Partner Success Lead

About the company

the company’s mission is to create reliable, interpretable, and steerable AI systems. We want AI to be safe and beneficial for our users and for society as a whole. Our team is a quickly growing group of committed researchers, engineers, policy experts, and business leaders working together to build beneficial AI systems.

the company's consulting and systems integration partners now sell and deliver Claude work at growing volume, and selling alongside partners is working. What matters next is delivery: whether the partner completes the work, whether the customer's Claude usage grows and holds, and whether the outcome is good enough that the customer asks for that partner again.

The Partner Success Lead owns that outcome. You will hold a book of in-flight customer engagements across a set of managed partners in North America. From the day our Partner Delivery program matches a customer engagement to a partner in your book, you own it to a completed outcome: the work finishes on scope, the customer's Claude usage grows, and a stalled engagement gets diagnosed and unblocked before the customer disengages.

You wake up every day on one question: what is each partner in my book doing, and is the work getting done.

• Own every customer engagement in your book from partner match to completed outcome. Know the state of each one every week: scope, timeline, blockers, and the customer's Claude usage trend.

• Run the weekly delivery review across your book, and bring stalled or at‑risk engagements to the weekly at‑risk account review with a diagnosis, an owner, and a specific ask rather than a status list.

• Unblocking. Partner capacity, scope creep, customer readiness, product questions, deal‑registration conflicts, and customer dissatisfaction with partner work: get each issue to the right internal team and stay on it through resolution.

• Own delivery quality and consumption across your book. Track engagements completed on time, time from match to completion, delivered consumption and weekly active use on the customer accounts your partners serve, and the accounts trending toward at‑risk.

• Build senior relationships with each managed partner's practice and delivery leadership. Together with the Partner Account Manager and other the company counterparts, establish the executive‑level trust that lets you ask a partner to restaff, elevate, or invest — and be taken seriously — when an engagement needs it.

• Build each partner's Claude practice as the compounding work: certified bench depth, one repeatable offering in a chosen industry lane, and a published customer story from each completed engagement, so the next engagement needs less from you.

• Turn what works into methodology. Convert the moves you prove in your book into named, reusable best practices — engagement review packs, unblocking plays, practice‑building guides — written clearly enough to be shared at scale across partners, the Partner Success team, and the contract delivery team running the same loop.

• Run the quarterly practice review with each managed partner's alliance and delivery leads: joint goals on completed customer engagements, customer adoption, certified practitioners, references, and industry positioning.

• Present and persuade across audiences. Deliver partner executive briefings, practitioner enablement sessions, and internal reviews with equal command — this role is regularly the voice of Partner Success in front of a partner's leadership, a delivery team, a customer, or the company's own leadership.

• Steward funding requests from partners in your book. Recommend for or against co‑investment and program funding requests against a stated outcome, and reconcile against milestones. The bar is outcomes, not consultant hours.

• Work the handoffs cleanly: from Partner Sales when a partner deal closes, and from the Partner Delivery program when an engagement is matched to a partner in your book. Coordinate with the Partner Account Manager on any strategic partner that has one, with Customer Success Managers on customer‑side account health, and with the company's direct sales field on joint accounts.

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