Sr. Manager, Technical Customer Success

Port•Austin, TX

6d•Hybrid

About The Position

Port is the Agentic SDLC Platform. The way engineering teams build software is constantly evolving, and every new wave of AI operating across the SDLC makes engineering more powerful, but also more complex and chaotic. Port turns that chaos into control: one platform to build, govern, and operate the software development lifecycle, so every team can move as fast as technology allows. Following our $100M Series C, we are in an exciting stage of significant growth and expansion. As a product-led company, we believe the recipe for success is a world-class product that speaks for itself. About the Role We are looking for a Senior Manager, Technical Customer Success. In this role, you will own how the team performs, grows, and operates, reporting directly to the VP of Customer Experience. We have 8 Technical Customer Success Managers working with enterprise and mid-market engineering organizations across the US. They are sharp, technically credible, and do work with customers who have high expectations. Now we need someone to make the whole team better. We are building toward a team of 12, and you will be central to making that growth work. This is not a job for someone who manages from a distance. You will know your team's accounts. You will coach people through difficult conversations and complicated situations. You will step in when something needs senior judgment. And you will spend quality time thinking about the bigger picture: where risks are building across the portfolio, what is slowing the team down, and how to build programs and processes that hold up as we scale. We are looking for someone with strong technical instincts, experience leading customer-facing teams, and a commercial mindset. Someone who genuinely cares about developing the people around them. If that sounds like you, keep reading.

Requirements

7+ years in a technical, customer-facing role. CSM, TAM, Solutions Engineer, or something similar at a SaaS company. You know what good looks like in this work because you have done it.
3+ years managing technical, customer-facing teams. You have hired people, developed them, had hard conversations, and helped them get better.
A solid technical foundation in DevOps, platform engineering, and cloud-native environments: CI/CD, Kubernetes, Infrastructure as Code, and cloud providers. You do not need to be an engineer, but you need to be credible in conversations with the people your team works with every day.
Experience building programs that actually work in practice: onboarding frameworks, success playbooks, escalation paths, business review structures. Not just the slide deck version.
A data-driven approach to running your team. You define the right metrics, you look at them regularly, and you let the data inform what you do next.
Strong commercial instincts. You understand how retention and expansion work in enterprise SaaS, and you help your team think about the business side without losing the customer relationship.
Strong communication skills at every level. You can go deep with a platform engineer and then walk into a room full of executives and make it land.
Curiosity about where developer tooling and AI are heading. You do not need deep expertise on day one, but you should be someone who pays attention and wants to learn.

Nice To Haves

Experience with internal developer portals, platform engineering tools, or developer experience products
Familiarity with AI-assisted engineering workflows or developer productivity tooling
Experience building a team from scratch, or inheriting one and significantly raising its performance

Responsibilities

Manage and develop a team of 8 TSMs, with direct responsibility for their performance, growth, and day-to-day experience at work
Build a team culture where high standards and real care for customers go hand in hand
Recruit thoughtfully as the team grows toward 12, and set new people up to succeed quickly
Create career paths. The best TSMs should want to stay and grow at Port.
Build and continuously improve the playbooks your team runs every day: onboarding, adoption, business reviews, renewals, and expansion
Define the metrics that tell you how healthy the team and the portfolio really are, and use them to make good decisions
Find the patterns emerging across accounts and build programs that address them before they become problems
Create consistency without killing autonomy. Your team should feel like they are running a well-designed system, not following a script.
Be the person who gets called when an account is at risk. Your TSMs should know you have their back.
Engage directly with engineering executives and CTOs at key accounts, particularly around renewals, expansions, and difficult moments
Hold the team to a high bar on how they communicate value. Technical wins need to connect to business outcomes. Every time.
Work closely with Account Executives on the commercial side of the portfolio: renewals, expansion, and which accounts need more attention
Partner with Solutions Architecture on engagements that need deeper technical resources
Give Product and Engineering a clear picture of what is actually happening in the field. Not just individual feedback, but the real patterns.
Work with Marketing when the right customer stories emerge