Disclaimer: The views and opinions expressed in this article are those of the individual contributors and do not reflect the official policy or position of their current or previous employers. This content is for informational purposes only.
Introduction
As highlighted by many of the sales enablement managers who were kind enough to take part in this article, no two enablement departments are alike, and certainly, no two enablement managers shoulder exactly the same responsibilities.
This diversity has long been evident to me. It is precisely why I opted for a collaborative approach in crafting this article about sales enablement managers – tapping into the wealth of knowledge from professionals across the industry to offer you the most comprehensive view of what the role of a sales enablement manager might involve.
To this end, I’ve consulted 16 sales enablement managers from various corners of the globe, aiming to capture the full range of their personal experiences, responsibilities, challenges, and day-to-day activities.
They are:
1. Allie Hunt
5. Jeray Goins
6. Jon Foreman
11. Natalia S. Sousa
12. Nigel Melling
13. Nina Matejčić
14. René Ngadi
15. Stefan Dobrev
As you read further into this article, you’ll discover that while their experiences differ significantly, there are common threads that provide clear insights into the realities of being a sales enablement manager.
Whether you’re just starting in the enablement field, considering a transition into this sector, or an existing sales enablement manager curious about how your peers operate in different organisations, this piece is tailored for you.
What is a sales enablement manager?
Before we introduce our contributors, let’s first outline the role of the sales enablement manager.
The sales enablement manager role is one of the most common ones in the enablement function, and it is typically responsible for deploying programmes and initiatives that help customer-facing teams execute the core aspects of their jobs more efficiently and effectively.
This role focuses on improving the performance and productivity of the sales team by providing a blend of training, coaching, content creation, and process optimisation to ensure that sales reps have the tools, resources, and skills they need to succeed.
In some organisations, the sales enablement manager will also be responsible for a number of more activity-oriented enablement professionals who will report to them.
In this section, we‘ll discuss the core responsibilities, the essential skills required, and the typical reporting structure for this position.
Who does a sales enablement manager report to?
Sales enablement is a unique field where hierarchy isn’t always as clearly defined as in other departments.
In some organisations, you’ll find sales enablement managers leading a team of specialists and reporting to a director or executive – mirroring the structure you might see in a typical sales department, where sales managers oversee AEs and SDRs under a regional or departmental director.
But that’s not always the case.
The structure of enablement can vary widely depending on the company’s size and maturity.
In larger organisations, it often resembles other departments, with clearly defined roles and reporting lines.
In smaller or earlier-stage companies, enablement managers may take on director-level responsibilities or sit within broader teams such as learning and development, sales operations, or directly under sales or revenue leadership.
A great illustration of this variation is the range of roles to whom our contributors report.
Several contributors report directly to senior sales enablement figures, such as a Director of Sales Enablement or a Global VP of Sales Enablement.
It’s also fascinating to see to whom, in turn, these senior figures report.
For instance, one contributor’s Global VP of Sales Enablement reports directly to the VP of Sales Acceleration, who then reports to the CEO. Another Director of Sales Enablement is part of the company’s Knowledge & Training department instead.
One of the contributors has been on a veritable reporting journey, reporting to several departments – Sales Ops, CRO, Revenue Enablement, Customer Success Ops, Marketing, and Sales. Currently, they report to a wider Learning & Enablement Team with a manager for sales (them) and one for CS.
Particularly noteworthy are those who report outside the typical structure, like an enablement manager reporting to the Director of Marketing (B2B Demand Gen) and another to the VP of Customer Success, despite supporting the entire sales organisation.
The term “mixed bag” barely scratches the surface in describing the varied reporting structures within sales enablement.
What are the sales enablement manager’s responsibilities?
Since the role itself is not as well-defined as its analogues in other departments when it comes to the function’s structure and place within the organisation, the best way is to take a look at the most common responsibilities of a sales enablement manager.
As I reviewed what our contributors outlined about their duties, a few patterns emerged.
Most notably, the responsibilities they mentioned align closely with the six pillars of sales enablement that I detailed in my sales enablement handbook:
Sales training
Sales coaching
Sales content
Sales enablement technology
Sales process and methodology
Cross-functional collaboration
In one form or another, nearly all contributors reported that their roles touched on at least one of these areas, with many managing multiple or even all of these aspects.
Sales training
For example, a large portion of enablement managers say that they are actively involved in creating training programmes, both from the standpoint of creating the actual content and managing learning management systems so that the sales teams they support can easily find the training they require.
