### **Purpose \& Mission** To establish global *pre\-sales architecture* standards and processes, the early\-stage design and validation of client solutions that enable confident, fast, and high\-quality pre\-sales. The goal is to make pre\-sales architecture a shared responsibility across senior technical staff and a recognised growth path for consultants. To create a structured, collaborative, and scalable approach to pre\-architecture that: * Improves how we engage with clients in early solution design * Develops repeatable methods, processes, and reusable assets (so pre\-sales is repeatable, lower effort, more accurate) * Connects **pre\-sales architects across all regions into one active group.** ### **Core difference vs the current model** * **Pre\-sales architecture is part of seniority, not a favour** Starting at Lead Consultant, contributing to pre\-sales architecture and client pre\-sales work is an expected element of seniority. Establish that participation in pre\-architecture is a requirement for progression from Lead to higher levels. * **Pre\-sales architecture is structured and measurable** Logged in Ruddr, planned, and visible to leadership — not ad\-hoc extra effort. Always with a code. * **Consistency** Standardisation of diagramming, notation, and architectural patterns ensures every pre\-sales engagement looks and feels professional, similar, regardless of region. * **Group** The pre\-sales architecture group connects experts globally, sharing learnings, reusable content, and proven approaches. ### **Key Responsibilities of the Pre\-Sales Architecture Lead** #### **1\.** **Build, Lead, and Coordinate the Global Pre\-Sales Architecture group** * Bring together architects from the Americas, EMEA, and the UK under one shared working model * Run recurring syncs to review new opportunities, lessons learned, and reusable patterns * Engage consultants across levels to contribute to pre\-sales activities * Define how to enforce the structure and have people engaged (so everyone is participating, not necessarily one person doing all the pre\-sales work) + ie, each pre\-sales architect can step out from the billable engagement to do pre\-sales work. To be coordinated with some advance with the PM/Delivery lead #### **2\. Define and Roll Out a Standard Pre\-Sales Architecture Process** *(Primary objective for the first 3 months)* * Design and document a standard pre\-sales architecture process covering + Opportunity qualification, scoping, and estimation + Client discovery and validation steps + Deliverable standards and handoffs to Sales or Delivery * Create standard templates for proposals, discovery notes, and architecture outlines. * Pilot the process with selected sales teams and refine based on outcomes * Define and enforce common diagramming and notation standards( ie, standardised visual style, icons, and layer structure for solution diagrams) * Build and maintain a registry of common architecture patterns — covering reference architectures, reusable blocks (e.g., streaming pipeline, AI model deployment), and best practices * Maintain a registry of projects and make the pre\-sales group aware of all we’ve built * Ensure that every pre\-sales architecture engagement contributes back to this registry for future reuse * Provide lightweight training and guidance for consistent visual communication across teams and proposals. * Process of handovers to other pre\-sales architects so they can resume the conversations with clients #### **4\. Engagement Management** * Coordinate and assign pre\-sales architecture support across the group (trackable via Ruddr codes). * Provide transparency between Sales, Delivery, and Architecture on who is involved in each opportunity. #### **5\. Training** * Organises internal enablement sessions on: + *Leading a pre\-sales discovery* + *Translating technical concepts into business value* + *Creating clear, standardised solution diagrams and visuals* #### **6\. Recognition and Incentives** * Build a recognition mechanism (ie, *Pre\-Sales Architecture Kudos* or community leaderboard). * Collaborate with HR and leadership to ensure pre\-sales architecture work is visible in performance reviews. * Highlight standout contributions to the architecture registry or key deal wins. #### **7\. Provide quarterly updates to leadership** * Number of opportunities supported and regions covered, * Adoption of standard templates and diagramming styles, * Registry growth (number of reusable assets and patterns), * Wins and lessons learned * Identify blockers (e.g., lack of available time or unclear process) and propose mitigations. #### **8\. Identify projects that overrun** * Find the reasons for the overrun, and if connected to pre\-sales, improve the process ### **Time Allocation for the Pre\-sales Architecture Lead** * 70–80% billable * 20–30% non\-billable to allow Leadership work (Initially 50% and then lower after it is established) ### **Expected Outcomes (6–12 Months)** * A fully operational pre\-sales architecture group spanning all regions * A standardized pre\-sales architecture process and registry of templates, patterns, and diagram conventions * Clear visibility of pre\-sales architecture work through Ruddr codes * min 50% of Lead Consultants engaged in pre\-sales activity * Noticeable improvement in proposal turnaround time, win rates, and internal collaboration (baseline needs to be created first)