Intelligence Center X is Siemens' platform for the agentic enterprise

The next wave of enterprise software isn't about writing more code — it's about giving organizations the tools to combine trusted data, AI, and applications into systems that can reason and act on their own. Intelligence Center X delivers that today, through five capabilities — an Enterprise Knowledge Graph, AI/ML, agentic application development, orchestration, and governance — that together move enterprises from static software to intelligent, autonomous systems.

For the customers we serve, that shift shows up in very concrete ways: engineers and data leaders who can finally find and trust the data buried across decades of enterprise systems; teams that go from idea to working application in days instead of quarters; and AI initiatives that move out of pilot purgatory and into production because the underlying data and governance can actually support them. Whether you're building this platform, proving its value to customers, or bringing it to market through our partner ecosystem, your work directly drives those outcomes for some of the most complex organizations in the world.

This is one of the most ambitious enterprise AI platforms in the market — built on decades of deep domain expertise across industries as varied as manufacturing, banking, insurance, financial services, and healthcare, and already running in production at real scale for organizations with some of the most demanding data and compliance requirements in the world. If you want to work at the intersection of enterprise AI, knowledge graphs, and agentic applications — with real customers and real production stakes, across nearly every major industry — this is where that work is happening.

Technical PreSales Manager – Channel Partners
Organization: Intelligence Center X (ICX), Americas
Reports to: VP, PreSales – Americas

Position Summary

As part of the Americas PreSales management team, leads a team of technical and business development resources dedicated to the Channel Partner ecosystem. The team's mission is twofold: enabling partners to independently position, demonstrate, and deliver the Intelligence Center X (ICX) product suite, and supporting channel sales representatives in active pursuits — in direct service of the goal of 50% of revenue through the channel.

The manager's job is to build the team, the operating system, and the relationships that allow their people to succeed — and to personally own the hardest part of the channel environment: navigating competing demands from partners, channel sales, and internal Siemens organizations, and making the prioritization calls their team cannot make for themselves.

The Leadership Mandate

The channel presales function today operates without dedicated leadership — capable individuals working in isolation, deal-by-deal, without a system behind them. This role is chartered to change that by providing:

Direction — a clear vision, identity, and operating model for the team; explicit priorities so team members know what to say yes to and, just as importantly, what to decline.
Advocacy — representing the team's capacity, needs, and constraints upward and outward, so the function is resourced and positioned to succeed rather than stretched until it breaks.
Air cover — absorbing the organizational friction (escalations, competing stakeholder demands, priority conflicts) so the team can focus on partners and pursuits.
Development — coaching, career paths, and a talent pipeline that makes the team a destination rather than a way station.

Navigating a Multi-Stakeholder Environment

The defining challenge of this role is that the team serves several constituencies whose interests overlap but do not align. The manager is the integration point, expected to:

Balance partner needs against our own. Partners want maximum support and fastest enablement; the business needs partners to become self-sufficient so the team's capacity scales. The manager sets and defends the line between direct engagement and partner self-service, and holds it even when individual deals create pressure to cross it.
Balance enablement against pursuit support. Channel sales reps will always want the team in active deals; long-term scale requires protected investment in partner readiness. The manager owns this capacity allocation and is accountable for both outcomes, not just the urgent one.
Broker relationships with internal groups. The team's work intersects with Siemens enterprise presales, Xcelerator portfolio teams, vertical/industry organizations, and channel sales management. The manager builds the working relationships and operating rhythms that turn these groups into force multipliers rather than sources of friction — bringing channel and enterprise experts together on pursuits, negotiating shared account approaches, and resolving conflicts over ownership and credit before they land on the team.
Manage competing definitions of success. Partner leadership, channel sales, and ICX leadership each measure this team differently. The manager reconciles those expectations into a coherent set of priorities and communicates trade-offs transparently in all directions.

Key Responsibilities

Team Leadership & Development

Establish the team's vision, identity, and operating model; build a culture of collaboration, accountability, and coaching.
Manage personnel decisions including recruitment, training and development, and performance management, in line with relevant regulations.
Coach team members in the development and delivery of partner enablement and customer-facing engagements; develop future leaders and improve engagement, morale, and retention.
Establish career paths and a scalable talent pipeline, including alignment with early-career programs.

Operating Model & Governance

Design repeatable engagement frameworks that define how and when the team engages — partner enablement, co-sell support, and direct pursuit support — with clear entry and exit criteria.
Create consistent operating rhythms with channel sales and partner leadership; review key pursuits and accounts, agreeing a common approach and priorities.
Manage business operations including budget/cost control, business planning, monitoring, and reporting.

Partner & Sales Alignment

In partnership with sales executives and management, contribute to the sales pipeline strategy, understanding the PreSales contribution requirements across partner-sourced, partner-influenced, and co-sell motions.
Oversee the partner onboarding-to-productivity journey — training, certification, and readiness programs — delivered by the team, with the manager accountable for its design and outcomes.
Move the engagement model from transactional, deal-by-deal support toward shared planning, account continuity, and trusted long-term relationships.

Ecosystem Integration

Build durable partnerships with Siemens enterprise presales and Xcelerator portfolio teams; establish account planning and attach motions across adjacent portfolio areas.
Participate in relevant Zone-level meetings and councils, contributing to planning and reporting; contribute to global initiatives originating from agreed council priorities and strategy.

Success Will Be Measured By

Partner-sourced pipeline and revenue growth; partner time-to-productivity; partner technical readiness; team capacity and coverage across the ICX product suite; cross-portfolio pipeline from the Siemens ecosystem; team engagement, retention, and talent development; and contribution to the 50% channel revenue goal.

Qualifications

Proven people-leadership experience with technical teams — building culture, coaching, and developing talent — ideally in a presales, solutions consulting, or partner enablement context.
Demonstrated ability to operate in a matrixed, multi-stakeholder environment: negotiating priorities across sales, partner, and product organizations, and managing up, down, and sideways with equal skill.
Experience with channel/partner sales motions and partner economics; understands the tension between enabling partner independence and supporting near-term deals.
Ability to build scalable programs and operating models rather than deliver individual engagements; technical credibility across enterprise software sufficient to earn the team's and partners' respect, without needing to be the deepest expert in the room.

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