The responsibilities of one sales enablement manager we talked to revolved primarily around training in various forms – from various training formats such as synchronous instructor-led training to LMS management and media-based e-learning.
A huge part of our contributors’ training efforts is during the onboarding of new salespeople or members of the GTM team as a whole. Additionally, some of them also handle re-skilling, up-skilling, and developing career paths for SDRs or AEs.
In larger organisations, some enablement managers also provide specialised sales enablement training for their less experienced colleagues, especially those who don’t have too much experience.
One of the contributors also mentioned their collaboration with the product marketing team and other subject matter experts to develop courses required for onboarding and continuous training for the sales team.
Sales coaching
A similar variety of specific responsibilities can also be gleaned from what our contributors do in terms of sales coaching.
For instance, one of the interviewed sales enablement managers works almost exclusively in the coaching and development domain.
They oversee a team which oversees call reviews, sales pipeline reviews, call shadows and scoring. Then, in collaboration with the sales managers, they devise and execute 1:1 coaching plans that are highly individualised.
Other contributors shared specific focus and outcome areas their coaching efforts entail, such as:
Reducing sales cycle length
Increasing products per deal
Improving reps’ discovery skills
Helping sales force give better demos
Vendor management
Improve quota attainment
In order to be able to perform all this coaching effectively, the majority of the sales enablement managers we talked to performs call reviews, shadowing, as well as performance measurement and analysis.
Sales content
Interestingly enough, our sales enablement professionals didn’t really go into that much detail when they talked about their content-related responsibilities.
For the most part, they simply stated that they are involved in the creation, organisation, and updating of sales content such as templates, battle cards, customer profiles, competitor intelligence, and sales decks.
Almost all of them who are involved in content-related work did, however, point out their collaboration with the marketing department to ensure coherent messaging both internally and especially towards potential buyers and customers.
Sales process
A number of contributors talked about taking on responsibilities that would “traditionally” fall under SalesOps, most prominently optimising the sales processes:
Measuring and analysing sales teams’ performance
Eliminating inefficiencies
Standardising best practices
Pipeline generation
Providing deal support
Enhancing sales productivity
There were also a few people who mentioned they introduced processes where they discovered that the lack of one is hindering the GTM teams.
Sales enablement technology
A huge portion of our contributors are responsible for the sales enablement tools used by both their teams and the sales teams in their organisations. In fact, besides sales training, it is the most commonly mentioned sales enablement manager responsibility.
That being said, they mostly mentioned this “in passing”, mentioning how they manage various sales enablement software and make sure the tools are utilised to their fullest potential.
Sales enablement as a strategic function and a GTM conduit
There are a few things that I particularly liked about some of the responses.
For one, many of the contributors are directly involved in sales enablement strategy and wider sales strategy and company alignment, meaning that sales enablement has already matured in their companies, enabling the enablers to truly show their value.
I also loved the fact that many of them truly embrace the role of conduits for cross-functional collaboration between sales and marketing teams, product and other teams.
One of them actually described his role as “an internal consultant/advisor on all things revenue”, with an added layer of trainer, mentor and connector between different teams.
While the sales enablement managers’ responsibilities that our contributors shared with us are seriously varied, we believe that they still provide a rather clear picture of what kind of work you can expect to do as a sales enablement manager.
It should also be pointed out that almost every sales enablement manager added that their ultimate goal is always helping their teams achieve sales success.
That being said, we wanted to go even deeper into the sales enablement manager role and asked our contributors about the skills they think are required for someone to excel at the role.
What skills do sales enablement managers need?
I must say that the responses about the skills necessary for sales enablement managers to thrive were somewhat surprising. While I anticipated some commonality, the degree of consensus was unexpected.
The skill most frequently cited involved variations of empathy, patience, personability, active listening and emotional intelligence – depending on how the person in question framed it. One (or more of these) was mentioned by almost every one of our contributors.
This very much relates to the role’s emphasis on collaborating with all the various stakeholders – from sales leadership and managers to front-line sales team members, and across various GTM departments.
Furthermore, the importance of this particular skill for our contributors also shines a light on the fact that the role often involves addressing issues that can be rather sensitive. It is never easy to tell someone that there are things they may improve to benefit their sales team, regardless of their seniority or role.
Closely associated with empathy (and its various synonyms) are the communication skills that also cropped up regularly in answers to this question.
This is understandable.
