From Professional Services to Solution Architect: My Journey from the Trenches to the Frontlines

Keeping an open-mind, maintaining a positive attitude, and having a strong desire to learn are critical for growth I found, particularly when I was exploring unfamiliar roles and industries. For me, Presales was one of those areas—something I didn’t quite understand at first. My initial exposure to Presales was limited! I met the “Presales” folks only toward the end of a deal, close to the signing stage, missing all the hard work leading up to that moment. It left me curious about what I had missed and the value these teams brought to the sales process.

I soon realised that understanding Presales goes beyond just knowing the process—it requires a level of curiosity about how the client stakeholders feel and what they truly need from us as partners. By trying to think of a mindset of learning and being willing to ask the right questions, I began to uncover insights into not just what we were selling, but why it mattered to the client and how it solved their problems.

Back then, when I was introduced as a Post-Sales consultant, I didn’t fully grasp my role’s impact or why I came into the picture so late. There was no clear structure, little training, and almost no guidance from leadership. The phrase “it depends” echoed often, leaving much up to interpretation. I learned firsthand how Presales can often be an area without clear frameworks, requiring a willingness to figure things out on your own and adapt quickly to the nuances of each situation.

For nearly a decade, I worked in Professional Services (PS), diving into technical waters at major high-tech top-tier vendor companies. I relished learning the intricate details of the products I was implementing, but I found myself curious about the bigger picture:

• How does the solution I’m working on align with the company's objectives?

• What’s keeping senior leadership up at night?

• Am I really moving the needle on core initiatives, or am I just fulfilling a checkbox on an audit sheet?

These questions lingered. Then, in 2018, I had my first taste of Presales. My first realisation after transitioning from a super-technical role to Presales responsibilities was a surprising one—it’s not about showing off technical prowess; it’s about understanding people. Suddenly, it wasn’t just about giving the right answers, but asking the right questions. In school, I was taught to listen and respond, but in Presales, I quickly learned that listening is just the beginning—it’s about listening to become an “ASKING” machine, digging deeper into what really matters to the customer.

Transitioning from Professional Services to Presales opened my eyes to a different side of customer engagement, where the focus shifted from purely technical implementation to understanding the broader business needs of clients. Initially, my Presales exposure came from stepping in to support busy teams, leading pitches, and paid Proof-of-Concept sessions—experiences that revealed the importance of asking the right questions and tailoring solutions to customer challenges. This role required me to not only leverage my technical skills but also to develop a consultative mindset, challenge assumptions, and manage my time effectively to support the sales process. The journey has taught me that in presales, understanding people and business strategy is just as crucial as mastering the technology.

Thankfully, I had mentors who nudged me toward presales, hinting that I had a knack for it. They weren’t wrong—I found myself enjoying the process of evangelising the products and understanding what customers really needed. It felt less like selling and more like enabling, which played well to my strengths.

During my schooling and university years, I was taught to listen and respond accordingly. However, in presales, I was exposed to a completely different approach—one where the focus shifted to “question” and “guide,” engaging with clients to uncover deeper needs and lead them to the right solution.

After realising that Presales was an area I wanted to explore, I transitioned into a full-fledged Presales Engineering role at a new company as I was given the opportunity. This shift came in the middle of the COVID-19 pandemic, which meant I had to wear multiple hats, often juggling both Presales and Post-Sales work. It was challenging, but it was invaluable as I understand today in 2024. I quickly learned both sides of the equation, which gave me a unique perspective and allowed me to collaborate effectively across teams.

I quickly realised that the job of Presales is far from easy. I faced a variety of challenges, particularly when working alongside account executives with different levels of experience and maturity. Some encouraged me to take the lead, providing support and guidance, while others empowered me more directly, entrusting me with full ownership of key aspects. Along the way, I learned a valuable lesson: sales reps have their own working styles and preferences, which meant I had to adapt my approach to align with their way of selling. It required flexibility, open communication, and a willingness to adjust, but it ultimately helped me grow and become more effective in my role.

As a Solution Architect (SA), I found myself with a bird’s-eye view—somewhere between high-level strategy and deep technical execution. I had to rethink my approach to problem-solving.

These are some of my learnings:

Despite the shift in roles, many of the skills I developed in Professional Services have proven to be highly valuable in my Presales career which I didn’t realise at first:

I believe that Professional Services Consultants have a great foundation to become excellent Presales Architects—at least initially or until a clear understanding and appreciations of that role is understood. Both roles require a strong combination of hard and soft skills. But Presales have their own nuances, especially in terms of sales strategy, and I’m still learning every day. I heard it enough from sales leadership “you have to become more salesy and become a Trusted Advisor” and I started to categorise it in the “hollow pitch” category and I found it hard to understand what the really add of any value beyond buzzwords was.

This journey has taught me that the technical skills I developed in Professional Services are only part of the equation. The transition to Presales has expanded my perspective and skill set in ways I never expected. If you’re considering making a similar leap, I can tell you this: it’s challenging, but rewarding beyond measure.