How I Build Enablement Programs

How I got here, how I work, and why now.

Origin Story

I've spent every sales role building the enablement systems my teams didn't have.

  • SDR: Leadership, management, and top performers each described "ready" differently. Formal onboarding existed, but wasn't closing that gap. I found the pattern myself and taught it to newer reps. Hit 123% to quota in a month off that instinct.

  • Enterprise SDR: Account strategy became the actual job, with no training on how to run one. Built the approach as I went. Held a 75% opportunity conversion rate anyway.

  • Enterprise AE: Cross-sell was a stated strategy nobody had built the operational path for, account managers scattered across territories with no consistent pattern. I mapped it myself. Then built a Trial Framework for prospect trials, which had no consistent structure either. Landed real executive sponsorship. Closed one deal 45% above average contract value along the way.

  • Then: A corporate restructuring cut the framework short before I saw it through.

Why it matters: I'd spent every role doing enablement work quietly, inside a sales title, because most orgs don't resource it early and the gap was always more urgent than the org chart. The interruption made the decision clear. Time to stop doing that work on the side, and start making it the priority.

Readiness

Certified: Product Marketing Alliance's full Sales Enablement track (Fundamentals, Core, Masters), plus Cross-functional Collaboration, Enablement Stakeholder Management and GTM Certified. Currently completing Highspot certification, the platform most sales orgs are actually running on.

How I Work

The pattern, named: Listen. Diagnose. Implement. Monitor.

I didn't have a name for it while I was doing it. Looking back across three roles: talk to the people closest to the problem, find the real gap, build something concrete with success criteria attached from day one, then watch whether it's working and adjust before it quietly stops.

It's a loop, not a one-time pass. A program going stale, unused content, a new gap the org's grown into, any of it goes back through the same four steps. Same process that had me asking reps what was actually working, before I ever called it enablement. Just running at whatever scope the work needs.

How I Know It's Working

Three altitudes, three different questions:

  • Leading indicators ("are reps following the right process"): Content usage, training completion, onboarding milestones. Move first. Early warning system.

  • Behavioral indicators ("are reps ready to sell"): Certification pass rates, role-play and call-review scores, rep confidence. The layer between process and results.

  • Lagging indicators ("did it move the business"): Time to productivity, win rate, conversion by stage, deal size, sales velocity, quota attainment. Slower to move, harder to fake. The numbers leadership actually cares about.

Two things I hold to:

  • Baseline before building. If it can't be measured, it doesn't get built. Every layer ships with its own success metric attached from day one.

  • Numbers alone aren't the whole story. Programs fail quietly more often from losing executive alignment, stale content, or change overload than from a bad metric. Watching for that is part of Monitor too.

Why This, Why Now

I've carried a number my whole career. I know what it's like to be handed a process that doesn't work and have to build the real one on the job, with no one to teach it. I don't want to keep doing that quietly on the side of a quota. I want to build it, on purpose.

This site is what that looks like. Real frameworks, built for problems I actually navigated, worked out in full for Meridian, a hypothetical risk intelligence company. Meridian isn't real. The problems are, the same ones from the roles above, just given a complete, concrete scenario instead of an abstract claim.