Being highly empathetic is beneficial, but without the ability to communicate your thoughts clearly and tactfully, even well-intended insights and suggestions might provoke defensive reactions from colleagues.
Communication skills are also essential for fostering a culture of cross-functional collaboration.
Let’s remember: each GTM department has its own unique goals, challenges, and internal dynamics.
If you’re not adept at subtle, politically savvy communication, building the necessary relationships for effective enablement will be challenging.
The second most frequently mentioned skill in our contributors’ responses is organisational skills.
As one contributor explained:
“Sales Enablement often juggles numerous initiatives; maintaining organization is crucial to keep everything on course.”
That being said, in the context of the sales enablement manager role, organisational skills extend beyond merely keeping tasks on track.
They encompass strong prioritisation and project management abilities, as well as a deep understanding of the overarching strategy driving the initiatives that need to be coordinated.
Many contributors highlighted adaptability and change management as essential skills for sales enablement efforts.
I believe these are crucial for fully utilising one’s organisational skills.
Sales enablement teams frequently encounter new inputs that may conflict with existing plans. Without the ability to adapt to these changes, even the most refined organisational skills can become inadequate.
Finally, there is the ubiquitous and often controversial matter of whether sales enablement managers need sales skills and a background in sales to be successful in their role.
While the majority of contributors, some with and some without sales experience, believe that a sales background isn’t always necessary, a few emphasised its importance, particularly when responsibilities include directly training or coaching sales staff and improving sales performance.
Other interesting skills mentioned by some contributors include:
Adaptability to different attitudes, cultures and characters
The desire to make an impact and help others
The ability to assertively say no
The skill to simplify complex ideas into actionable, understandable tasks
Curiosity
Data and analytical abilities to validate the effectiveness of their programmes
Hopefully, the collaborative insights into the reporting structures, primary responsibilities, and essential skills of sales enablement managers have given you a thorough understanding of what the role entails and its complexities.
But we’re not stopping here.
I aim to delve deeper by providing an inside look at a day in the life of a sales enablement manager.
After all, the best way to truly understand a role is to step into the shoes of someone who lives it daily.
Before we do that, let’s introduce our contributors in more detail.
About the contributors – How did they get into sales enablement?
As we mentioned in the introduction, we were lucky enough to get insights from 16 sales enablement managers who live this life day after day and who were kind enough to find the time to share their experiences.
We will let them introduce themselves and how they got into sales enablement.
1. Allie Hunt
“My journey looks a bit different than most. I actually started in HR launching Workday in 32 countries. I then moved into Recruiting Ops, managing the CRM and working on referral and campus programs.
From there I followed my manager into a Product Ops role where during a project to improve the handover process to CS, I was exposed to some of the sales teams. From there I became Chief of Staff for Sales Ops supporting 2,500 global sellers, which at this research & advisory company included Enablement and Ops.
Then, knowing I thrive in fast-paced environments, I entered the start-up world. From there, I went to my first start-up and helped build out the Enablement function from the ground up at an adtech SaaS company supporting a global sales team of 10. After a layoff, I moved into another role to revamp the Enablement program at a manufacturing SaaS company supporting a global sales team of 80. I now work in e-commerce working with around 80 global sellers.”
“I started out in a sales role. Through my success in the position and consistently being asked by sales leaders to teach my process to others, eventually, we made an enablement position where I was the first enablement position at the company. Today, I still work in enablement but in a different company and industry.”
“I started in sales because of a change in my career (I studied biology). Gave me a good skillset but didn’t like it 100%. I got involved in a project for the launch of a new product and joined the team and made it into a regional project with tangible KPIs. I realized what I was doing was enablement and I started applying for jobs. I got one as a SE Specialist and now I’m a SE Program Manager.“
“I began my career as a journalist (newspaper and TV reporter) and transitioned into B2B SaaS enablement when I started working for one of the first mobile video creation platforms for large brands in 2014. As I was training fellow journalists on how to report using the platform, I realized I had a knack for enablement and pitched it as a formal role when that startup company became acquired by a large organization.“
5. Jeray Goins
“Prior to shifting my career to enablement, I spent the better part of 20 years as an individual contributor across various industries and segments including investment services, travel, IoT, and SaaS. I had no desire to be a Sales Manager but I got to the point in my career where I enjoyed coaching other sales reps and took more pleasure in seeing them succeed than in closing my own deals. That’s when I knew a change was coming. When the opportunity presented itself to focus on coaching full-time, I jumped at it.”
