Sales Enablement Manager

Overview

You're the Sales Enablement Manager for ServiceTitan's New Logo team, which means you own how sales reps learn to sell software to contractors (HVAC companies, plumbers, electricians). You build training programs, create sales playbooks, rollout new GTM strategies and AI tools, and figure out why some reps are crushing quota while others aren't. This isn't a training-delivery role—you're a strategic project manager who needs to speak fluent seller to earn credibility with the field.

Role Snapshot

Company Context

Stage: Late-stage private (3,165 employees)

Size: 3,000+ employees across all functions

Growth: Actively hiring across sales roles, mature sales org with specialized enablement by segment (New Logo vs. expansion)

Market Position: Category leader in trades management software—they're the Salesforce of the HVAC/plumbing world. Well-funded, established brand in their vertical.

GTM Reality

Who You're Supporting:

• New Logo AEs selling to commercial and residential contractors
• Likely a mix of SMB transactional deals and mid-market consultative sales
• Sales team probably uses SDRs for pipeline generation, SEs for technical demos

Your Cross-Functional Partners:

• Sales Leadership: They define strategy, you operationalize it
• Product/Marketing: You translate product launches into seller-ready messaging
• Rev Ops: They own the systems/data, you own the training on how to use them
• Implementation: You help reps understand what happens post-sale so they set proper expectations

Current Initiatives (based on post):

• Rolling out AI tools to the sales team
• Launching new GTM strategies (probably new verticals or product lines)
• Codifying "the Sales Titan way"—turning top performer behaviors into repeatable process

What You'll Actually Do

Time Breakdown

Project Management (35%) | Content Creation (30%) | Analysis/Strategy (20%) | Delivery/Coaching (15%)

Key Activities

• Program Rollouts: You own end-to-end execution of major initiatives. Example: New AI sales tool launches, you build the training, coordinate pilot groups, gather feedback, iterate, then roll out to 100+ reps. This means endless coordination meetings, building slide decks, creating demo videos, writing Slack announcements.

• Sales Playbook Development: You interview top performers, extract what they do differently, turn it into documented plays (how to handle specific objections, how to run discovery for roofing companies vs. HVAC, competitive battle cards). Most reps won't read it unless you force adoption through manager accountability.

• Performance Analysis: You dig into Salesforce/Gong data to figure out why some reps hit 120% quota and others sit at 60%. What are winners doing in discovery? How many touches does it take them to get first meetings? You turn insights into training focus areas.

• Cross-Functional Translation: Product launches a new feature for pool service companies. You sit in product demos, talk to early adopter customers, then build the "why this matters" narrative and competitive positioning for reps. Marketing writes a one-sheet, you turn it into a 15-minute workshop and role-play scenarios.

• Tool Adoption: The company buys new sales tech (conversation intelligence, prospecting tools, AI email writers). You build training, run office hours, nag managers to enforce usage, report on adoption metrics. Most reps will resist new tools unless you make it extremely easy.

The Honest Reality

What's Hard

• Measuring Impact is Fuzzy: You can track training completion rates and tool adoption, but proving that your program is why win rates went up (vs. product improvements, better leads, market conditions) is nearly impossible. Sales leadership will still ask you to prove ROI.

• Getting Reps to Actually Use What You Build: You'll spend weeks building a perfect competitive playbook. Half the team won't open it. The ones who do will skim it once. Getting sustained behavior change requires constant reinforcement, manager buy-in, and embedding it into their workflow—which is exhausting.

• Everyone Has Opinions on Sales Training: You'll get conflicting feedback from different sales leaders about what enablement should focus on. RVP of West wants objection handling, RVP of East wants more product training, CRO wants strategic account planning. You're constantly prioritizing and disappointing someone.

• You're Not Closing Deals Anymore: If you come from sales and loved the adrenaline of closing, this role is a grind of project management, documentation, and influencing without authority. No dopamine hit of a signed contract—your wins are "80% of reps completed the certification" or "average ramp time decreased by 2 weeks."

What Success Looks Like

• New Hire Ramp Time: New AEs hit their first quota milestone 3-4 weeks faster because your onboarding program is structured and comprehensive.

• Tool Adoption Metrics: 85%+ of reps actively using the new AI tool you rolled out within 90 days, and managers report it's actually helping (not just compliance for compliance's sake).

• Win Rate Improvements: Team win rate on competitive deals goes up after you launch new battle cards and objection handling training (though hard to isolate your impact).

• Sales Leader Testimonials: VPs of Sales fight to get more of your team's time for their segment because they see the value—that's the real credibility signal.

Who You're Working With

Internal Stakeholders:

• Sales Leadership (VPs, RVPs): They set the strategy, you execute. You need their buy-in to get reps to pay attention.
• Frontline Managers: Your true partners—if they don't reinforce your training in 1-on-1s and team meetings, nothing sticks.
• Top Performing Reps: You mine them for insights and recruit them as coaches/mentors for new hires.
• Product/Marketing/Ops: You're constantly translating between these teams and sales. Product speaks features, you translate to value props and talk tracks.

The Sales Team You're Enabling:

• Mix of new hires (need foundational training) and tenured reps (need advanced skills, new product training, coaching on evolving market)
• Selling to small business owners (1-10 truck operations) up to regional/national chains in trades
• They're juggling 20-40 active deals, running demos, doing discovery calls, chasing contracts through procurement

Requirements

• Sales Experience Required: You need 3-5+ years carrying a quota (likely as an AE or closing BDR). If you can't speak credibly about objection handling, discovery frameworks, and deal progression, reps won't respect you. The post explicitly says "if you're crushing quota but find yourself wanting to fix the process"—they want someone who knows what good selling looks like.

• Project Management Chops: You're coordinating rollouts across multiple departments with competing priorities. You need to build project plans, hit deadlines, manage stakeholders, and execute without much hand-holding.

• Content Creation Skills: You're building slide decks, recording Loom videos, writing playbooks, designing workshops. Needs to be polished and engaging—boring enablement content gets ignored.

• Data-Driven Approach: You need to pull reports from Salesforce, Gong, LMS platforms to analyze what's working. Can't just guess—you need to show Sales leadership the numbers.

• Comfort with Ambiguity: This role didn't exist at ServiceTitan a few years ago. You're building the plane while flying it. Clear tolerance for unclear mandates and evolving priorities.

• B2B SaaS Background Preferred: Understanding software sales motions (demos, pilots, procurement, multi-stakeholder deals) is critical. Trades industry knowledge is a bonus but not required—you can learn the vertical.