Global Sales Coach

ServiceNow•New York, NY

8d•$126,800 - $165,900

About The Position

The Global Sales Coach is a hands-on field coaching role focused on improving sellers’ pipeline generation, deal quality, and forecast accuracy. The coach spends most of the week working directly with individual sellers and live deals, while also developing programs that scale effective coaching practices. The role reports to the department manager and partners closely with frontline sales managers, enablement, product marketing, and teams integrating newly acquired sellers. The role includes one-on-one coaching against written development plans, coaching across the full seller motion, facilitating role plays and certification checkpoints, and observing customer calls to provide timely, specific feedback. The coach also partners with the manager to create segment-appropriate coaching programs and reusable resources, supports large-scale training events, and documents and reports progress and business impact. The coach owns the coaching side of ramp for new hires, internal transfers, and sellers joining through acquisitions, with a goal of reducing time to productivity from roughly six months to three. The role also validates seller readiness for new products, releases, and acquired portfolios through certification, call review, and pipeline evidence, and works with partners to address readiness gaps.

Requirements

Seven or more years in enterprise or commercial software sales, sales management, or sales coaching and enablement.
Direct experience with both a large-deal Enterprise motion and a higher-velocity Commercial or mid-market motion, with a clear understanding of how coaching differs between them.
A track record of coaching adults to behavior change, with measurable improvements in seller or team performance attributable to the coaching.
Fluency in at least one recognized sales methodology, such as MEDDICC, Challenger, Strategic Selling, or Command of the Message, and the ability to coach sellers to use it.
Strong CRM discipline and the ability to distinguish pipeline data issues from deal issues.
Comfort with CRM, conversation intelligence, sales content management, and learning management systems.
Credibility with senior sellers and frontline managers, using influence rather than authority.
Excellent facilitation and written communication skills, and judgment about when to teach and when to ask.

Nice To Haves

Prior quota-carrying experience in both Enterprise and Commercial.
Experience coaching across a multi-product or platform portfolio.
Formal coaching certification, such as ICF or equivalent.
Experience integrating an acquired sales team.

Responsibilities

Run recurring one-on-one coaching sessions with assigned sellers against written individual development plans.
Coach prospecting and outbound rigor, territory and account management, deal management and qualification, executive presence, time and calendar management, CRM accuracy, forecast hygiene, and change management.
Facilitate role plays and certification checkpoints covering discovery, executive conversations, pricing, objection handling, and competitive positioning.
Observe live customer calls and provide same-day feedback identifying specific behaviors to change.
Partner with the manager to design coaching programs, including segment ramp paths, skill sprints, manager coaching enablement, and remediation tracks.
Develop Enterprise- and Commercial-appropriate coaching variants and scalable coaching for a large Commercial population.
Create reusable playbooks, call frameworks, role-play scenarios, and certification rubrics for the global library.
Pilot and measure coaching programs, retaining what improves results and discontinuing what does not.
Help design and deliver sales kickoff events, bootcamps, mid-year kickoffs, product launch enablement, and field readiness days.
Own assigned training tracks end to end, including content, facilitators, breakout design, certification, and follow-up reinforcement.
Build follow-through plans so event content changes seller behavior 30 and 60 days later.
Maintain coaching documentation, including rep scorecards, skill matrices, certification records, development plans, and progress over time.
Report coaching impact to sales and enablement leadership on a set cadence, tying results to business outcomes rather than activity counts.
Maintain consistent records so another coach can understand each seller’s progress and needs.
Own coaching for the ramp of new hires, internal transfers, and sellers joining through acquisitions, aiming to reduce time to productivity from roughly six months to three.
Build and run acquisition-specific enablement covering cross-portfolio positioning, joint account mapping, tooling and process conversion, and cultural onboarding.
Track ramp milestones by cohort, identify at-risk ramps early, and give hiring managers clear updates on seller readiness and next steps.
Assess seller readiness for new products, releases, and acquired portfolios through certification, call review, and pipeline evidence.
Report readiness gaps to product, marketing, and enablement partners with recommended fixes and dates, then retest after remediation.