Senior Director, Solutions Engineering

Who we are

At Domino, we build solutions that help the largest, highly regulated organizations adopt AI to accelerate mission-critical use cases. Our platform integrates a streamlined model and app development environment, advanced model, agent, and app hosting capabilities, and novel governance capabilities providing regulator-ready AI at scale. Our customers — like Johnson & Johnson, GSK, Bristol Myers, UBS, FINRA and the US Navy — are using our software to solve some of the most important challenges in the world, such as developing new medicines, securing our financial markets, or protecting our country. Backed by Sequoia Capital, Coatue Management, NVIDIA, Snowflake and other leading investors, we have been in business for over a decade but are still a small team operating with the spirit of a startup. In the world of AI today, we believe that the future is still being invented — and we want to be the ones building it. For more information, visit www.domino.ai

What we are building

Domino's Solutions team is the customer-facing engine behind how leading enterprises build, scale, and govern AI-powered applications - solving real business challenges, not just deploying technology. Solutions Engineering earns technical credibility before the deal closes. Customer Engineering, where this role lives, owns everything after: adoption, implementation, expansion, and the kind of delivery that makes customers renew and grow. Global Support and SRE keeps it all running at the level enterprise customers depend on. Three functions, one relentless motion, and a team that earns its reputation on what it ships, not what it scopes.

What your impact will be

Own pre-sales as a function, not a set of individual deals: set and enforce the standards for how opportunities get qualified, how POCs get scoped, and how SEs engage — with a single, consistent bar across the team regardless of which GVP or AE is in the room.

Be the check on the sales process: you have the standing and the judgment to push back on a deal, a scope, or a timeline when it doesn't meet the bar — even when that's an uncomfortable conversation with a GVP or a top seller.

Coach and develop the SE team: you sit close enough to the opportunities to give real, specific feedback — on technical approach, on deal strategy, on what a customer actually needs — not just process oversight from a distance.

Bring enough technical fluency to ask the hard question before the customer or the SE gets there: you don't need to build the model, but you need to know when the architecture, the POC design, or the technical claim doesn't hold up.