6. Jon Foreman
“I spent a decade in sales prior to moving into enablement. I was an “ok” individual contributor, because my eye was always on making things work better and helping my colleagues and leaders.
I moved into leadership within a year and spent my time building up my teams, but also lending my expertise and insights to others within our revenue org. I eventually moved into an enablement-like role where I was able to spend most of my time mentoring leaders and sellers on their approaches, strategies, and being their link to senior leadership.
After that, enablement was an obvious choice since I’d be getting more of a say in building the processes and helping others learn them.”
“I worked for a startup and became the person who would train new sales hires and optimize the process of the sales team so that they could focus on less administrative tasks and sell more. This was before Enablement was a formal role within an organization. We were purchased by a larger global company and I joined the Enablement department. Since then, I have moved into leadership roles and become the one solely responsible for Sales Enablement and its strategy within an organization.”
“I moved into a project management role for the sales team after returning from parental leave. My company couldn’t offer my previous role as an enterprise account manager but didn’t want to lose me so they offered me this role. After about 9 months in the role, I advocated for a role name change to formally be considered enablement. From there, I have adapted my workflows to operate and measure my work such as that of an enablement manager. “
“I’ve worked in sales, sales management and sales support roles my entire career. I was a sales trainer in Telco for 3 years and I loved learning and development. I always enjoyed supporting sales teams and being a trusted advisor to their success. I was laid off in 2022 and was searching for a role that fit my skill set and came across enablement roles in the tech industry. My background in sales, sales management and sales support helped me land a role as a sales enablement manager.”
“I have been in sales since 2012, firstly in the retail industry, and then moved to CpaaS and a SaaS-oriented company. I started as an enterprise sales manager as well, yet decided to help sales teams perform better by filling the gaps that I as a sales manager had with the existing content, processes, and learning paths. I worked as a regional enablement expert – for the MENA region, and with professional growth, I was promoted to a global role. My current position is managerial, in the telco industry, where I started primarily working for the EMEA region, but after one year, took over the US projects as well.”
11. Natalia S. Sousa
“I have been working in sales for 19 years and during this time I’ve worked in different sales positions. From SDR to AEs to BDR and Sales Manager I mostly worked for SaaS and Tech companies. More recently I progressed to work with sales strategy and sales enablement. I saw it as a natural next step for me as I always like to work in supportive and strategic initiatives.”
12. Nigel Melling
“I come from the learning and development space where I focused on general employee onboarding, leadership and management training, compliance training, building training programs, etc. I moved over to the sales enablement team while at one of my previous companies after I had supported their sales and CS teams on and off for a year to provide more of a focus on those teams.”
13. Nina Matejčić
“By training, I am an anthropologist and a linguist. I started my professional journey as a foreign language teacher, followed by working in Marketing, and then Sales, which led me to Enablement. My academic background helped me understand how people learn which paired with the experience of selling gave me the right set of skills to be a Sales Enablement Manager.”
14. René Ngadi
“I have worked all my life in sales, but I have always been interested in helping others to get better at what they do. So about 5 years ago I got introduced to the sales enablement function. Since then I started my journey by following a sales enablement guru on LinkedIn, certified myself via Saleshood and HubSpot and finally read a few books (my fav was Sales Enablement Mastery – by Elay Cohen, CEO & Founder of Saleshood).”
15. Stefan Dobrev
“I love problem-solving and I’ve always had a fascination with the “how”. After 10 years+ in various sales roles, different countries, and companies and 5 years in FinTech, an opportunity presented itself in a company where my past sales experience and industry knowledge could be put to good use.”
“I spent the first 8 years in customer-facing, quota-carrying roles at a few companies – most of them small startups. I always enjoyed taking on opportunities outside of my core role to help onboard new team members, design GTM motions, build content/assets, etc. A former VP of Sales from a previous startup asked me if I’d like to build the enablement function from scratch and I jumped on the opportunity. It was a new challenge that I tackled head-on with a lot of guidance from the VP. We had a lot of fun, experimented with enablement initiatives, and drove tremendous impact with the team. I plan on staying in enablement roles for the remainder of my career.”
A breakdown of daily activities
Now that our sales enablement managers have introduced themselves and we have covered the “theory” of the role, it is time to find out what the practice looks like.
In other words, what does a sales enablement manager do over the course of a day?
Morning
For the vast majority of our contributors, the day begins in a manner typical for office workers – checking emails, responding to messages on Slack or other communication tools, and organising their calendars or project management tools.
