Merge branch 'main' into licensing-updates

content/departments/people-talent/talent/process/types_of_interviews.md

@@ -383,7 +383,7 @@ You are encouraged to use the following resources to answer the prompts:**
    2. [Download installers](https://docs.sourcegraph.com/cody/overview/app#installation)
 3. [https://sourcegraph.com/search](https://sourcegraph.com/search)
 4. [https://docs.sourcegraph.com/api/graphql](https://docs.sourcegraph.com/api/graphql)
-5. [Working with the SG GraphQL API](../../../technical-success/ta/team-culture/working-with-the-sourcegraph-graphql-api.md)
+5. [Working with the SG GraphQL API](../../../technical-success/ta/enterprise-success/team-culture/working-with-the-sourcegraph-graphql-api.md
 
 **Prompt 1 - Sourcegraph Product - Dev use cases (required)**
 

content/departments/technical-success/ce/team-culture/working-with-customers.md

@@ -105,7 +105,7 @@ CE is responsible for creating tickets on behalf of prospective customers via su
 
 A critical last step in the sales process is to hand off the opportunity to the Technical Advisory (post-sales) team. It's important so that we transfer important context about the deal (goals, needs, expectations, etc) and contacts so that the TA team is able to effectively take the relationship forward.
 
-The overall process is captured [here](../../ta/team-culture/working-with-customers.md#post-sales-handoff). It's most important that CE knows the process is slightly different depending on the [customer segmentation](../../ta/team-culture/team-norms.md#customer-segmentation) and whether they will be managed by a named, dedicated TA or part of our digital, scaled success program.
+The overall process is captured [here](../../ta/enterprise-success/team-culture/processes.md#post-sales-handoff). It's most important that CE knows the process is slightly different depending on the [customer segmentation](../../ta/index.md#customer-segmentation) and whether they will be managed by a named, dedicated TA or part of our digital, scaled success program.
 
 Need-to-know's for a named TA account:
 
@@ -117,4 +117,4 @@ Need-to-know's for a named TA account:
 Need-to-know's for a digital, scaled success account:
 
 - CE must handle the production license, and if a separate production cloud instance is required, should handle the creation request of that.
-- CE, as part of hand-off, should map the approproiate roles on the contacts in Salesforce. See role definitions [here, step 7](../../ta/team-culture/working-with-customers.md#process-overview).
+- CE, as part of hand-off, should map the appropriate roles on the contacts in Salesforce. See role definitions [here, step 7](../../ta/enterprise-success/team-culture/processes.md#process-overview).

content/departments/technical-success/ta/digital-success/index.md

@@ -0,0 +1,45 @@
+# Digital Technical Advisors
+
+## Who we are
+
+Digital Technical Advisors (TA) are Sourcegraph experts focused on leading our customers to successful outcomes through a primarily digitally nurtured journey. We seek to deliver a consistent engagement experience to customers rooted in supporting and enabling them based on their unique usage and needs. We also strive to help our customers maximize their return on investment (ROI) by continuously monitoring the health of our customers and providing them with best practices and helpful tips and tricks to get the most of out Sourcgraph.
+
+## Team KPIs / Measures of Success
+
+We use the following metrics to gauge the effectiveness and success of our team:
+
+- Utilization (Adoption)
+- Consumption (Usage)
+- Retention (Gross Retention)
+- Growth (Net Retention)
+
+### Utilization (Adoption)
+
+We consider healthy adoption/utilization to comprise at least 80% consumption of purchased seats as measured by Monthly Active Users (MAU) / Total Licensed Seats. We aim to get to 80% consumption within the first 60 days of the engagement (after the production environment is established) and maintain at least 80% consumption at all times.
+
+### Consumption (Usage)
+
+TAs seek to educate and enable customer devs to integrate Sourcegraph into their workflows so that they use it multiple times daily. Today, we calculate usage based on a 4-week average lookback of daily active users / last month's monthly active users.
+
+### Retention
+
+We strive to make customers for life by being trusted partners and advisors to make our customers successful. We measure ourselves to this premise by ensuring our customers choose us repeatedly. Gross retention is a key metric for measuring our success.
+
+### Growth
+
+As technical advisors we want to deeply know and understand our customers. It is through this lens of trust and understanding that we are able to strengthen our partnership and help our customers maturity and advance their capabilities. Net Retention is a key metric for measuring our ability to growth with our customers, unlocking more value and capabilities from Sourcegraph within in their teams.
+
+## Team Resources
+
+- [Team Norms](team-culture/team-norms.md)
+- [Digital Success Program Overview](team-culture/digital-success-program.md)
+- [Processes](team-culture/processes.md)
+
+<!-- ## Teammate Onboarding & Development Resources
+
+- [New TA Onboarding](onboarding/ta-onboarding.md)
+- [Career Development](career-growth/ta-career-development.md) -->
+
+## How to Reach Us
+
+This team can be engaged in the #discuss-scaled-success channel or via the `@scaled-success` user group in Slack.

