How Do TAMs Solve Problems in Fast-Moving Organizations? (opens in new tab)

TAM CONNECT 2025 brought together Technical Account Managers from Toss and Kakao Pay to compare how they connect technology, business, customers, and internal teams. Although their organizations differ, they face similar challenges: operational complexity, cross-team coordination, recurring incidents, and the need to improve customer experience. The event framed TAMs not as basic support staff, but as technology-driven problem solvers whose role is expanding through automation and AI.

The Scope of a TAM’s Role

• TAMs resolve partner integration issues and advise on API adoption.
• They coordinate multiple teams during incidents and improve operational processes.
• Their work includes automating recurring problems and influencing product and platform design.
• Depending on the situation, a TAM may act like a developer, product manager, or incident leader.
• At Toss, their responsibilities span authentication, Face Connect, financial platforms, online and offline payments, and partner APIs.

Reducing Alert Noise and Preventing Recurring Problems

• Toss’s Dayoung Park presented a problem-solving framework that began by redefining which alerts truly require attention.
• Excessive notifications can obscure serious incidents, so the team focused on identifying meaningful operational signals.
• They structured incident patterns, detected recurring issues automatically, and analyzed the root causes of settlement discrepancies.
• The goal was not merely to resolve incidents faster, but to build systems that prevent them from recurring.

Making Operations Independent of Individual Owners

• PayToss’s Gimun Lee discussed reducing dependency on specific people’s knowledge.
• Response histories and operational information were shared transparently so anyone could handle an issue.
• Their Discord developer community used n8n workflows, LLM-based log analysis, and automatically generated incident-cause and resolution suggestions.
• These tools helped the team maintain an average response time of under ten minutes.

Using Customer Experience to Improve TAM Work

• Toss’s Seongmin Chun drew on previous experience working for a customer organization.
• Understanding customer frustrations and the information needed during incidents influenced his communication and support practices.
• The team used the PDCA cycle to continually improve integration guides, standardize repeated communications, and structure operational processes.
• Effective TAM work means not only solving current problems but also ensuring the same problems do not happen again.

Shared Challenges Across Companies

• TAMs must balance customer expectations with internal development teams.
• They operate in rapidly changing services with increasingly complex systems.
• The role requires simultaneous understanding of technology, business priorities, and customer needs.
• TAMs often appear to sit ambiguously between support, operations, development, and business, but their actual work involves structuring complex problems and mobilizing multiple teams.
• The event characterized TAMs as technology-based problem solvers rather than simple support personnel.

AI and the Future of TAM Work

• AI is already being applied to:
  • Log analysis
  • Incident-cause recommendations
  • Operations guide generation
  • Automated responses to recurring inquiries
  • Anomaly detection
  • Document search and summarization
• As AI handles repetitive responses, TAMs are likely to focus more on complex problem-solving, structural improvements, cross-team coordination, customer-experience design, and operational strategy.

TAM CONNECT demonstrated that TAM organizations can learn significantly from one another. As technology and services become more complex, TAMs will likely become increasingly strategic, combining automation and AI with the judgment needed to improve systems, processes, and customer experiences.