivery team and shape the delivery model from scoping to go-live. This build-and-lead position focuses on establishing SOW standards, estimation models, and scalable playbooks while partnering with Sales, TAM, and partners to ensure time-to-first value and adoption.
If you are energized by building a function rather than inheriting one, this seat offers high
Semarchy is deepening its post-sale organization — building a Professional Services practice that takes ownership of implementation, from scoping through go-live, so customers reach value faster. The Professional Services and Technical Account Management practices operate as two halves of one delivery motion: PS lands the implementation, TAM drives adoption. Professional Services owns time-to-first value; Technical Account Management owns adoption from there. The two roles share one customer journey, and the seam between them should be invisible to the customer.
Semarchy is deepening its post-sale organization — building a Professional Services practice that takes ownership of implementation, from scoping through go-live, so customers reach value faster. The Professional Services and Technical Account Management practices operate as two halves of one delivery motion: PS lands the implementation, TAM drives adoption. Professional Services owns time-to-first value; Technical Account Management owns adoption from there. The two roles share one customer journey, and the seam between them should be invisible to the customer.
The Director of Professional Services leads that practice in the Americas. This is a build role as much as a leadership one: the delivery methodology and the presales scoping process are being defined as Semarchy shifts toward partner-supported, Semarchy-led implementations. If you are energized by shaping a function rather than inheriting a finished one, this is that seat.
Lead and grow the delivery team. Hire, level, and coach a regional team of solutions architects, data engineers, and project managers against a clear technical and delivery bar. Set the cadence for project reviews, delivery governance, and escalation handling, and drive consistency across the region.
Build the delivery methodology. Own how Semarchy scopes and delivers. Establish SOW creation standards, estimation models, work‑breakdown structures, and repeatable delivery playbooks that scale across engagements and partners.
Manage the subcontractor network. Own the delivery relationship with our subcontracted partners — enablement, quality standards, and day‑to‑day engagement — so the practice can flex capacity without diluting delivery quality.
Own capacity and utilization. Run resourcing across internal consultants and subcontracted partners, matching supply to demand, protecting margin, and keeping utilization on target across a variable pipeline.
Shape presales scoping. Partner with Sales and pre‑sales to build a repeatable scoping process that captures customer requirements and target architecture early, converts them into accurate SOWs and estimates, and sets realistic time‑to‑value from day one.
Operate as one team. Partner closely with Sales on scoping and attach, with Technical Account Management on the handoff from delivery to adoption, and with Support, Product, and CX Ops so customers experience one team with no lost context.