Director, Global Revenue Enablement

ClickHouse

7d

About The Position

We are looking for a Director, Global Revenue Enablement to build and lead the enablement function at ClickHouse, responsible for building the account team's capability across the full customer lifecycle they own. We think about enablement as a design discipline, not a training function. The job is to make the field's tools, content, and motions work for them in the moment they need them, and to carry what the field learns back into the teams that build and operate the revenue systems. The principle is context over content: the differentiated value is getting the right thing to the right person at the right moment, not producing more material. The function sits upstream, shaping what gets built, not only explaining it afterward. This is a build role. You will design the function from a near-blank slate, weight it over time toward in-context, just-in-time delivery rather than scheduled programs alone, and measure it by its contribution to lifecycle outcomes rather than activity. Reporting to the VP, Global Revenue Strategy & Operations, you will partner closely with the CRO, sales engineering leadership, regional sales leaders, the data team, revenue systems engineering, Product, and Product Marketing.

Requirements

• 10+ years in revenue or field enablement at a technical SaaS company, with at least five years leading a team.
• A design view of enablement. You believe the job is to make the system work for the field, not just to train the field on the system. You think upstream, and you believe context beats content.
• Owner-operator mindset. You treat enablement as a system you own end-to-end: you build it, you run it, you fix it when it breaks, and you measure it by what it produces, not by activity.
• Track record moving the outcomes that matter: ramp time, technical win rate, time to value. You can point to the metric, not just the program.
• Comfort enabling a technical product for a technical audience. ClickHouse sells to engineers and data teams, so the SA capability bar draws on product and engineering depth, not surface-level pitch training.
• A builder's bias. You are comfortable starting from a near-blank slate, making the platform and tooling decisions the function needs, and partnering with engineering on what gets built.
• Fluency with a modern enablement stack, including conversation intelligence (Gong or similar) and the AI tooling reshaping how enablement gets delivered.
• Data literacy and a habit of partnering with a data team on the signal that measures capability. You can work with the data yourself.
• Fluency with a modern sales methodology (MEDDPICC, Command of the Message, Challenger, or similar).
• Credible partner and challenger to field leadership. You bring data and a point of view, you push back when warranted, and you advocate for the field to the rest of the business when the case is sound.
• Excellent written and verbal communication. Comfortable presenting to executives and standing in front of the field.
• Bachelor's degree; advanced degree or equivalent experience preferred.

Nice To Haves

• Exposure to consumption-based or usage-based business models strongly preferred.

Responsibilities

• Own the charter: enablement's contribution to AE ramp time, SA technical win rate, and time to first value. The account team owns the absolute outcomes. You own the capability that drives them, and you measure the function on that contribution, not on activity.
• Design for the account team as the unit. AEs and SAs together, organized around the joint motions they run (discovery, demo, POC, first value, expansion), with role-specific depth below. With no separate customer success function, the account team owns the customer through implementation, first value, expansion, and renewal, and the SA carries unusual technical scope. Enablement reflects that.
• Build modern, in-context delivery in partnership with revenue systems engineering. The advantage is context, not content volume: get the right guidance to reps and SAs in the moment, in the surfaces where they work, and shift the mix from scheduled programs toward just-in-time delivery over time.
• Own onboarding and ramp end-to-end. With a rapidly scaling sales team, ramp is the year-one priority. Build the program that shortens time-to-productivity, and measure it by ramp and early attainment, not by curriculum completion.
• Own field activation for launches and programs. Sit on the critical path for product launches from the start of planning, build the readiness and activation programs, and use field signal to drive adoption and close gaps after go-live. Activation is the measure, not announcement: a launch lands when the field is selling it well.
• Close the loop with data. Partner with the data team on the call, activity, and deal signal that shows where capability gaps are, and track whether what you ship actually moves it.
• Hire and develop the team. Build a small, high-leverage function staffed for design and technical delivery, and define the roles as the function takes shape.

What This Job Offers

• Job Type: Full-time
• Career Level: Director