Manager, GTM Sales Enablement (R5468)

What this role owns:

Quarterly Enablement Bootcamp ownership. Own end to end scope, design, and execution of the quarterly bootcamps. Set the agenda, build the run of show, secure facilitators and subject matter experts, prepare all content and materials, manage logistics, and run the event. Each bootcamp ships on a fixed quarterly cadence with clear outcomes and a readiness bar that participants must clear. 
Quarterly Enablement Plans (QEP) for tenured sellers. Design and run the quarterly plan that keeps experienced sellers current. Translate new products, plays, competitive moves, and pricing changes into focused learning that fits a working seller's calendar. Differentiate the plan by role and tenure so the content lands for BDMs, Territory Managers,  Hivemind Specialists, FSEs, and capture leads at the right depth. 
Topic definition with GTM Strategy. Partner closely with Scott Powers, who leads GTM Strategy, to define the topics each quarter's enablement must cover. Strategy sets the priorities, the market evidence, and the plays that need to land in the field; this role converts those priorities into a teachable curriculum and a delivery plan with named owners and dates. 
Content build and systemization. Build and maintain the enablement content library, certifications, and learning paths. Turn one-off material into reusable, versioned assets that scale across cohorts and quarters. Keep content current as products, competitors, and the buying environment shift. 
Facilitation and delivery network. Recruit, prepare, and coach the internal facilitators, sales leaders, and SMEs who deliver enablement. Build a bench so the program does not depend on any single presenter, and hold a consistent quality bar across every session. 
Readiness measurement. Define and track the metrics that prove enablement is working: participation, certification and assessment results, manager-observed behavior change, and downstream indicators tied to ramp and deal execution. Report results each quarter and feed them back into the next plan. 

Current Priorities (FY27):

The agenda below reflects today's top priorities. Expect it to evolve as the business does. 
Quarterly Bootcamp cadence. Lock a repeatable quarterly bootcamp model with a fixed run of show, a clear outcome set, and a readiness bar every cohort clears. Build the operating calendar twelve months out so the field and facilitators can plan against it. 
Tenured Seller Enablement Plan. Stand up the quarterly plan for experienced sellers, differentiated by role and tenure. Convert each quarter's product, competitive, and pricing changes into focused, calendar-friendly learning that keeps the existing field current without pulling them off the number. 
Topic intake with GTM Strategy. Build the quarterly intake rhythm with GTM Strategy so topics are set early, sequenced against capacity, and tied to the plays and evidence that matter most that quarter. 
Content systemization. Convert existing enablement material into a versioned, reusable library with certifications and role-based learning paths, so each quarter builds on the last rather than starting over. 
Sales Kickoff support. Build and deliver the enablement content and certification track that anchors the annual Sales Kickoff, in partnership with GTM Strategy on narrative and outcomes. 

How the role operates:

Field-first posture. Build enablement from how sellers actually work. Sit in on calls, ride along on deals, talk to managers, and pressure-test every program against the reality of the field before it ships. Enablement that does not survive contact with a working seller does not ship. 
Quarterly operating rhythm. Run on a disciplined quarterly cadence: intake topics with GTM Strategy, design and build the content, deliver the bootcamp and tenured plan, measure readiness, then feed results into the next cycle. The calendar is fixed; the content adapts. 
Decision rights. The role owns the design and execution of the enablement programs and the readiness bar. GTM Strategy owns the topic priorities and the supporting evidence. Sales leadership owns reinforcement in the field and the results that follow. 
Authority model. Influence through program quality, a reliable cadence, and readiness results. Earn the field's time by making every session worth it, and earn leadership's trust by proving behavior change. 
Output. Bootcamp curricula and run-of-show, facilitator-ready content, role-based learning paths and certifications, quarterly tenured-seller plans, readiness assessments, and the quarterly readiness report. 
Stays current in real time. Tracks product changes, competitive moves, and industry trends as they happen, and adjusts enablement plans on the fly so the team gets what it needs today, not next quarter. 

What we're looking for:

Experience:
5+ years in sales enablement, GTM enablement, sales training, or a quota-carrying or sales-engineering role in B2B technology, with direct experience building and running enablement programs. 
Demonstrated ownership of recurring enablement at scale: bootcamps, kickoffs, certification tracks, or structured learning programs delivered on a fixed cadence. 
Strong facilitation and content-build skills. Comfortable designing curriculum and standing in front of a room of sellers. 
Defense, dual-use, or public-sector exposure preferred. Comfort with long cycles, complex stakeholders, and program-driven buyers is a plus. 
Content creation and e-learning design. Hands-on with SCORM authoring tools, ideally Articulate 360 (Rise and Storyline), and experienced working in an LMS to build courses, learning paths, and certification structures. 
Skills and disposition:
Executive presentation skills and influence. 
Field-first. Builds programs from how sellers actually sell, not from a template. 
Organized operator. Ships a quarterly cadence on time, every time, across many moving parts. 
Strong builder and facilitator. Turns strategy and product input into teachable, reusable content that holds up in front of the field. 
Measures what matters. Defines readiness metrics and uses them to prove and improve the program. 
Partners well across functions. Works hand in hand with GTM Strategy on topics and with sales leadership on reinforcement, without needing direct authority over either.  
Calibrated on the line between activity and outcome. Optimizes for seller behavior change, not session count. 

Why this role exists:

Shield AI's Go-to-Market organization is scaling, and the field's ability to learn fast is now a competitive advantage. New sellers need a fast, repeatable ramp, and tenured sellers need to stay current as the product set, competitors, and buying environment move every quarter. Without a dedicated owner, enablement becomes ad hoc: bootcamps slip, tenured development stalls, and good content never gets reused. With this role, enablement runs as an engine: every quarter the field gets sharper, every program builds on the last, and the topics that matter most reach sellers when they need them.