Services Development Manager, Hybrid Infrastructure

The Services Development Manager sits within PPM and aligns with the S&S Practice on the go-to market on services strategy from a partnership lens. The role translates partner strategy, roadmaps, programs, and funding into CDW-delivered services that attach to partner solutions across the assigned practice, then works with the S&S Practice on how those services are defined, packaged, positioned, and differentiated.

It owns the services attach strategy, secures and directs partner co-investment toward services, and equips sellers and presales with the plays, scoping guidance, and enablement required to position practice services  an individual contributor, this role is the connective tissue between the partner ecosystem, PPM Brand and Category teams, the S&S Practice, Sales, and Presales, and is accountable for services attach, pipeline, and bookings outcomes within the practice.

• Serve as PPM's services front door to the partner ecosystem, translating partner roadmaps, programs, and incentives into CDW-delivered services that attach to partner solutions.

• Align partners to a CDW-led services model, clarifying where CDW-delivered services complement rather than compete with partner offerings, and lead partner-facing enablement so partners can articulate CDW capability and route qualified opportunities into CDW delivery.

• Secure partner co-investment directed at services — enablement funding, certification, capability build, and joint services plays — working through the PPM Brand and Category owner for each partner.

• Drive practice participation in partner-funded services programs including Services Acceleration and partner investment motions.

• Build services attach into category and partner plans, bids, and distribution motions so partner product deals become product-plus-services deals.

• Bring partner, market, and field demand evidence into the Practice services roadmap, informing the build, partner, or retire decisions the Practice owns.

• Partner with the S&S Practice on services portfolio strategy — definition, packaging, tiering, positioning, and differentiation against both partner and competitor alternatives.

• Define service tiers and packaging from assessment through implementation to managed, including attach and pricing guidance developed with the Practice and aligned to partner program economics.

• Work with Practice delivery leaders to identify the skills, tooling, and process constraints blocking scale, and prioritize the capability investments — partner-funded where possible — that remove them.

• Translate practice services into seller‑ready motions to attach to partner solutions: playbooks, positioning, discovery questions, scoping guides, and competitive differentiation.

• Establish what-to-sell-when guidance tied to partner and practice triggers such as refresh cycles, end‑of‑life and end‑of‑support events, platform migrations, and licensing or consumption model changes.

• Set early‑stage engagement standards with Presales so services enter the deal cycle alongside the partner solution rather than as a late attach, and drive repeatable attach mechanics including auto‑attach motions, fixed‑scope offers, and bucket‑of‑hours constructs.

• Lead pipeline inspection and opportunity shaping routines with Sales and Presales, and improve intake‑to‑opportunity workflow so services opportunities sourced by delivery and partner teams are captured and routed consistently.

• Develop joint campaigns with Marketing, the Practice, and partners — funded through partner marketing where available — to drive targeted, profitable services growth.