The default SE posture of "being right" loses deals; solution-agnostic requirements gathering, a four-part discovery framework plus a solution bridge, is what actually helps customers and builds the artifact that protects the relationship downstream.
Sales engineering headcount doesn't have to scale linearly with the sales team. Treat the SE org as a product team building an internal "SE brain" (an LLM operating over a three-table documentation corpus of goals, market framing, and product capabilities), and AEs and CSMs become self-sufficient…
