TA Processes

Process Overview

The pre-to-post sales handoff process consists of the following steps:

1. Technical Advisor Support Level is manually assigned on the Salesforce Account by TA leadership
2. The account is created in Vitally automatically once the Support Level is set
3. Customer Segmentation Assignment Vitally Playbook runs to assign account segment attribute of: Strategic, Enterprise, Mid-Market, or SMB.
4. If customer is a digital or scaled customer, the digital or scaled segment is set on the account.
5. Customer Lifecycle Stages Vitally Playbook runs to assign account as “0. Prospect”, the first step in the customer lifecycle. At this point, the account is created and all initial attributes about the new customer are assigned in Vitally.
6. 30 days out from the expected close date from the Salesforce new business opportunity, the Pre to Post-Sales Hand-off and Planning Vitally Playbook initiates to facilitate the handoff process.
7. If a Digital or Scaled customer, the CE tags customer contacts with the appropriate role on their contact card in Salesforce (it is multi-select).

8. Once the deal closes, the CE issues a production license and informs the TA to initiate their kick-off.

You can read more about each step below.

TA Assignment

Approximately 45 days before closure, TA leadership will assign the Technical Advisor Support Level on the Salesforce account to determine the customer segmentation for the customer. Once assigned, an account is created in Vitally and segmented as a Prospect. 35 days before closure, TA leadership assigns a TA to the Salesforce account record which is then updated on the Vitally record. The TA is notified of the assignment via Vitally.

AEs: Please use this copy to introduce the assigned TA to the customer

Hand-off process

35 days before closure the Pre to Post-Sales Hand-off and Planning Vitally playbook runs which creates the Handoff Doc template in Vitally and assigns the CE a task to fill out and schedule the knowledge transfer / handoff with the assigned TA and AE. If IE will be helping with the production implementation, they should attend too.

After the knowledge transfer session, either the TPM will be introduced to the customer to begin planning their production deployment or if IE will not be involved, the TA begins to plan and prepare for the partnership kick-off and begins to prepare for new user onboarding. They do this by working with the AE and CE to understand how many seats have been purchased, where these teams are located, and by identifying customer contacts to help coordinate onboarding.

Production License

Once a customer signs on with Sourcegraph, the CE will generate a full license key via Sourcegraph.com site admin based on the details of the contract. CE handles production licenses for net new business and expansions. TA is only responsible for licensing at time of renewal.

Process Overview

Our renewal process is a 5 step process that begins 120 days prior to the renewal date. The process lifecycle is as follows: . The Renewal Playbook Vitally playbook triggers the renewal process.

Renewal Process Phases

Entering the Lighthouse Program

1. When elevated to the Lighthouse program, the account TA is prompted to fill out an Account Save Plan document in Vitally
2. TA immediately meets with and reviews the plan with their AE counterpart, and shares with RSD and TA Director.
3. At the next Lighthouse program meeting, the TA presents the initial plan, with AE support. (Vitally master list) An exec sponsor is assigned to each account to directly support the account team in their efforts.

Lighthouse Program Cadence

On a weekly basis, the TA is quarterbacking the save plan. The TA is expected to maintain updates on the Save Plan in Vitally and review with their manager in their weekly 1:1s.

On a bi-weekly basis, the Lighthouse program sync occurs with cross-functional representation across the business including Sales, TS, Product, Eng, and Marketing. During the meeting, new entrants to the program are presented by the account TA and updates are provided for existing customers in the program.

• For new entrants, the TA presents the following:
  • The problem statement & goal: Why are they entering the program, what’s the current problem, what’s the result or results we want to achieve
  • Success criteria: It’s important to know when we’re done. What conditions, as quantitative as possible, need to be true to exit the program?
  • Save Plan: For each success criteria, what are the steps that need to be taken and by whom?
• For updates on existing customers, the TA presents the following:
  • Updates in the last 2 weeks
  • Blockers, risks, or asks

Exiting the Lighthouse Program

Once the goals of the save plan are met, as measured by the success criteria, Sales and TS leadership will collectively agree that the customer is in a healthy spot and they’ll exit the lighthouse program.

Pre-sales

• CE is expected to tag all known contacts during the pre-sales cycle no more than 7 days after the new customer contract is signed.
• CE should ensure that all properties above are defined.
• CE should create customer contact cards as necessary if they don’t currently exist.

Post-sales

• During the renewal process, TA should work with the AE to maintain the required properties above for customer contacts.
• In case of expansions where a CE was involved (demo, trial, POC), CE should tag newly identified contacts.
• TA/CE should create customer contact cards as necessary if they don’t currently exist.

Role property definition