GTM Enablement Manager, FLM Coaching

Frontline managers are the most important lever in GTM performance. They set the coaching culture, run team reviews, and decide whether reps are actually developing or just executing. Right now, we don't have a dedicated person helping our managers get better at that work. This role builds that program — and owns it end to end. The job is to build repeatable systems: a leader program that strengthens coaching habits and team effectiveness, a methodology reinforcement model that works in the flow of the quarter, and a new hire experience that gets NAMER reps ramped as fast as anyone. You define the vision, build the operating model, and track whether it's actually changing behavior.

Responsibilities

Manager coaching program — Build and own a structured program for frontline managers: what great looks like in a coaching conversation, a team review, a development plan. Make it repeatable with governance and success metrics that scale beyond you.; Methodology reinforcement — Translate our sales methodology into practical field behaviors and a reinforcement model that sticks long after the initial rollout.; Rep skills programs — Own foundational skill-building programs managers can't run alone: discovery, competitive positioning, core seller skills. Build the architecture, drive adoption, measure behavior change.; GTM process alignment — Partner with RevOps and Revenue Leadership to ensure coaching and training reinforce how we run the business.; Measurement — Define what success looks like (manager adoption, behavior change, field productivity) and use that signal to continuously improve. You're accountable for outcomes, not just delivery.; Manager Onboarding — Partner with our GTM Onboarding PM to develop best in class content and delivery for our newest managers.

Requirements

6–8 years in enablement, learning & development, program management, or a related GTM role — ideally at a high-growth tech company; Proven track record building programs for frontline managers and leaders, not just individual contributors; Familiarity with a structured sales methodology (MEDDPICC, Command of the Message, or similar) and experience translating it into field behaviors and reinforcement; Strong program management instincts: governance, stakeholder rhythms, measurement frameworks — not just curriculum design; You understand what drives durable behavior change and build for that, not just completion rates; Ability to influence leaders and managers across functions without formal authority; Strong communicator who can bring clarity and structure to ambiguous, build-from-scratch work