Post-Sales Systems Manager/Lead

Overview

You'll own the systems and technology roadmap for Wiz's post-sales organization—Customer Success, Technical Account Managers, and Professional Services. You're building and optimizing the tools these teams use to manage accounts, track health scores, log activities, and drive renewals/expansion. This is part systems admin, part business analyst, part strategic planning.

Role Snapshot

Company Context

Stage: Late-stage growth (3,248 employees, likely Series D+ or pre-IPO based on size)

Size: 3,248 employees

Growth: Still hiring aggressively across GTM functions, which means the systems you build will be supporting rapid headcount growth

Market Position: Wiz is a leader in cloud security—they're competing in a hot category with well-funded competitors, selling to enterprises with complex cloud environments

GTM Reality

Wiz sells cloud security to enterprises. Post-sales at a company this size likely means:

• CS team managing hundreds of accounts across different segments (commercial, mid-market, enterprise)
• TAMs handling technical relationships with high-value customers
• Professional Services delivering implementations and ongoing support

These teams need systems to:

• Track account health and usage data
• Manage renewal forecasting
• Log customer interactions and escalations
• Coordinate cross-functional work (CS → Sales → Support → Product)
• Report on retention/expansion metrics

You're the person building and maintaining those systems.

Competitive Landscape

Internal Competition for Resources: You're competing with product, sales ops, and marketing ops for engineering time and budget. Every team wants their systems improved.

Technology Landscape: You're likely working in a stack that includes Salesforce, Gainsight (or similar CS platform), Jira, Slack, data warehouse, BI tools. The challenge is making them all talk to each other and actually serve the business need vs. just being implemented.

What You'll Actually Do

Time Breakdown

Stakeholder Meetings (30%) | Building/Configuring (35%) | Documentation/Training (20%) | Strategic Planning (15%)

Key Activities

• Requirements Gathering: You sit with CS managers, TAMs, and PS leaders to understand their pain points. "Our health score model doesn't work." "We can't see which accounts are at risk." "Reporting takes 4 hours manually." You translate these into system requirements.
• System Configuration: You're in Salesforce/Gainsight building custom fields, workflows, dashboards, and reports. You set up automations—like triggering a task when usage drops 20%, or surfacing renewal risk scores.
• Data Wrangling: You work with data engineering to get usage data, support ticket data, and product telemetry flowing into your systems. You build the joins and transformations to make metrics actually useful.
• Change Management: You train teams on new processes, document how things work, and deal with pushback when people don't want to change their workflow. Half your job is getting people to actually use what you build.

The Honest Reality

What's Hard

• Everyone wants different things: CS wants real-time health scores, TAMs want better escalation tracking, PS wants project management tools. You can't build everything at once and have to prioritize, which means saying no.
• Technical debt: You're inheriting systems built during hypergrowth. Things are broken, data is messy, and you'll spend months cleaning up before you can build new stuff.
• Adoption is a grind: You can build the perfect dashboard, but if CSMs don't update their account plans in the system, it's useless. You'll spend a lot of time on enablement and nudging people to change behavior.
• Moving target: Business needs change fast at a company growing this quickly. A system you build in Q1 might need a redesign by Q3 because the team structure changed.

What Success Looks Like

• CS leaders can see real-time account health and renewal forecasts without asking for manual reports
• Renewal predictions are accurate within 5-10% quarter over quarter
• TAMs and CSMs actually log their activities in the system (80%+ adoption rate)
• You reduce time spent on manual reporting by 50%+
• New hires can onboard into systems in days, not weeks

Who You're Working With

Primary Stakeholders:

• VP of Customer Success (wants retention metrics and expansion pipeline visibility)
• Director of Technical Account Management (wants customer health tracking and escalation management)
• Head of Professional Services (wants project tracking and resource utilization metrics)
• Revenue Operations leadership (you report here—need to align with broader rev ops strategy)

What They Care About:

• Accuracy: If the data is wrong, they can't trust forecasts or make decisions
• Speed: They need answers fast—"What's our Q4 renewal forecast?" should take 30 seconds, not 3 days
• Usability: If it's clunky, their teams won't use it
• Scalability: Whatever you build needs to work when they double headcount next year

Requirements

• 3-5+ years in revenue operations, sales operations, or systems administration—ideally post-sales focused
• Deep Salesforce knowledge (you'll live in it daily)—admin certification is a plus
• Experience with CS platforms (Gainsight, Totango, ChurnZero, or similar)
• Familiarity with data tools (SQL, BI platforms like Looker/Tableau, basic data modeling)
• You understand SaaS metrics cold—net retention, gross retention, logo vs. revenue retention, NDR, expansion rate
• Project management skills—you're balancing multiple stakeholders and deadlines
• Comfortable with ambiguity—you're building the plane while flying it
• Bonus: experience at a high-growth B2B SaaS company that scaled from 100 to 1,000+ employees