SAP Principal Delivery Architect

Role details

ABOUT TESSERA LABS Tessera is an AI-native platform for enterprise transformation. The multi-agent platform delivers governed execution across ERP, CRM, HCM, and finance systems, cutting timelines from years to weeks and costs by more than half. Built on deep expertise across SAP, Salesforce, Workday, and other systems of record, Tessera combines the reliability of an integrator with the speed of an AI-native platform. For decades, enterprises have struggled with fragmented business systems, where migrations have consumed hundreds of millions of dollars, data stayed inconsistent and unreliable, and business processes slowed under manual review. Tessera was founded to change that, for SAP and every other system enterprises depend on. The name itself — a tessera, a single tile in a mosaic — reflects our mission: unifying the disparate pieces of the enterprise into a coherent whole. Tessera is an AI-powered, multi-agent platform that harmonizes systems and lets teams work in plain English. ROLE SUMMARY We are looking for an SAP Delivery Architect to hold the solution direction across several customer engagements at the same time. This is not a project role, this not a consulting role: we are a software company. You will carry a portfolio. Two outcomes define the job. The first is that the customer sees value, stated in their terms, agreed in writing, and tracked. The second is that the customer's own teams adopt the Tessera platform as their normal way of working, rather than working around it. The second is what makes the first durable, and it is the measure you will be held to. The role also sits partly ahead of delivery. You will join early customer and partner conversations, because an architect who only sees signed work designs for the problem we solved last year. What you learn there is expected to change how you run the engagements you already hold, and what we ask Product to build next. SAP is where most of our engagements start, and deep SAP judgment is what the role needs on day one. It is not where they stop. Our platform spans ERP, CRM, HCM and SCM, and your design view is expected to widen with it. This role owns the solution across several accounts — how it is shaped in the sales cycle, how it is designed, and how it lands. KEY RESPONSIBILITIES 1. SOLUTION DIRECTION ACROSS ENGAGEMENTS (35%) - Own the functional and architectural direction on several concurrent engagements, including the trade-offs between what the customer asked for and what will actually create value. - Orchestrate the engagement team across functional, technical and data workstreams — you are the person who holds the whole picture when nobody else does. - Translate customer business outcomes into a solution shape the platform can deliver — and say clearly, early, when it cannot. - Agree what "better" means with each customer before execution starts: measurable, written, and owned by a named person on their side. - Hold the line between business intent and technical design, working directly with Forward Deployed Engineers, Tessera AI agents and customer architects. - Act as the counterpart for our Technical Program Managers come first, and get a straight answer from. 2. GO-TO-MARKET AND PRODUCT INPUT (30%) - Join early customer and partner conversations. Shape opportunities before they are scoped, and tell our go-to-market teams what is real and what is not. - Bring the forward view back into live engagements and adjust how we run them. - Close the loop with Product: turn field findings into product input, so one fix serves many customers instead of one. - Contribute your domain know-how back into the Tessera platform, so the agents get better at this work with every engagement. 3. CUSTOMER PLATFORM ADOPTION (25%) - Own adoption as a deliverable, not a hope. Make Tessera capabilities the default path for the customer's teams and retire the workarounds. - Define what adoption means on each engagement, measure it, and report it alongside delivery status. - Find where adoption stalls — process, skills, trust, or product gap — and fix the cause rather than the symptom. - Build the customer-side advocates who carry the platform after we step back. 4. ENGAGEMENT SHAPING AND WORKFORCE RATIONALIZATION (10%) - Decide what an engagement team actually needs: which skills, in what order, for how long. - Staff on evidence. Large teams are often assembled so that everything is covered by someone, which is expensive and rarely the fastest path. - Make the case, with data, when an engagement is carrying more people than the work requires — and when it is carrying too few. - Feed that view into Center of Excellence capacity planning, so our people are placed where they create the most value. REQUIRED QUALIFICATIONS - Demonstrated ownership of solutioning through enterprise sales cycles — scope, approach, effort and risk, not product demonstrations — with a record of what you shaped converting and then delivering. - Proven ability to orchestrate delivery teams across functional, technical and data workstreams, on several engagements at the same time, without losing control of any of them. - Senior client-facing presence: able to hold a room of customer architects, business owners and finance stakeholders, and to say no to a customer in a way that keeps the relationship. - A record of driving adoption, not just go-live: evidence that the customer's teams kept using what you delivered. - 12+ years in enterprise transformation with an SAP foundation, spanning several process areas rather than depth in one — enough judgment to design across finance, supply chain and order management, and to know when to bring in a specialist. - Solid technical architecture knowledge: integration patterns, data architecture, and how an SAP landscape actually fits together. You can hold your own in a room full of engineers. - The confidence to tell a program it is over-staffed, and the evidence to back it. - Proven ability to learn a new platform qu