Director, GTM Enablement

Basis AI•New York, NY

2d•$150,000 - $250,000•Onsite

About The Position

Basis builds real agents that do real work in the real economy. Our agents operate for hours at a time, performing end-to-end work for some of the largest accounting firms in the world. We recently raised $100M at >$1B valuation and are racing to deploy the most advanced applied ML at production scale. We're looking for a Director of GTM Enablement to own how every Basis seller ramps, sells, and gets better. Enablement at Basis is not a training calendar. It is the system that turns a fast-changing product and a technical buyer into consistent execution across AE, BDR, channel, and customer-facing teams. You'll set the strategy and own the function. That means the ramp standard, the methodology, the coaching cadence, the content system, and the measurement that ties it all to revenue. You'll report to our Head of GTM AI Ops, work directly with sales leadership, and build the enablement team as we scale.

Requirements

8+ years in sales enablement or GTM roles at B2B software companies, including time building or running an enablement function.
Experience managing and developing enablement practitioners, sales managers, or trainers.
A point of view on sales methodology (MEDDICC, Command of the Message, Challenger, or equivalent) and proof you made one stick in the field.
Comfort with sales performance data. You set priorities from numbers and field signal, not request volume.
Standing with sales leadership. You can push back on a VP of Sales and keep the relationship.

Nice To Haves

Enablement for teams selling accounting or finance software into the office of the CFO.
Founding-enablement experience: first dedicated hire or first leader at a high-growth company.
Hands-on use of AI in enablement: agent-built content, call scoring, coaching at scale.
A quota-carrying past. Former closers make credible coaches.

Responsibilities

Set the enablement strategy: Decide what great looks like at each ramp stage across our motions: firm, in-house, CAS, tax, audit. Sequence the work against revenue goals.
Own the ramp system: Define the standard a manager uses to call a new rep ready, progressing, or in trouble at day 30, 60, and 90. Make onboarding a program, not a week of shadowing.
Build the coaching layer: Give frontline managers the tools to coach: call standards, deal review structure, scorecards, and a shared language for what good sounds like.
Codify the playbook: Turn our best reps' discovery, demo, and objection handling into documented, teachable motions. Keep them current as the product ships.
Own the tooling and content stack: Choose and run the systems: enablement platform, content library, conversation intelligence. Use agents and AI workflows where they make reps faster, and measure whether they do.
Prove the impact: Tie enablement to ramp time, win rates, and rep productivity. Fund what works, cut what doesn't.
Build the team: Hire and lead enablement managers and program builders as coverage expands across segments and products.