Senior Manager, Strategic Technical Consulting

ABOUT THE ROLE

Technical Consulting is Ramp's post-sales technical delivery team. When a finance org needs Ramp to work the way their business actually runs, this is the team that takes customers through that transformation, from complex accounting issues to integration errors to everything in between.

The Senior Manager, Technical Consulting, Strategic leads the team responsible for Ramp's largest and most strategic accounts. You'll own post-sales technical implementation for this segment end to end — from technical discovery and solution design through go-live, adoption, and expansion — working shoulder-to-shoulder with our Customer Activation team, with whom you'll co-own activation milestones and time-to-value.

Strategic customers arrive with multi-entity structures, legacy ERPs, in-flight finance transformations, procurement and treasury requirements, and executive sponsors who expect a named technical leader in the room. Your team is the last line of technical escalation for these accounts — there is no tier above you.

This role suits an experienced leader who can hold two things at once: the operating rigor to run a delivery function at scale, and the technical credibility to sit across from a Controller or VP of Finance and design the solution live.

WHAT YOU'LL DO

- Lead and grow the Strategic Technical Consulting team — coach senior and principal-level consultants, own hiring, onboarding, performance, and career architecture, and build a bench deep enough to scale with the segment

- Own post-sales technical implementation for Ramp's largest accounts — accountable for solution quality, delivery timelines, and technical outcomes across the portfolio

- Co-own activation milestones with Customer Activation — build a joint operating model where TC drives technical design and Activation drives adoption and enablement, with shared accountability for time-to-value and a single, coherent customer experience

- Serve as the terminal escalation point for complex technical and delivery challenges — ERP integration failures, custom API work, at-risk go-lives, and commitments made pre-sales that need to be re-scoped

- Define the Strategic delivery model — scoping standards, solution design review, rules of engagement with CSM/AM/Activation, staffing and capacity models, and quality bars that hold up under enterprise scrutiny

- Run the function with operational rigor — forecast capacity, balance workload across accounts, instrument the team with KPIs (time-to-value, go-live on-time rate, escalation volume, adoption and expansion attach), and use the data in coaching and planning

- Partner cross-functionally at the leadership level — Customer Activation, Strategic CSM and AM, Sales, Product, Engineering, and GTM Ops — to align on roadmap, feedback loops, and segment strategy

- Turn field insight into product influence — synthesize what Strategic customers actually need, champion it with Product and Engineering, and close the loop back to the field

- Set precedent where none exists — make sound calls in ambiguous, high-stakes situations, document the reasoning, and teach the team to do the same

WHAT YOU NEED

- 8+ years in technical consulting, solutions architecture, implementation, or professional services — with substantial time on enterprise or strategic accounts

- 3+ years managing individual contributors and owning team-level outcomes; experience managing senior or principal-level ICs strongly preferred

- Proven track record owning post-sales implementation for large, complex customers — multi-entity, multi-system, executive-sponsored engagements

- Deep fluency in ERP and financial systems (NetSuite, Sage Intacct, Oracle, Workday Financials, Microsoft Dynamics), APIs, SSO/HRIS integrations, and core accounting workflows (chart of accounts, subsidiaries, approval hierarchies, month-end close)

- Ability to assess and guide technical solution design at enterprise complexity — and to tell the difference between a configuration problem, a product gap, and a customer process problem

- Experience building the operating model between two functions — e.g. delivery and onboarding, or services and customer success — and making shared accountability actually work

- Executive-grade communication — able to hold the room with a CFO or Controller, advocate for your team internally, and translate technical trade-offs into business consequences

- Demonstrated judgment in ambiguity and a bias toward ownership in a fast-changing, high-growth environment

NICE TO HAVE

- Experience at an ERP or financial systems vendor (Workday, NetSuite/Oracle, Sage Intacct, Coupa) or in a Big 4 / systems integrator implementation practice

- Background in fintech, spend management, or AP automation

- Experience standing up or scaling a technical consulting / professional services function from an early stage

- Experience managing managers or team leads, or building the career ladder for a technical IC track