Five Years in Five Lessons: Presales Transformations Since 2019

Hidden Figures (2016) is a biographical drama that highlights the remarkable contributions of three African-American women who worked at NASA during the 1960s space race. Among them was Dorothy Vaughan, who played a pivotal role in transitioning mathematical calculations from human computation to the IBM mainframe. This was a critical business solution that enabled NASA to increase accuracy and efficiency in its space missions.

What truly sets Dorothy apart, however, is her initiative. Recognising the importance of the new technology, she not only taught herself but also trained her team to program the IBM mainframe using Fortran. This is a key example of how, during a time when the presales function was not yet defined, technical problems still arose with new solutions—such as the IBM mainframe, which famously couldn’t even fit through the door initially. Dorothy’s foresight and leadership bridged that gap, turning a logistical challenge into a long-term success for NASA.

Presales roles have historically been filled after sales positions, primarily because sales representatives have traditionally been involved in the selection process and the focus was on driving immediate revenue. However, over the past two decades, the presales role has evolved significantly, with its responsibilities becoming more clearly defined and aligned with broader business objectives. Today, presales professionals are no longer seen as a secondary function or, as some might have perceived, a “sales prevention” team. Instead, the role has transformed into a strategic partnership with the sales team, providing critical technical expertise, solution alignment, and customer insight. This shift has elevated presales to an equal standing, where they collaborate closely with sales to drive value-based engagements, ultimately playing a key role in closing deals and ensuring customer success.

In the first two decades of the 21st century, the presales function was largely defined by its support role in the sales process, primarily focused on technical validation, product demonstrations, and solution design. Presales professionals acted as the bridge between sales teams and customers, ensuring that the proposed solution met the technical and business requirements of the customer. However, the role was often perceived as secondary to sales, with a reputation in some circles as the “sales prevention” team, because their thorough technical assessments occasionally revealed limitations or risks in a deal.

In the years leading up to 2020, presales was evolving but still operated within a largely traditional framework—supporting sales, attending meetings as subject matter experts (SMEs), and helping to close deals by providing detailed, technical input. Sales teams often leveraged presales professionals as a “value-add” for their customers, positioning their expertise as an additional benefit that demonstrated deep technical knowledge and product understanding. The primary focus remained on understanding customer needs and validating product fit, but the strategic aspect of the role was still taking shape. Presales was seen as an asset to help win deals, yet its potential to drive deeper, consultative engagements and shape customer outcomes had not fully matured.

However, as technology became more complex, modular, and compartmentalised, and as the customer buying process shifted towards more informed, value-driven decision-making, the importance of presales began to rise. In the two decades leading up to the defining moments of presales responsibilities, simply being highly technically savvy in the solution started to diminish as the sole value to customers. The role of presales began to evolve beyond just technical expertise, requiring professionals to engage with customers more strategically, focusing on aligning solutions with broader business challenges and delivering tailored value. Customers no longer sought just technical validation; they desired insights, industry expertise, and guidance to navigate increasingly complex decision-making environments.

In 2019, budgets among most vendors were approved for a 2020 expansion of presales teams globally. At that time, there were actually more jobs available than there was presales talent to fill the growing demand. This led to a wave of over-hiring, and due to the shortage of experienced presales professionals, companies began exploring other avenues, such as bringing in post-sales consultants or in-house architects. However, these individuals often lacked the specific presales skills necessary for success in the role. As a result, many presales teams were staffed with professionals who needed to bridge the gap between their existing expertise and the distinct demands of presales, creating a challenging dynamic that would eventually feed into the broader trends seen during the Great Presales Resignation phase in 2021.

The Presales Great Resignation phase in 2021 was largely driven by the burnout experienced within the presales profession. Mandatory government lockdowns and the unexpected rise of virtual client engagements placed immense pressure on presales teams, leading to exhaustion and dissatisfaction. During this time, many organisations began freezing headcounts or putting new hiring on hold, creating a sudden shortage of available presales talent. This shift gave presales professionals a sense of empowerment, as they realised their skills were in high demand. Feeling confident in their ability to secure better opportunities, many chose to resign from their current roles in search of more fulfilling, flexible, and rewarding positions elsewhere.

The Great Resignation revealed a significant shift in how employees, particularly in presales, viewed their careers and workplace expectations. Many resigned in search of higher compensation, better benefits, and more meaningful work. This was especially true when organisations, in response to the growing demand for remote engagement, provided “cheap and unthoughtful” virtual learning and development opportunities to their presales teams. This lack of investment in quality development further fuelled dissatisfaction, as employees sought environments that prioritised genuine growth and career support.

By early 2022, the presales role began to take on a new shape, evolving from purely technical support to Strategic Partners in the sales process. This transformation saw presales professionals moving beyond product demonstrations and technical validation to more consultative roles, directly influencing business outcomes. Customers demanded more personalised, value-driven engagements, prompting presales teams to upgrade their skills and develop a deeper understanding of how solutions aligned with broader business goals. Alongside this shift, virtual training also advanced, moving from basic, impersonal formats to more human and interactive virtual training experiences, further enhancing the impact of presales professionals in driving long-term customer success.

