Sales Enablement Program Manager - New Sales

Overview

You're building enablement programs for Bloomerang's New Sales team - the reps acquiring new nonprofit customers for their fundraising CRM platform. You'll create training content, run live sessions, measure what's actually improving rep performance (conversion rates, ramp time, deal velocity), and adjust based on what the data shows. You report to a Sales Enablement Leader and work closely with sales leadership to diagnose performance gaps.

Role Snapshot

Company Context

Stage: Later-stage (581 employees, serving 24K+ nonprofits since 2012)

Size: 581 employees

Growth: Actively expanding sales team (hiring enablement to support growth)

Market Position: Established player in nonprofit CRM/fundraising software - competing in a mature category with multiple alternatives

What You're Enabling

The Product: Unified platform combining fundraising CRM, donor management, and volunteer coordination for nonprofits

Target Buyers: Nonprofit development directors, executive directors, fundraising managers

Deal Profile: Mid-market nonprofits, likely $10-30K ACV deals, 2-4 month sales cycles

Sales Team Structure: Dedicated New Sales team (separate from account management), likely has SDR support

Enablement Philosophy: They explicitly say "we don't just train, we improve performance where it counts" - meaning you're expected to tie your work to revenue outcomes, not just completion rates.

What You'll Actually Do

Time Breakdown

Content Creation (35%) | Live Training (25%) | Measurement/Analysis (20%) | Stakeholder Alignment (20%)

Key Activities

• Building Training Programs: You create onboarding curriculums for new reps, ongoing skills training (discovery, demo delivery, objection handling), and sales plays for specific campaigns or segments. This means writing scripts, recording videos, building exercises, and designing assessments.

• Running Live Sessions: You deliver training to groups of reps - could be new hire cohorts, quarterly refreshers, or urgent interventions when leadership sees a performance issue. You're expected to be engaging and practical, not just lecture-style.

• Measuring Impact: You track metrics like time-to-first-deal for new reps, conversion rates at each stage, demo-to-close ratios, and correlate them with training completion. You need to show "reps who completed X training closed Y% more deals" not just "85% completion rate."

• Partnering with Sales Leadership: You sit with frontline managers to understand what's breaking - are reps struggling with nonprofit budget cycles? Losing to a specific competitor? Can't articulate ROI? Then you build targeted content to fix those gaps.

• Content Maintenance: Keeping sales decks updated when product changes, refreshing talk tracks when positioning shifts, updating competitive battlecards when a new player emerges.

The Honest Reality

What's Hard

• Proving ROI is Complex: Sales performance has a million variables. You can build great training but if territories are bad or leads dry up, your metrics look bad. You'll constantly be defending whether improvements are from your work or other factors.

• Reps Don't Always Engage: Quota-carrying sellers skip optional training when they're busy. You'll spend time designing something carefully and have 40% attendance. Getting reps to actually watch/read your content is an ongoing battle.

• You're Not Selling Anymore: If you loved the adrenaline of closing deals, this is a different high. You're supporting sellers, not selling yourself. Some enterprise sellers find the transition frustrating.

• Competing Priorities: Sales leadership might want you to build something for Q4, but you're mid-project on something for Q1. You're constantly negotiating scope and timeline with multiple stakeholders.

What Success Looks Like

• New reps ramp from hire to first closed deal in 90 days instead of 120 days
• Demo-to-close conversion rate improves from 15% to 20% after your discovery training
• Sales leadership says "we need to scale this" rather than asking why reps aren't using your stuff
• Reps actually reference your battlecards and talk tracks in real deals (you'll hear it on call reviews)

Who You're Supporting

Primary Audience:

• New Sales AEs (selling to net-new nonprofit customers)
• SDRs/BDRs (prospecting into nonprofits)

Secondary Stakeholders:

• Sales leadership (VP Sales, Directors, Frontline Managers)
• Product Marketing (you'll work with them on positioning)
• Possibly other enablement team members (they mention an "exceptional enablement team")

What They Need From You:

• AEs need: Talk tracks that work with nonprofit buyers, objection handlers for budget/timing concerns, competitive intel, practical demo tips
• SDRs need: Prospecting sequences, cold call scripts, qualification criteria, handoff processes
• Sales leaders need: Data showing your programs work, and fast turnaround when they spot problems

Requirements

• Enterprise selling background (they want someone who's carried a bag and knows what reps actually face)
• Experience designing training programs - not just delivering someone else's content
• Ability to work autonomously in a remote environment (self-directed work style)
• Creative approach to learning design (they specifically call this out)
• Comfort with data and measurement (proving impact is core to the role)
• Strong communication skills for live training delivery and stakeholder management
• Likely: Experience with enablement tools (LMS, coaching platforms, CMS)
• Nice to have: Familiarity with nonprofit sector or mission-driven selling