That being said, some of the sales enablement managers we spoke to had some interesting variations to the theme.
For instance, one of them mentioned how they find the time early in the day to connect to other members of the revenue organisation, building relationships across the GTM unit.
Others dive straight into internal sync meetings or one-on-one check-ins with their team to gauge progress and identify any urgent needs within the broader sales organisation.
For many of the contributors, the structure of the morning also varies depending on the day of the week – for example, team meetings might be scheduled for Mondays, while Tuesdays could be reserved for alignment meetings with the Product team.
A significant focus for our contributors during the early hours is prioritisation.
Whether it’s based on analysing the previous day’s metrics, tackling a backlog of tasks, or following up on the previous day’s preparations, nearly all the sales enablement managers we talked to compile a prioritised to-do list as early as possible.
It is also noteworthy that prioritisation in the world of enablement managers tends to be a complex task.
For one, besides the daily/weekly/quarterly/yearly plans every sales enablement team follows, there is the inevitable balancing of short-term vs long-term enablement efforts that I’ve discussed on a number of occasions, most recently in my article on sales effectiveness.
That is why many of our contributors emphasised prioritising their tasks according to which of them will provide value the soonest.
In addition to this, enablement teams frequently receive requests from other GTM teams or sales leadership, which must be considered in their daily planning.
For example, one enablement manager mentioned how they have a 30-per cent sliding task list to accommodate urgent matters that are likely to arise during the week.
There is also the matter of reviewing metrics from tools such as Seismic, WorkRamp or other sales enablement technology and making them part of the prioritisation equation.
One of the enablement managers we talked to likes to review sales reps’ calls early in the morning so they can evaluate rep performance and playbook accuracy, focusing particularly on deals close to closing within the week/month.
Perhaps the most intriguing approach to daily organisation came from a manager who divides their time between “manager time” and “maker time”.
They allocate substantial blocks for managerial duties, such as meetings with stakeholders or vendors, and “maker time” for focused work on creating or updating sales materials and content.
Afternoon
According to our contributors, the majority of sales enablement managers keep their afternoons for tasks that are less intensive in terms of creativity and focus – admin, reporting, documentation, entering notes from coaching sessions, and replying to emails.
Of course, this doesn’t mean that all of our contributors do all of their “main” stuff in the mornings.
At least a few of the people who collaborated on this article actually leave the creative or focus-heavy stuff until the afternoon:
Creating courses
Updating assets
Individual coaching sessions
Call reviews
Analysing data
Building proposals
One thing that we’ve noticed is that the majority of enablement managers we talked to will clearly divide the day into two big units – one meant for work which includes other people and the other reserved for more creative and individual efforts.
I have also seen several EMEA-based sales enablement managers dedicating their afternoons to working with the US-based teams, leaders and other stakeholders due to the time difference.
This goes the other way around too, with one of our US-based contributors doing their meeting with EU-based colleagues during morning hours.
Additionally, it feels that many sales enablement managers prefer to do call reviews and similar tasks in the afternoon, probably because these are less busy hours in most offices, providing the calm, peaceful environment needed for such tasks.
There are also a few contributors who didn’t really make any special distinction between the different parts of the day – handling what needs to be handled when it needs to be handled.
Closing time
For a large portion of our contributors, the end of the workday is the time to reflect on their day, and note down whether there are tasks that will spill over to the next day.
Some of them even note down the things they HAVE to do the next day, usually because they were putting out fires or they had to deal with a particularly high-priority unplanned issue that day.
Most of them also check the emails and messages they receive over the course of the day, making sure to answer them before they clock out or making a note to handle them first thing the following morning.
While most of them will make some plans for the next day, a few prefer to do this in the morning and skip this.
One thing that I couldn’t help but notice is the feeling of responsibility that our sales enablement managers feel towards their team and other stakeholders, making sure to clear off anything that might prevent someone else from doing their jobs and that the enablement efforts do not lose momentum.
Reflecting on the day and noting tasks that will spill over to the next day
Writing down tasks that must be completed the next day, often due to unplanned high-priority issues
Checking and responding to emails and messages received throughout the day
Making plans for the next day, though some prefer to do this in the morning
Ensuring any tasks that might impact team members or stakeholders are cleared to maintain momentum
Additional advice, favourite enablement moments, and pearls of wisdom
One of the most satisfying things for me since starting The Enablement Insight has been the opportunity to learn from my peers in enablement.
I was certainly not going to pass up another chance to do so.