The Great Presales Upgrade employment phase is characterised by a strong emphasis on enhancing both presales skills and organisational structures. This period focuses on personal and professional development, with individuals seeking to up-skill to remain competitive in an increasingly digital and remote-focused environment. Organisations have invested in improving employee experiences, offering better training, flexible work environments, and stronger mental health and wellness support. Companies have also rethought their talent strategies, prioritising quality over quantity, shifting from mass hiring to retaining and developing existing employees through thoughtful learning and development initiatives. The Great Upgrade reflects a strategic shift towards growth-oriented employment practices, where both presales people and employers emphasise long-term success and adaptability.

Organisations faced significant challenges in retaining talent, as the cost and time associated with rehiring proved to be both burdensome and inefficient. In this process, many companies also came to acknowledge a shift in the balance of control, with employees now holding more influence over their career choices and workplace expectations. Traditionally, organisations had greater control over employment dynamics, but the evolving job market has empowered employees to demand more flexibility, growth opportunities, and support, forcing companies to adapt their strategies to retain top talent and remain competitive.

We are in 2023, and while the world has returned to normal — at least in practice — presales professionals are finding it difficult to fully embrace the reality of leaving behind the joys of 100% remote work. Many continue to prolong remote working, holding on to the flexibility it provided. As organisations push for Return to Office (RTO) policies, presales teams are rediscovering the dynamics of traditional presales — engaging more directly with customers and internal teams in person. However, this transition has revealed an undercurrent of disengagement, contributing to what we now recognise as the Quiet Quitting phase.

In this phase, presales people continue to meet their basic job requirements but lack the enthusiasm and extra effort that traditionally drove innovation and success in presales roles. The shift from remote to in-person work has left many professionals grappling with burnout, a sense of being undervalued, or a disconnect between their current work environment and the flexibility they had grown accustomed to.

Quiet quitting is particularly challenging for high-tech organisations to detect because these employees are still technically fulfilling their responsibilities, but without the discretionary effort necessary for long-term success. This lack of engagement has a ripple effect, slowing down productivity and innovation. Compounding this issue is the fact that many organisations have responded to the perceived lack of contribution by laying off employees, further reinforcing the idea that those who don’t fully re-engage with traditional presales approaches are expendable. The demand for meaningful work, strong support, and better work environments has become more critical than ever to keep presales teams truly engaged and invested.

Within a typical 5-year sales cycle, it’s common to experience a mix of performance outcomes when it comes to meeting presales team quotas. Generally, 2-3 of those years will be stable years, where the team meets its targets but without significant over-performance. One year will often stand out as exceptional, where sales exceed expectations due to favourable market conditions, strong demand, or a standout product launch. However, it’s also expected that one year will be a “crappy” year, where external factors such as economic downturns, shifts in buyer behavior, or internal challenges may cause the team to miss its quota. This cyclical pattern is something most sales teams account for when planning long-term strategies and commissions.

In late 2023 and throughout 2024, we have witnessed the disruptive rise of AI within high-tech solutions. While these advancements are often marketed as game-changing, their true impact remains to be fully measured—sometimes they appear to offer only superficial value gains. Only time will reveal their real significance. More crucially, the presales world continues to evolve, and at its core, the fundamental problem remains: it’s not about selling the product. In fact, “selling” as a mindset is no longer effective. The key lies in moving away from a product-centric focus and rediscovering the fundamentals of presales. It’s about understanding customer challenges and providing value-driven solutions, rather than merely teaching technical salespeople how to demo a product. The future of presales will depend on empathy, insight, and a genuine focus on solving real problems, not just showcasing features.

Heading into 2025, the presales function is evolving into a more strategic, consultative, and technology-enabled role. The future of presales will require a combination of advanced digital tools, continuous skill development, and a deep focus on customer relationships. While AI and automation will handle repetitive tasks, the true value of presales professionals will lie in their ability to build trust and connect with customers on a deeper level. By leveraging AI, improving digital engagement, and enhancing collaboration across teams, presales teams will drive business success by creating meaningful, solution-oriented conversations that resonate with customers’ real business challenges. Despite the rise of technology, empathy and human connection will remain at the heart of presales, ensuring it continues to be a vital force in customer engagement.

Over the past 25 years, the presales role has transformed significantly, from a primarily technical support function to a strategic, consultative partner in the sales process. This evolution has been shaped by advances in technology, changing customer expectations, and the increasing complexity of the solutions being sold. Despite these transformations, one core principle remains unchanged: the art of technical selling will always be a person-to-person act. As we head into 2025 and beyond, presales professionals must continue to develop not only their technical expertise but also their behavioural and transformational skills. Continuous learning and adaptation are essential to staying relevant in an ever-evolving landscape. Building strong customer relationships, creating trust, and offering meaningful insights will remain at the heart of presales success, ensuring that the human element in selling never loses its importance.

In the modern presales environment, the ability to thoroughly research and prepare for customer meetings is crucial to delivering value-driven solutions. With the rise of AI tools and digital platforms, presales professionals can now “outsource” repetitive and time-consuming tasks, such as data analysis, proposal generation, and report creation, to these technologies. This allows them to focus on more strategic activities, like understanding the customer’s business challenges and aligning solutions accordingly. AI can also assist with architectural and sizing requirements, ensuring accuracy and speed in tailoring solutions for prospects. By leveraging these tools, presales teams can be more efficient and precise, freeing up time to concentrate on building deeper, consultative relationships with customers and driving long-term success.