Director, Enablement Strategy

A new capability or program is standing on its own that would not have started without you, with the owning team running it.

A new stakeholder or external relationship, such as a GSI, has a working process behind it, built with support from this role.

The executive reporting cadence is established, running on defined sources and a consistent narrative, and sustainable without consuming the majority of your time.

An enablement communications practice exists and is running, with defined channels, a predictable cadence, and evidence the field is reading and acting on it.

Sales kickoff, and any other event Sales Enablement runs, has a stated purpose agreed with stakeholders before the agenda is built, and outcomes are measured against what it was meant to change.

Post-event reinforcement is a designed part of every event, and role-based enablement picks up what the event started.

Your program and project management team is consolidated onto one reporting line, operating to a shared standard, and running the tracking, reporting, and execution work reliably enough that you're spending your own time on judgment calls, not task management.

Direct experience standing up or evolving a global sales and partner enablement function at scale. You've been inside the creation of one of these functions, not just a participant in a mature one, and you can point to what you built and what changed because of it.

A record of taking something from nothing to running, and handing it off cleanly.

Communications craft, written and visual, with a point of view on how a global field organization should be communicated with, and the discipline to build that practice from close to a blank page.

Experience owning the content and execution of a major internal field event, such as a sales kickoff, at enterprise scale.

Executive communication skill. You'll be producing materials and events that senior leaders read closely, attend, and act on.

Experience managing program or project managers, and comfort operating with real reach beyond your own team, not just inside it.

The judgment to know when to lead, when to support, and when to hand something back.

The ability to build a reporting narrative from imperfect inputs, and the judgment to know what leadership needs to see versus what is merely available.

The willingness to be direct, including when an event was enjoyed and did not work, or when the numbers don't support the story we'd like to tell.

Bonus: experience supporting GSI or channel partner relationship-building; familiarity with enablement measurement and analytics; experience in a function undergoing structural change.

Willingness to travel internationally, approximately 20%.

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