Been in professional services (post sales and consulting) and pre-sales all my career. Joined proserve and Was at AWS proserve as L6 sr architect (promoted from L5 when I joined), and subsequently laid off last year, tenure was a little over 4 years. I posed this as a reply but feel its relevant to this thread. I loved my time there at AWS, and would love to go back if I found the right role that but I woulnt go back to proserve. Its a mess compared to the SA org. That is why Francesa Vasquez runs proserve now as she was the leader for the SA org years back. although technically SA org is under SMGS all up org anyway
Its a difficult ask to show ROI on the rate cards they already are at, when AWS partners, other consultancies etc are cheaper and can also produce quality work. That is why Proserve hasnt been a profit center, its a cost center, and why its gone through many reorgs and leader to even try to get to cost neutrality. The value add of Proserve compared to partners is that they have direct lines of communication and able to bring in anyone from engineering teams (SDEs), to BDM/PDMs, to AMs, to SAs, Premium Support, etc and be that conduit for the customer if they run into an issue, specific use case, escalation, etc. BUT many proserve consultants (espeically below L6) dont know (or havent been taught) those lines of inquiries so its difficult to see high ROI and really show the true value add. This is a big miss from leadership if the people on the ground cant demonstrate or explain their value especially compared to partners, which can be just as competent and cheaper...
So between the two, SA/pre-sales org.
Been in professional services (post sales and consulting) and pre-sales all my career. Joined proserve and Was at AWS proserve as L6 sr architect (promoted from L5 when I joined), and subsequently laid off last year, tenure was a little over 4 years. I posed this as a reply but feel its relevant to this thread. I loved my time there at AWS, and would love to go back if I found the right role that but I woulnt go back to proserve. Its a mess compared to the SA org. That is why Francesa Vasquez runs proserve now as she was the leader for the SA org years back. although technically SA org is under SMGS all up org anyway Its a difficult ask to show ROI on the rate cards they already are at, when AWS partners, other consultancies etc are cheaper and can also produce quality work. That is why Proserve hasnt been a profit center, its a cost center, and why its gone through many reorgs and leader to even try to get to cost neutrality. The value add of Proserve compared to partners is that they have direct lines of communication and able to bring in anyone from engineering teams (SDEs), to BDM/PDMs, to AMs, to SAs, Premium Support, etc and be that conduit for the customer if they run into an issue, specific use case, escalation, etc. BUT many proserve consultants (espeically below L6) dont know (or havent been taught) those lines of inquiries so its difficult to see high ROI and really show the true value add. This is a big miss from leadership if the people on the ground cant demonstrate or explain their value especially compared to partners, which can be just as competent and cheaper... So between the two, SA/pre-sales org.
That is great summary .Respect ππ»!!