Manager, Enablement

Process Design & Documentation

• Map the end-to-end Implementation and CSM journey — touchpoints, handoffs, escalation and risk paths — and document the standard way each is run.
• Build and own the SOP library for both functions, designing from scratch where process today is tribal knowledge.
• Keep documentation current through a fixed review cadence with clear version control and owners.
• Partner with Ops to make the documented path the default path: checklists, templates, task automation, required fields.

Training Frameworks & Curriculum

• Design a training framework for the department with clear competency maps, levels, and learning paths for Implementation Advisors, CSMs, and their managers.
• Build curriculum using sound instructional design — defined learning objectives, blended delivery, practice and application, spaced reinforcement, and assessment — rather than one-off decks and recorded sessions.
• Personally facilitate live sessions, workshops, and role-play labs; you are in front of the room regularly, not only behind the plan.
• Build and maintain a certification model with objective pass criteria, practical assessment, and recertification cycles tied to product releases.
• Create reusable assets that scale: playbooks, call guides, talk tracks, objection libraries, demo scripts, job aids, and scenario banks.

New Hire Onboarding & Ramp

• Own new hire onboarding for Implementation and CSM end to end — week-by-week structure, product mastery milestones, shadow and reverse-shadow plans, and graduation criteria.
• Drive measurable improvement in time-to-productivity and reduce variance in how quickly new advisors reach full caseload quality.
• Standardise onboarding across geographies and shifts so a new hire in any location gets the same standard.
• Run a structured nesting period with daily feedback loops, and hold the graduation bar.

Ongoing Capability & Product Enablement

• Run a continuous learning calendar covering platform depth, customer conversation skills, discovery and diagnosis, adoption coaching, and handling difficult accounts.
• Partner with Product and Product Marketing to turn every meaningful release into enablement — what changed, who it matters to, how to position it, how to configure it — delivered before customers ask.
• Maintain a single source of truth for product and process knowledge, and keep it genuinely current.
• Build enablement for managers, not only for advisors: how to run a call review, how to give feedback that changes behaviour, how to coach to a framework.

Quality Assurance & Coaching Systems

• Own the QA framework for the department: scorecards, sampling methodology, calibration sessions, and reporting.
• Personally review calls and account work; surface the patterns behind recurring failure points rather than isolated scores.
• Translate QA findings into targeted interventions — a curriculum change, an SOP fix, a coaching plan — with a clear owner and a re-measurement date.
• Embed a coaching rhythm with frontline managers and hold calibration so a score means the same thing across every reviewer.

Team Leadership

• Lead, coach, and develop a small enablement team of trainers and QA analysts; set priorities, quality standards, and delivery cadence.
• Hire, onboard, and grow the team as the department scales; run clear performance conversations and development plans.
• Build an intake and prioritisation model so enablement requests from across the business are assessed, sequenced, and resourced rather than absorbed ad hoc.

Measurement & Continuous Improvement

• Define and report enablement KPIs — time-to-productivity, certification pass rates, QA scores, process adherence, knowledge assessment results, and onboarding completion quality.
• Use call data, QA trends, CSAT, and frontline feedback to identify capability gaps and prioritise what gets built next.
• Run post-program reviews on every major initiative: what moved, what did not, what changes next cycle.
• Present capability insights and recommendations to CS leadership with a clear point of view on where the gaps are.

Cross-Functional Partnership

• Act as a trusted partner to Implementation and CSM leadership on process design, capability planning, and team development.
• Work with Support, Product, and Ops to close the loop between what customers struggle with and what the team is trained and equipped to do.
• Carry the voice of the frontline into process and tooling decisions.