Therefore, I invited the fantastic sales enablement managers who contributed to this article to share any additional, open insights directly with you, the readers.
Allie Hunt:
“It helps to like people, want to help them solve their problems, and get excited about other people’s success. I often joke that Enablement is part therapist because people bring me their problems to walk through constantly and sometimes just need a place to vent. I love being that person for my team. I love knowing that something I did helped them to feel more confident in their role.”
Benjamin Bowles:
“Every enablement job is different at every company. I’ve seen and interviewed for roles with the title of enablement, but that were actually deal desk roles, product marketing roles, or rev ops roles. Every company has a different view on enablement and it’s critical to understand how that business views enablement before you step into a role.”
Chiara Gianola:
“There are no 2 SE doing the same thing. Your challenges and responsibilities might vary A LOT depending on the maturity of your company and on the importance the company gives to the function.”
Jeray Goins:
“I’m a sales guy through and through. I believe in what we do and have a tremendous amount of respect and empathy for the people who put themselves on the line every day to make that magic happen.
The thing I’m most proud of about the work my team does is that we consistently have AEs reaching out to us for coaching, training, or even quick mental check-ins.
In my entire career as an individual contributor, I would have NEVER once even thought about reaching out to someone in enablement to help me with anything outside of initial onboarding or a log-on for a specific tool or something. That motivates me every morning to get up and bring my A-game.”
Lindsay McNeill:
“No two days look the same, which is one of the best parts of working in Enablement.”
Lisa Frassetto:
“It’s the toughest job because it can sometimes be undefined. You need to help people understand where you can deliver them value. Earning stakeholder respect is key. It can be very political. If you want to know exactly what you need to do at all times this role isn’t for you. You need to be responsible and accountable for your own development.”
Luis Fernandez:
“Be ready for change and ambiguity. The role may have a specific job description but the scope may change because of the change in business needs.”
Natalia S. Sousa:
Overall, it demands a great level of patience and communication with the team and stakeholders. Flexibility while being results-oriented is key. Also, I would say that delegating, trusting and supporting your team is a great way when it comes to achieving goals.”
Nigel Melling:
“Being great at sales doesn’t translate one-to-one to being a great sales enablement manager. If you do not come from sales, you can be great at sales enablement. If your mindset is to help others improve and be more successful, you will always do great in enablement.”
Nina Matejčić:
“There are 2 moments that I enjoy the most: 1) The one-on-one coaching you get to do with salespeople, and helping them find that small thing that then takes them from good to great 2) The moment when you guide multiple stakeholders to help them fix a complex issue that was blocking their team from success and suddenly they are overperforming :)”
René Ngadi:
“Leadership buy-in is key for any sales enablement initiative’s success. Involve the sales reps as much as you can as they are the final user of everything you will create in your role!”
Stefan Dobrev:
“Before starting, ensure you clarify your role and specific responsibilities + how you will be measured. Going into Sales Enablement without targets and KPIs can make the journey extremely difficult. Also, make sure the business understands the role/value of sales enablement and is willing to invest in it. Last, learn to say no!”
Timmy Hendrickson:
“It’s fun, it’s stressful, it’s fulfilling, it’s frustrating, it’s open to new ideas, it’s confusing, and it’s always evolving. Enablers are never satisfied with the status quo and we’re always looking for new ways to do things.”
As you might have noticed, I shared these pearls of sales enablement wisdom in alphabetical order and it’s purely coincidental that the last one tells the story of sales enablement so succinctly and, indeed, poetically.
Conclusion
The role of a sales enablement manager is arguably one of the least standardised in the entire GTM environment.
The responsibilities that come with it, the daily activities, and even the skills required will heavily depend on the maturity of the function within an organisation, its size, the product/service that is being sold, and many more factors.
This was the main reason why I wanted to go really deep into exploring the role.
As I have often done in the past, I hoped to hear from people who are living it.
In the end, I got the perfect people to help us paint a vivid picture of the sales enablement manager role.
Thank you Allie, Benjamin, Chiara, Jennifer, Jeray, Jon, Lindsay, Lisa, Luis, Mubina, Natalia, Nigel, Nina, René, Stefan, and Timmy!
I am sure your stories and your insights will inspire many people who may be thinking about getting into the enablement field.
PS: If you wish to continue to explore the role of the sales enablement manager, you can check out my piece outlining a generalised sales enablement manager job description.
PPS: You can also find my pieces on the day in the life of the director of sales enablement and sales enablement specialist for further insights.
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