content/departments/technical-success/ta/digital-success/team-culture/digital-success-program.md

@@ -0,0 +1,8 @@
+## Digital Scaled Success Program Overview
+
+Our Digital Scaled Success program services our customers who do not qualify for a named, dedicated TA (managed) through a tech-nurtured approach based on their use of Sourcegraph by delivering tailored, consistent communication & enablement to meet their needs, support them, and ensure they have a positive experience.
+
+We are utilizing Vitally to monitor all customers and send all communications. We seek to align the Scaled Success Customer Lifecycle to our overall customer journey as closely as possible.
+
+You can view our current program across the customer lifecycle below:
+![Customer Lifecycle - Scaled Success](https://github.com/sourcegraph/handbook/assets/7228359/7cd03b9b-cdb0-4387-9a46-000250363e74)

content/departments/technical-success/ta/digital-success/team-culture/processes.md

@@ -0,0 +1,5 @@
+# TA Processes
+
+Processes exist to ensure consistent practices amongst teams. Processes that the TA team either drives or heavily contributes to are outlined below.
+
+WIP!

content/departments/technical-success/ta/digital-success/team-culture/team-norms.md

@@ -0,0 +1,39 @@
+# Team Norms
+
+This page contains information around our established team norms such as tooling and meetings for the Digital TA team.
+
+## Tooling
+
+### Vitally
+
+We use Vitally to stay organized internally around our customers. This is the central tool and source of truth for TAs across their customers and book of business. TAs should use Vitally to plan and organize their strategy and activities across their customers. All of our digital programming happens based on data and usage tracked in Vitally.
+
+### Notion
+
+We use Notion for tracking our priorities and workstreams within the Digital TA team.
+
+### Salesforce
+
+As the Sales system of record, we use Salesforce (and the data we bring into Vitally from Salesforce) as the source of contractual information such as revenue, licensing, and renewal & expansion opportunities.
+
+### Looker
+
+Looker is our product analytics tool that allows for deep inspection and analysis around customer utilization and consumption. While a subset of this information is synced into Vitally, a lot of data lives in Looker.
+
+## Recurring Team Meetings
+
+Team meetings are held weekly on Monday's where we plan our work for the week.
+
+## OOO Protocols
+
+Prior to taking time off, TAs should:
+
+1. [Log time off request in Deel PTO](../../../../../benefits-pay-perks/benefits-perks/time-off/index.md)
+2. Work with their manager and peers to create a coverage plan. The coverage plan should highlight any accounts that:
+   - Are renewing during the OOO period. These should have any pending action items resolved
+   - Are unhealthy and have active Lighthouse Program Save plans
+   - Are active on customer Slack channels and have open Support Tickets
+3. Share the OOO coverage plan with the relevant account teams like AE, CE, IE, etc
+4. Reschedule any upcoming customer syncs with champions or stakeholders, keeping the AE informed
+5. Notify their customers through the appropriate channels of their upcoming OOO
+6. Update their Slack status accordingly with OOO dates indicated

content/departments/technical-success/ta/career-growth/tamgr-candidates-internal.md → content/departments/technical-success/ta/enterprise-success/career-growth/tamgr-candidates-internal.md

@@ -1,29 +1,29 @@
 # TA Manager Interview Process for Internal Candidates
 
-The guidelines here are based on Sourcegraph’s [existing guidelines around our internal transfer process](../../../../company-info-and-process/working-at-sourcegraph/switching-teams.md) with additional requirements specific to the Customer Engineering & Support organization.
+The guidelines here are based on Sourcegraph’s [existing guidelines around our internal transfer process](../../../../../company-info-and-process/working-at-sourcegraph/switching-teams.md) with additional requirements specific to the Customer Engineering & Support organization.
 
