This blog is a summary of Thomas Bieser’s episode on The New GTM Playbook podcast. Head to The New GTM Playbook page to watch the latest episodes.
For solutions engineers, the next decade of SaaS is set to look very different. Traditional roles are evolving, boundaries between teams are blurring, and customer expectations are higher than ever. Few people embody this transformation as well as Thomas Bieser, Chief Customer Officer at Cerby.
With a career spanning Opsware, HP, Okta, and now Cerby, Thomas has redefined what it means to be a solutions leader. From challenging the “sales engineer” label to taking on a broader go-to-market remit, his career is a masterclass in staying curious, taking risks, and driving change.
From Sales Engineer to Customer-Centric Solutions
Thomas’s journey at Okta began with a realization: the title "sales engineer" didn’t fully capture the evolving responsibilities of his team. “There’s this antiquated term, ‘sales engineer,’” Thomas said. “It comes with this old-school mentality of, ‘You’re the demo gal or the demo guy, and the salesperson does all the work.’”
But as Okta grew, so did the scope of the solutions team. “We were doing so much more. We were the core liaison between engineering, product, and early customer success,” he explained. To better reflect this customer-first mindset, Thomas introduced the concept of Customer Solutions—an approach that spanned pre- and post-sale efforts and positioned solutions engineers as key partners throughout the customer lifecycle.
This shift highlights a crucial lesson for today’s SE leaders: success is no longer just about technical validation. It’s about delivering value and building trust across every stage of the customer journey.
Transitioning Trust: Keeping SEs Involved Beyond the Sale
One of the biggest challenges in SaaS is maintaining trust during handoffs from sales to post-sales teams. “You spend six months building a relationship with a solutions consultant, and then they disappear,” Thomas noted. “It’s not fair to the customer.”
At Cerby, Thomas ensures SEs stay involved beyond deal closure. “They aren’t full-time on post-sale work, but they remain a trusted resource. They provide input and guidance to ensure customer success.”
This involvement goes beyond check-ins. Cerby’s SEs engage in tactical activities like:
- Solution architecture workshops: Collaborative sessions to address customer challenges.
- Whiteboarding and technical demos: Whether in-person or virtual, SEs dig deep to align solutions with customer needs.
- Product feedback loops: Sharing trends and requests from customers to influence future development.
By maintaining continuity, SEs at Cerby not only ensure a smoother transition but also strengthen long-term customer relationships.
Becoming a Go-To-Market Leader
Thomas’s career has taken him far beyond solutions engineering. As Chief Customer Officer at Cerby, he oversees marketing, customer success, and partnerships—roles that stretch across the entire go-to-market motion.
This broader remit is no accident. “My background in solutions gave me exposure to every part of the business,” Thomas explained. “Whether it’s working with product marketing, field events, or SDRs, those experiences taught me how all the pieces fit together.”
The transition wasn’t without challenges. Marketing, for example, brought new complexities. “I had to learn about digital ad spend, SEO, and content strategy,” he shared. “But it’s all about staying curious. If you’re willing to ask questions and dive in, you’ll figure it out.”
Breaking Barriers: Expanding the SE Career Path
Thomas believes that solutions engineers are uniquely positioned to take on broader roles within SaaS organizations. “SEs have such broad exposure to the business,” he said. “If you’re curious and willing to step outside your silo, you can make a real impact.”
His advice for SE leaders looking to break through career plateaus:
- Leverage your discovery skills: Treat peers in marketing, customer success, or product like you would a customer. Ask about their challenges, goals, and needs.
- Take ownership of cross-functional problems: “If there’s a part of the organization you complain about the most, get involved. Use your solutions mindset to help fix it.”
- Embrace risk: Thomas’s move from HP to Okta as an individual contributor was seen by some as a step back. But it ultimately set him on a path to greater influence and opportunity.
For those who’ve never worked in a startup, Thomas has one piece of advice: do it. “At a startup, you don’t just get to see how the turkey is made—you’re part of cooking it. That experience is invaluable for building a well-rounded career.”
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