Global Sales Coach

ServiceNow•New York, NY

About The Position

The Global Sales Coach is a hands-on field coaching role focused on improving seller pipeline generation, deal quality, forecast accuracy, and time to productivity. The coach spends most of the week working one on one with sellers and supporting live deal work, while also developing programs that scale effective coaching. The role reports to the manager of the department and partners closely with frontline sales managers, enablement, product marketing, and teams integrating newly acquired sellers. The coach provides recurring individual coaching, facilitates skill practice and certification, observes customer calls, and gives prompt, behavior-specific feedback. The role also designs and delivers segment-specific coaching programs and large-scale training events, maintains auditable coaching and certification records, and reports impact based on business results. A major focus is accelerating ramp for new hires, internal transfers, and sellers joining through acquisitions, with a stated goal of reducing time to productivity from roughly six months to three. The coach tracks cohort milestones, identifies risk, supports managers with seller readiness updates, and validates readiness for new products, releases, and acquired portfolios through certification, call review, and pipeline evidence.

Requirements

Seven or more years of experience in enterprise or commercial software sales, sales management, or sales coaching and enablement.
Direct experience with both large-deal Enterprise and higher-velocity Commercial or mid-market sales motions, with a clear perspective on how coaching should differ between them.
A track record of coaching individuals or teams to measurable behavior and performance improvement.
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 apply 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 formal authority.
Excellent facilitation and written communication skills, and sound judgment about when to teach and when to ask.

Nice To Haves

Prior quota-carrying experience in both Enterprise and Commercial sales.
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 using written individual development plans.
Coach sellers on prospecting and outbound activity, territory and account management, deal qualification and management, 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 segment ramp paths, focused skill sprints, manager coaching enablement, and remediation programs.
Build Enterprise- and Commercial-specific coaching approaches suited to each segment's sales motion.
Design scalable coaching for large Commercial populations while preserving personalized coaching quality.
Create reusable playbooks, call frameworks, role-play scenarios, and certification rubrics for the global library.
Pilot and measure coaching programs, retaining effective programs and discontinuing those that do not produce results.
Help design and deliver sales kickoffs, bootcamps, mid-year kickoffs, product launch enablement, and field readiness days.
Own assigned event tracks end to end, including content, facilitators, breakout design, certification, and reinforcement plans.
Build follow-through plans to reinforce event content in 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 regular cadence, connecting results to business outcomes rather than activity counts.
Maintain consistent records so another coach can understand each seller's status and development needs.
Own coaching support for ramping new hires, internal transfers, and sellers joining through acquisitions, targeting a reduction in time to productivity from roughly six months to three.
Develop and deliver acquisition-specific enablement covering cross-portfolio positioning, joint account mapping, tooling and process conversion, and cultural onboarding.
Track ramp milestones by cohort and flag at-risk ramps early enough to address them.
Give hiring managers clear updates on each new seller's progress and next development needs.
Assess seller readiness to sell new products, releases, and acquired portfolios using certification, call reviews, and pipeline evidence rather than attendance alone.
Report readiness gaps to product, marketing, and enablement partners with a recommended fix and target date.
Retest sellers after remediation and close the readiness loop.