 ## Role Transfer/Promotion Requirements for Internal Candidates
 
 1. Approval from the candidate’s direct manager on performance and values alignment. This should include at least 2 consecutive quarters (6 months minimum) of proven demonstration of performance at current level in current role.
-1. While Sourcegraph is an [all-remote company](../../../../company-info-and-process/remote/index.md#all-remote), it’s important that, due to the customer-facing nature of the team, the manager’s availability aligns with the teammates they manage. As such, internal candidates for management roles will need to have appropriate geographic alignment to be considered for a position.
+1. While Sourcegraph is an [all-remote company](../../../../../company-info-and-process/remote/index.md#all-remote), it’s important that, due to the customer-facing nature of the team, the manager’s availability aligns with the teammates they manage. As such, internal candidates for management roles will need to have appropriate geographic alignment to be considered for a position.
 1. Manager roles are either M3 or M4 level roles. Based on Sourcegraph compensation and leveling guidelines, only individuals at the IC3 or higher level are eligible to interview for an M3 or M4 position.
 1. Any exception to these requirements will be on a ‘needs of the business’ basis and require VP approval before interviewing.
 
 ## Interview Process for Internal Candidates
 
 All candidates (internal or external) will need to complete the same set of interviews for open manager roles. This provides for fairness and consistency for all candidates. As internal candidates have already completed the Sourcegraph Values Interview, they will be granted an exception and not need to complete that step a second time.
 
-### [Hiring Manager Interview](../../../people-talent/talent/process/types_of_interviews.md#hiring-manager-screen)
+### [Hiring Manager Interview](../../../../people-talent/talent/process/types_of_interviews.md#hiring-manager-screen)
 
 - This interview will be with the hiring manager.
 - For internal candidates who do not have formal management experience, the focus will be on relevant experience they have had as a peer, heading a project or working on rolling out initiatives within a team or organization. The candidate will also be asked to respond as to what their approach might be in certain situations, not on actual experience in those situations.
 - Major areas of focus: management style, building relationships with direct reports, and post-sales experience.
 
-### [Cross Functional Leader Interview](../../../people-talent/talent/process/types_of_interviews.md#cross-functional-collaboration-with-a-peer)
+### [Cross Functional Leader Interview](../../../../people-talent/talent/process/types_of_interviews.md#cross-functional-collaboration-with-a-peer)
 
 - This interview focuses on your ability to build and maintain strong relationships cross-functionally, how to communicate, manage change and overcome challenges between and among teams, and how to jointly manage the business.
 - Major areas of focus: building relationships, process and alignment with other teams, and communicating and handling escalations between teams.
 
-### [Sourcegraph Values Interview](../../../people-talent/talent/process/evaluating_values.md)
+### [Sourcegraph Values Interview](../../../../people-talent/talent/process/evaluating_values.md)
 
 - Not applicable for internal candidates.

content/departments/technical-success/ta/enterprise-success/index.md

@@ -0,0 +1,61 @@
+# Enterprise & Strategic Technical Advisors
+
+## Who we are
+
+Enterprise & Strategic Technical Advisors (TA) are specialized technical experts focused on our customers' experience and relationships post-sales. We seek to deliver a consistent engagement experience to customers rooted in providing value to them such that they achieve their desired positive business outcomes within their business using our platform and products. We seek to reduce time to initial customer value by training and enabling our dev end users to use and integrate Sourcegraph into their workflows. We also strive to help our customers maximize their return on investment (ROI) and do so by continuously monitoring the health of our customers, becoming trusted advisors to them on all matters related to Sourcegraph and engineering, and building out the tools and processes internally to do this job as effectively as possible. We are responsible for ensuring that customers achieve their success metrics and continue to find new valuable use cases for Sourcegraph.
+
+## What is an Enterprise TA at Sourcegraph?
+
+Across the customer lifecycle, TAs are primarily accountable for the following:
+
+- Customer onboarding & adoption: At contract signature, Sales and Customer Engineering (pre-sales) transition the relationship to the TA team to onboard the customer to Sourcegraph, including their tech and initial set of users. We're successful when we have helped the customer activate their initial set of use cases.
+- Achieving positive outcomes: we are successful when our customers are realizing the expected value and achieving positive outcomes that are additive to their devs and business.
+- Account expansion: while we seek to first deliver on our promises and commitments to our customers, a deep partnership and trust enables us to uncover and provide thought leadership around additional capabilities that can provide greater outcomes to our customers.
+- Customer advocacy: throughout our partnership, TAs serve as steadfast advocates on behalf of our customers by raising their needs and desires to our Product teams.
+
+## Team KPIs / Measures of Success
+
+We use the following metrics to gauge the effectiveness and success of our team:
+
+- Utilization (Adoption)
+- Consumption (Usage)
+- Retention (Gross Retention)
+- Growth (Net Retention)
+- Value Realization
+
+### Utilization (Adoption)
+
+We consider healthy adoption/utilization to comprise at least 80% consumption of purchased seats as measured by Monthly Active Users (MAU) / Total Licensed Seats. We aim to get to 80% consumption within the first 60 days of the engagement (after the production environment is established) and maintain at least 80% consumption at all times.
+
+### Consumption (Usage)
+
+TAs seek to educate and enable customer devs to integrate Sourcegraph into their workflows so that they use it multiple times daily. Today, we calculate usage based on a 4-week average lookback of daily active users / last month's monthly active users.
+
+### Retention
+
+We strive to make customers for life by being trusted partners and advisors to make our customers successful. We measure ourselves to this premise by ensuring our customers choose us repeatedly. Gross retention is a key metric for measuring our success.
+
+### Growth
+
+As technical advisors we want to deeply know and understand our customers. It is through this lens of trust and understanding that we are able to strengthen our partnership and help our customers maturity and advance their capabilities. Net Retention is a key metric for measuring our ability to growth with our customers, unlocking more value and capabilities from Sourcegraph within in their teams.
+
+### Value Realization
+
+TAs are invested in understanding our customer's business objectives to best map how our platform and products can empower our customers to meet and beat these objectives. We constantly monitor how the value of our offering is realized against the customer's business objectives.
+
+## Team Resources
+
+- [Team Norms](team-culture/team-norms.md)
+- [Customer Journey](team-culture/customer-journey.md)
+- [Processes](team-culture/processes.md)
+- [Account Management Activities](team-culture/account-management-activities.md)
+- [Playbooks](team-culture/playbooks.md)
+
+## Teammate Onboarding & Development Resources
+
+- [New TA Onboarding](onboarding/ta-onboarding.md)
+- [Career Development](career-growth/ta-career-development.md)
+
+## How to Reach Us
+
+This team can be engaged in the #discuss-technical-advisors channel or via the `@technical-advisors` user group in Slack.

