Director of Solutions Architecture (Hiring Immediately)

The Director of Solutions Architecture is a commercial leadership role. The primary mandate is driving new and expansion Annual Recurring Revenue (ARR) — by deploying the right SA talent on the right deals, removing architecture friction from the sales cycle, and making this team a reason Diligent wins, not a checkpoint that slows the process down.

This function operates in service of Sales, not above it. The operating standards, escalation frameworks, and quality gates in this practice exist to move faster and win more credibly — not to police the deal. The Director's job is to ensure that is what they actually do in practice.

Where the Principal Solutions Architect owns the technical standard, the Director owns the people, the coverage, and the commercial outcomes: new ARR, expansion ARR, and Gross Dollar Retention (GDR) on large enterprise accounts. Global scope means managing talent across Americas, EMEA, and Asia-Pacific with consistent standards and commercially grounded deployment decisions.

This role is for people who want to build the team and own what it produces commercially.

Organizational scope

Sales is the primary commercial partner. The Director works with Sales leadership — regionally and globally — on pipeline strategy, SA coverage decisions, and removing architecture friction from the deal cycle. This is not a support relationship; it is a joint ownership of ARR outcomes. Professional Services, Customer Success, and Value Engineering are organizational peers. The Principal Solutions Architect sets the technical standard; the Director ensures the team is deployed in a way that makes Sales faster, more credible, and more commercially effective on complex deals.

What you'll do

— Partner with Sales leadership as a commercial peer: align SA capacity to pipeline strategy, make coverage decisions that maximize ARR impact, and ensure the SA function is accelerating the sales cycle on complex deals — not creating process overhead; when Sales moves slower because of SA, that is a Director-level problem to fix.

— Own new and expansion ARR as a team outcome: the SA function's commercial value is measured in deals won and accounts grown, not artifacts produced; set the deployment model, deal prioritization, and engagement standards that make SA a competitive differentiator on the accounts that matter most.

— Own the global SA team: hiring, onboarding, performance management, and organizational design across SA1 through Senior Solutions Architect — globally, across Americas, EMEA, and Asia-Pacific.

— Hold direct accountability for Gross Dollar Retention on large enterprise accounts — track the metric, own the outcome, and drive the operational changes required to move it; GDR is the downstream measure of SA quality; if retention is at risk on a key account, the architecture the SA team produced in presales is part of the diagnosis.

— Build and maintain consistent performance standards globally: the same quality bar, escalation protocols, and development frameworks operate in every region — regional performance variance is a signal to act, not accept.

— Build the SA talent pipeline: identify high-potential SA1s and SA2s early, develop structured growth paths, and own the promotion decision framework in partnership with the Principal Solutions Architect's competency standards.

— Own SA capacity planning and headcount allocation: model coverage requirements by region and pillar, identify gaps before Sales leadership does, and make the case for resourcing with commercial data — not anecdote.

— Represent the SA function in executive-level conversations about pipeline health, delivery risk, retention performance, and talent gaps — as an owner with a position, not a reporter with an update.

— Partner with Professional Services leadership on GDR-critical accounts where post-signature delivery risk is directly connected to the architecture the SA team produced in presales.

— Drive alignment with Customer Success on expansion architecture: the accounts this team supported in presales are the same accounts Customer Success is trying to expand — own the continuity.

— Own SA practice budget and resource allocation; make investment decisions that are commercially justified and operationally grounded.

What we're looking for

— 10+ years in enterprise SaaS pre-sales or solutions architecture, with 3+ years managing a team of senior technical professionals across more than one geography.

— Demonstrated GDR or retention accountability — has owned an outcome tied to customer retention, not just supported it; can point to specific operational changes they drove and the commercial result. <