Technical Director UK in Winsford

The Role

The Technical Director for UK & Ireland is the business‑aligned technology leader for the market, accountable for turning platform strategy into measurable commercial impact and long‑term customer value across UKI. The role is responsible for shaping strategy, driving commercial outcomes, and owning the business rationale behind technical decisions.

In the UKI Business Unit, this role oversees the Solution Engineering function in‑market through the Head of Solution Engineering who reports into the role. The Technical Director sets direction and, working through and alongside the SE team, is close enough to execution to be accountable for it, showing ability to move fluidly between C‑level strategy and hands‑on deal reality.

Your primary mandate will be to drive revenue growth (ARR / NRR), protect the installed base (GRR), reduce churn, and accelerate platform adoption, with Vision One at the core, while addressing UKI market dynamics and regulatory requirements.

Strategic and commercial accountabilities

• ARR & NRR growth: Defines the technical growth plays and platform strategies that expand Annual Recurring Revenue and improve Net Revenue Retention across the UKI market.
• GRR & churn mitigation: Owns the approach to protecting the installed base: identifying at‑risk accounts, defining retention plays, and ensuring platform value realisation prevents churn before it materialises.
• Vision One attach: Sets the strategy and business rationale for accelerating Vision One attach rates across the customer lifecycle, tying every expansion conversation to measurable customer outcomes.
• Cross‑sell & upsell: Prioritises cross‑sell and upsell opportunities across the platform portfolio: which plays to run, in which segments, and why.
• Lighthouse & strategic deals: Leads technical strategy and executive engagement on lighthouse opportunities and strategic deals that expand footprint and set competitive benchmarks in UKI.

Market and go‑to‑market strategy

• Defines and owns the technical market strategy aligned to UKI growth priorities, industry plays, and customer maturity levels.
• Shapes platform positioning and differentiated value propositions to support new logo acquisition and competitive displacement.
• Drives the initiatives required to win in priority segments, verticals, and key accounts.
• Aligns technical go‑to‑market plays with Sales, Channel, and Marketing for coherent execution across the customer lifecycle.

Sovereignty, compliance and regulatory strategy

• Defines the platform's strategic positioning against UK and Irish regulatory frameworks, data residency, and sovereignty requirements.
• Determines which sovereignty‑related capabilities and messaging are required to win in public sector, critical infrastructure, and regulated industries.
• Owns the business case for sovereign delivery models or in‑country service capabilities where these are key buying factors.

Executive and ecosystem engagement

• Builds trusted advisor relationships with senior customer stakeholders (CISOs, CTOs, Board‑level).
• Leads executive briefings, transformation discussions, and C‑level engagements that position the platform as a strategic investment.
• Drives strategic collaboration with ecosystem partners (MSSPs, GSIs, Telcos, Alliances), defining partnership and co‑development opportunities in‑market.

Team architecture and Solution Engineering leadership

• Designs the shape of the UKI SE team around business need rather than fixed structure: sizing, specialisation, pooled versus dedicated coverage, and how the team reconfigures as market priorities shift.
• Builds a bench that can flex to demand, moving capacity toward the segments, verticals, and strategic pursuits that matter most at any given time, and reprioritising when business needs change.
• Connects people with complementary skills across reporting lines to respond to opportunities, rather than being constrained by the org chart.
• Owns resource allocation, territory coverage, and workload balance aligned to sales priorities.

Present and future skill needs

• Maintains a live view of the team's current capability against what the market demands: platform depth, Vision One, sovereignty and regulated‑market readiness, and emerging AI‑security skills.
• Identifies the skill gaps that will matter twelve to twenty‑four months out, and builds the pipeline (hiring, enablement, certification, internal development) to close them before they bite.
• Builds the pipeline (hiring, enablement, certification, internal development) to close them before they bite.
• Builds skill benches