Director, Global Developer Success

Role Summary Temporal is hiring a Director, Global Developer Success to lead and scale our deeply technical support organization. This is a high-impact leadership role responsible for turning customer technical response into a repeatable, measurable, and differentiated advantage for Temporal.

Developer Success is the team customers rely on when they need fast, confident support for complex developer and infrastructure issues. The team helps users deploy, operate, debug, and scale Temporal across cloud-native environments, distributed systems, SDKs, observability stacks, and mission-critical workloads. The next phase requires a leader who can preserve technical excellence and customer empathy while building the operational rigor of a world-class support function.

Why This Role Exists Temporal’s customers are building increasingly mission-critical, distributed, long-running, and AI-enabled systems. When something is unclear or broken, the support experience must be fast, technically credible, and predictable.

• Developer Success must scale beyond heroics. We need clear KPIs, tiering, queue management, escalation paths, incident communication standards, RCA practices, quality review, and talent development systems.
• Premium customer interactions increasingly happen across tickets, Slack, escalations, and incident channels. The support experience must have one clear operating model so customers, Sales, SAs, Platform Architects, Product, Engineering, and Support know who owns what and what good looks like.
• The support team must reduce avoidable Engineering escalations while ensuring real product defects, documentation gaps, and recurring customer pain reach Product and Engineering with high-quality signal.

What You’ll Do

• Build and lead Global Developer Success: Hire, coach, develop, retain, and performance-manage high-performing support engineers, managers, and specialists across tiers, regions, and customer segments.
• Create the support operating system: Define SLAs/OLAs, ticket and Slack triage, queue ownership, severity definitions, tiering, escalation paths, incident communications, RCA standards, quality review, staffing, and operating cadence.
• Raise the quality bar: Move beyond CSAT alone by measuring customer effort, touches to resolution, reopen rate, handoffs, recurrence, communication quality, resolution confidence, and customer-visible ownership.
• Harden Slack and customer response: Turn premium Slack response into a defined service model with acknowledgement standards, urgent paths, conversion-to-ticket rules, coverage model, manager review, and customer-facing expectations.
• Protect Engineering focus through better support: Reduce avoidable escalations by building runbooks, diagnostics, knowledge systems, reproducibility standards, technical triage, and high-quality escalation packets.
• Lead escalation and incident discipline: Establish crisp roles for technical lead, escalation manager, communications owner, Support, Engineering, SA, Platform Architecture, and Sales. Ensure incidents and critical escalations are communicated with clarity and followed by useful RCAs.
• Build technical depth and enablement: Create career paths, training, mentorship, certification, quality review, and hands-on learning that help junior engineers become senior/staff support engineers and help senior engineers scale their expertise.
• Partner across the company: Work closely with Product, Engineering, Sales, Solutions Architecture, Platform Architecture, Customer Success, Docs, DevRel, and Services to ensure support signal turns into product, documentation, enablement, and customer lifecycle improvements.
• Use tooling and AI pragmatically: Improve routing, deflection, summaries, analytics, knowledge surfacing, diagnostics, and customer communication while measuring real operating outcomes rather than tool adoption alone.
• Represent Temporal with customers: Engage directly in strategic escalations, high-stakes incidents, enterprise support conversations, QBR/EBR inputs, and executive readouts when support experience affects customer trust.

What You’ll Bring

• 12+ years of experience in technical support, customer engineering, SRE, solutions engineering, infrastructure engineering, or similar customer-facing technical roles, with 5+ years leading support or customer-facing engineering teams.
• Proven experience building and scaling technical support operations for a deeply …