GTM Enablement Manager

Overview

You build and maintain enablement infrastructure for Conservice's GTM teams—Sales and Account Management. This means onboarding new hires, creating certification programs, writing playbooks, and running reinforcement training. You report to the Head of RevOps and partner with Product Marketing, RevOps Systems, and BI to make sure training ties to actual business outcomes.

Role Snapshot

Company Context

Stage: Private Equity-backed (TPG Capital majority stake, previously backed by Advent International and TA Associates)

Size: 1,900 employees

Growth: Mature company celebrating 25 years, serving 50M+ units. Recent acquisitions (Onboard/Internet Management). Steady optimization phase rather than hyper-growth startup mode.

Market Position: Established leader in property utility management with proprietary platform. Serving multifamily, commercial, student housing, single family, manufactured housing, senior living, and military housing.

GTM Reality

What Sales is Doing: Conservice sells utility expense management, recovery, meter management, analytics, contract management, sustainability solutions, and bulk WiFi to property owners and managers.

The Sales Team Structure:

• Account Executives closing new property management companies
• Account Managers handling retention and expansion across existing book
• Mix of inbound (property managers seeking utility solutions) and outbound (targeting property portfolios)

Your Enablement Challenge: Reps need to understand 7+ different product modules, compliance requirements across different property types, ROI modeling for utility savings, and how to navigate property management decision-making (often involves multiple stakeholders: owners, property managers, sustainability teams).

Competitive Landscape

Main Competitors: EnergyCAP, American Utility Management, Benchmark ESG, Enertiv, MRI Energy

How They Differentiate: Conservice is the largest with the most comprehensive platform—combining expense management, recovery, and sustainability in one system. 25 years of utility data and expertise.

Common Objections: "We handle utilities internally," "Too expensive for our portfolio size," "Already using [competitor]," "Integration concerns with our property management software"

Win Themes: Scale and integration (one platform for everything), data quality and accuracy, dedicated Utility Experts for ongoing support, proven ROI on cost savings

What You'll Actually Do

Time Breakdown

Content Creation (35%) | Live Training Delivery (25%) | Program Management (20%) | Cross-functional Meetings (20%)

Key Activities

• Onboarding New GTM Hires: You build and run the onboarding program—product training, sales methodology, tools training (CRM, analytics, proposal tools). You're measuring time-to-first-deal and time-to-quota. Right now you're probably optimizing an existing program, not building from zero.

• Creating Playbooks and Certifications: You write battle cards, call scripts, objection handling guides, and discovery frameworks. You build certification paths (product knowledge, sales skills, tool proficiency) and track completion rates. A lot of time in Google Docs/Slides and whatever LMS they use.

• Reinforcement Training: You run ongoing training sessions—new product launches, competitive updates, skill development workshops. You're coordinating with Product Marketing on messaging, with RevOps Systems on CRM/tool changes, with BI on what the data says about win/loss patterns.

• Measuring What Works: You track leading indicators (certification completion, ramp time by cohort, content usage) and lagging indicators (win rates, quota attainment, tech stack adoption). You report to the Head of RevOps on how enablement is impacting the business. You're in Salesforce, Gong, or whatever BI tool they use, pulling reports.

• Cross-Functional Coordination: You're the hub between Marketing (messaging), Product (what's launching), RevOps Systems (tools/process), Sales Leadership (what's breaking in the field), and BI (performance data). Lots of alignment meetings.

The Honest Reality

What's Hard

• Adoption is the Real Challenge: You can build the best training program in the world, but if reps don't use it or if managers don't reinforce it, nothing changes. You're constantly selling internally—to reps to complete certifications, to managers to hold their teams accountable, to leadership to invest in your programs.

• Mature Company Means Change Fatigue: Conservice has been around 25 years with 1,900 employees. There are entrenched habits, legacy processes, and institutional knowledge that isn't documented. Getting people to adopt new playbooks or change how they sell is harder than at a startup where everyone's figuring it out together.

• You're Balancing Multiple Stakeholders: Product Marketing wants you to train on new features. Sales Leadership wants help with a specific competitive loss pattern. RevOps Systems needs adoption of a new tool. BI wants better data hygiene. You have to prioritize and say no, which creates tension.

• Measuring Enablement ROI is Messy: Did that rep hit quota because of your training, or because they got lucky with territory assignment? Did win rates improve because of your new objection handling guide, or because Product shipped a better feature? You're constantly defending budget and proving impact with imperfect attribution.

What Success Looks Like

• Faster Ramp: New hires hit 50% of quota in 90 days instead of 120 days. You can show cohort data proving your onboarding changes moved the needle.

• Higher Win Rates: The team's win rate on competitive deals goes from 35% to 42% after you roll out new battle cards and competitive training. Leadership notices and asks for more.

• Consistent Execution: When you audit recorded calls, reps are actually using the discovery framework and objection handling you taught. The playbook isn't sitting unread in Google Drive—it's their daily reference.

• Tool Adoption: CRM hygiene improves, proposal software utilization goes up, whatever new tech RevOps rolled out is actually being used because you trained people properly and reinforced it.

Who You're Supporting

Primary Audiences:

• Account Executives: Closing new property management companies (multifamily, commercial, student housing, etc.). They need product knowledge across 7+ modules, ROI modeling skills, competitive positioning, and consultative selling techniques.
• Account Managers: Managing retention and expansion in existing accounts. They need deep product expertise, customer success skills, upsell/cross-sell plays, and relationship management.

What They Need From You:

• Clarity: In a complex product with multiple modules and customer types, reps need simple, actionable guidance on what to say and when.
• Credibility: They want training from someone who understands how deals actually get done, not generic sales theory.
• Just-in-Time Resources: Battle cards they can reference on a call, email templates they can customize, recorded demos they can share. Not 40-slide decks they'll never read.

Requirements

• 3-5+ years in GTM enablement, sales enablement, or field sales/management (you need to know what good selling looks like to teach it)
• Experience building onboarding programs, certifications, and playbooks from strategy through execution
• Comfortable working cross-functionally with Marketing, Product, RevOps, and Sales Leadership—you're a connector, not a solo contributor
• Data-driven: you measure everything and use performance data to prioritize what to build next
• Strong content creation skills—writing battle cards, building slide decks, recording training videos, designing learning paths
• Ideally located in or willing to relocate to Greater Salt Lake Area (hybrid role, need to be onsite for live training and team collaboration)
• Bonus: experience in B2B SaaS, property tech, or similarly complex consultative sales environments