Revenue Enablement Manager

Overview

You'll build and run enablement programs for Equals Money's commercial teams (Sales and Customer Success) as they scale post-merger with Railsr. You report to the SVP Commercial and work cross-functionally with Marketing, Product, and Ops to create training content, playbooks, and frameworks that help reps sell their multi-currency account and spend management platform to UK SMEs.

Role Snapshot

Company Context

Stage: Growth stage / Recently acquired (£283M by consortium in 2024, merged with Railsr)

Size: 388 employees

Growth: Actively building out GTM function under new SVP Commercial, adding multiple roles. Recently merged platforms creating integration complexity but also consolidation opportunity.

Market Position: Challenger in crowded UK spend management space competing with Pleo, Payhawk, Revolut Business, and legacy players. Differentiator is integrated international payments + expense management, but fighting uphill against better-funded competitors.

GTM Reality

Pipeline Sources:

• Mix of inbound (website leads, product-qualified from trials) and outbound (SDR/AE prospecting into SMEs)
• Post-merger integration means some confusion about which platform (Equals Money vs Railsr) prospects are engaging with
• Growing enterprise segment (Equals Solutions) alongside SME focus

Team Structure: Building out sales and CS functions - you're creating structure where limited formal enablement existed before

SE Support: Sales team handles technical demos themselves - no dedicated SE layer

Competitive Landscape

Main Competitors: Pleo (strong brand, better funded), Payhawk (aggressive growth), Revolut Business (name recognition), traditional providers like Amex

How They Differentiate: International payments + expense management in one platform, deeper FX capabilities from legacy Equals Group heritage

Common Objections: "We already use Pleo/Revolut", concerns about switching costs, integration questions post-Railsr merger, "do we really need another platform?"

Win Themes: Better for companies with international payments needs, more sophisticated FX tools than pure expense platforms, integrated solution vs. stitching together multiple vendors

What You'll Actually Do

Time Breakdown

Content Creation (40%) | Training Delivery (25%) | Cross-functional Meetings (20%) | Tech Stack/Process (15%)

Key Activities

• Build onboarding programs: Create 30/60/90 day ramp plans for new sales and CS hires. Most of this is slides, recorded demos, shadowing schedules, and certification checkpoints. You're starting from scratch - no existing curriculum.
• Write playbooks and battlecards: Document discovery questions, objection handling, competitive positioning, deal progression frameworks. Constant iteration as product and messaging evolves post-merger. Reps will ask for these then not actually reference them.
• Run training sessions: Weekly or bi-weekly live sessions on product updates, new competitive intel, sales methodology. Attendance is hit-or-miss. Record everything because people won't show up live.
• Drive CRM adoption: Partner with Rev Ops to get reps logging activities, updating stages, following process. This is like herding cats. You'll spend a lot of time cajoling people to enter data.
• Partner with Marketing on content: Work with marketing to translate collateral into seller-friendly assets. Translate product-speak into business value language that actually resonates with SME buyers.
• Measure and report: Track metrics like time-to-first-deal, win rates, ramp time, content usage. Build dashboards no one looks at until a QBR.

The Honest Reality

What's Hard

• Building from scratch: Limited existing structure means you're creating everything - liberating but also exhausting. Expect to reinvent the wheel a lot.
• Post-merger chaos: Railsr integration means product roadmap uncertainty, messaging confusion, process duplication. You'll field a lot of "which platform do we position?" questions.
• Getting reps to engage: Sales teams ignore enablement content unless it immediately helps them close a deal this week. You'll create great stuff that gets ignored.
• Lack of headcount: You're a team of one. No instructional designers, no dedicated content creators, no coordinator. You do everything.
• Measuring impact: Hard to isolate enablement's effect on win rates when so many variables are in play. Execs will still ask you to prove ROI.

What Success Looks Like

• New reps close their first deal within 60 days vs. 90+ days previously
• Win rate against Pleo/Payhawk improves by 10-15% after competitive training
• CRM data quality improves enough that forecasting becomes reliable
• Sales team actually references your battlecards in deals (you'll know because they'll ask for updates)
• You build enough trust that reps come to you proactively when stuck on deals

Who You're Selling To (What Your Reps Are Selling To)

Primary Buyers:

• Finance Directors / CFOs at UK SMEs (50-500 employees)
• Finance Managers / Controllers handling AP/expenses
• Larger enterprise segment: Treasury teams, Finance Ops leaders

What They Care About:

• Reducing manual expense reconciliation work
• Better visibility into company spending
• FX savings on international payments (vs. high street banks)
• Integration with Xero/accounting systems
• Consolidating vendors (tired of juggling multiple platforms)

Requirements

• 3-5+ years in enablement, sales, or CS at a B2B SaaS or fintech company - you need to understand the sales motion to train it
• Experience building programs from scratch, not just maintaining existing ones
• Strong content creation skills - you'll write a lot of docs, slides, and scripts
• Comfortable presenting to groups and running interactive training
• Familiarity with enablement tech (LMS platforms, CRM, conversation intelligence tools)
• Understanding of UK SME market and competitive fintech landscape helpful
• Thick skin - you'll get ignored a lot and need to keep pushing