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Transforming enablement to unlock new pipeline
Enablement had lost identity and strategic focus. It lacked alignment to the field, and had become mostly known for running events. Mandated by the Chief Revenue Officer, a new strategically aligned commercial enablement function had to be designed and built from the ground up, covering plays, academy, content, engagement, and the platform that runs them. The bar was set high. It had to be measurable, evidenced, and connected to revenue outcomes, not a content library.
Bringing two sales teams together after a merger
Following a major acquisition, two commercial organisations had to be integrated into one without losing the run-rate. Operating models, processes, tools, plays, and ways of working were duplicative, inconsistent, and slowing the combined organisation down. Sellers were navigating two systems and two cultures.