content/departments/technical-success/ta/onboarding/ta-onboarding.md → content/departments/technical-success/ta/enterprise-success/onboarding/ta-onboarding.md

@@ -1,6 +1,6 @@
 # Technical Advisor Onboarding
 
-Welcome to Sourcegraph—we're VERY excited to have you on the Technical Advisory team! This page describes the onboarding philosophy and process for new Technical Advisors as they onboarding, and outlines expectations and [goals of onboarding](#high-level-onboarding-overview) as well as what success looks like [30 / 60 / 90](#30-60-90-day-plan) days in.
+Welcome to Sourcegraph—we're VERY excited to have you on the Technical Advisory team! This page describes the onboarding philosophy and process for new Technical Advisors as they onboarding, and outlines expectations and [goals of onboarding](#high-level-onboarding-overview).
 
 ## Company-wide and Technical Advisor-specific Onboarding
 
@@ -12,7 +12,7 @@ As a company, we use [Process.st](https://app.process.st/reports/) to guide each
 
 ### Onboarding Support
 
-Each new TA is paired with two individuals during their onboarding time: an [onboarding buddy](../../../people-talent/buddy-program.md) and an onboarding mentor within the TS Organization. Your onboarding buddy is assigned as part of our company-wide onboarding program. For the TA team, this will be a peer from an adjacent team with whom you'll work closely. Your onboarding mentor will be someone from the TA team with whom you'll have regular check-ins and will be there to help guide you. Both of these assignments will be indicated in your Process.st checklist.
+Each new TA is paired with two individuals during their onboarding time: an [onboarding buddy](../../../../people-talent/buddy-program.md) and an onboarding mentor within the TS Organization. Your onboarding buddy is assigned as part of our company-wide onboarding program. For the TA team, this will be a peer from an adjacent team with whom you'll work closely. Your onboarding mentor will be someone from the TA team with whom you'll have regular check-ins and will be there to help guide you. Both of these assignments will be indicated in your Process.st checklist.
 
 ## High-level Onboarding Overview
 
@@ -45,7 +45,7 @@ Below are the goals and expectations for each week of your onboarding.
 
 ### Week 5 Goals:
 
-- Begin working towards [Demo Certification](#ce-demo-certification). It's important that anyone is able to do a demo because we might receive this request from a new face at any point in time.
+- Begin working towards [Demo Certification](#demo-certification). It's important that anyone is able to do a demo because we might receive this request from a new face at any point in time.
 - Check-in with your manager on your experience and near-term goals
 - Plan your initial book of business with your manager and begin introductions (your onboarding mentor or another teammate will shadow you as the first few times as you get the hang of the role)