Sales Enablement Partner

EverDriven•Greenwood Village, CO

1d•$90,000 - $105,000•Hybrid

About The Position

EverDriven is investing in new methodology, new tools, and new ways of selling and supporting customers, and that investment only pays off when the sales and customer success teams adopt it. The Sales Enablement Partner is accountable for three connected responsibilities. Across all three, this person works as an active partner to the VP of Sales and the VP of Customer Success — aligning on priorities and building the enablement frame with them before initiatives launch, not just executing once decisions are made. The first is change adoption. This person builds and runs the end-to-end enablement plan for every sales and customer success initiative, from kickoff through 90-day reinforcement, defining who is impacted, what changes for them, how they learn it, how managers reinforce it, and whether it held. Many initiatives ripple beyond sales and CS, so this individual partners across the enterprise — Revenue Operations, Operations, and Marketing in particular — to understand the full organizational impact of a change before building the plan around it. The second is job readiness for sales and customer success. This person ramps new Account Executives and Customer Success Managers on the selling, retention, and relationship skills, product knowledge, methodology, and systems required to do the job, and prepares frontline managers in both functions to reinforce that skill in their own teams. A third, related responsibility is the coaching system managers use every week, in sales and in customer success. The manager owns the coaching cadence: 1:1s, deal or account reviews, and accountability for team performance. This role owns the structure that make that coaching consistent: call scorecards, deal and account review guides, and content aligned to methodology, plus the call and account data that tells a manager where to coach next. The three responsibilities reinforce each other: the person who builds the coaching system and ramps new team members is well positioned to lead the teams through change. Content across all three should be AI-first, drafted with AI tools and refined by the Partner, so materials are built once and reused across teams.

Requirements

3+ years in sales enablement, sales training, or change execution supporting a quota-carrying sales team, a customer success organization, or both.
Hands-on change execution: you have played a core role in at least one end-to-end change or adoption effort (communications, training, reinforcement, measurement), owned major pieces of it, and can walk us through the plan and what you would do differently. Full ownership of a change is a plus; the appetite to own one here is required.
Ambiguity to clarity: you take loosely defined problems — a new motion, an unclear rollout, a “go figure out how to enable this” ask — and turn them into a concrete plan people can follow. You bring structure where there isn’t any yet, and you know which questions to resolve first.
AI-first mindset: you already use AI tools as your default way to draft content and design learning, and you can show examples. AI speeds your drafting; your judgment makes it right.
Working knowledge of a sales methodology (MEDDIC, Challenger, Command of the Message, or similar) and a customer success motion (renewals, expansion, adoption), and how each shows up in daily work and coaching.
Strong facilitation and coaching-of-coaches skills, live and virtual, across sales and customer success rep and manager audiences.
Experience with a CRM, a call intelligence tool (Gong, Chorus, or similar), and exposure to a customer success platform (Gainsight, Totango, or similar); you measure whether behavior changed after the training.
Bachelor's degree preferred; equivalent experience in sales, customer success, sales training, or enablement considered in lieu of a degree.

Nice To Haves

Full ownership of an end-to-end change or adoption plan.
Change management certification (Prosci, CCMP, or similar).
Sales methodology certification (Challenger, MEDDIC, Command of the Message, or similar).
Experience building or running a call and deal coaching program (Gong, Chorus, or similar).
Experience enabling a customer success or account management organization: renewals, expansion, QBRs, or health-score-driven coaching.
Experience in K-12, logistics, transportation, or another complex B2B sales environment.

Responsibilities

Build and execute the end-to-end change and enablement plan for sales and customer success initiatives (methodology changes, comp plan changes, territory or book-of-business changes, CRM or CS platform rollouts, pricing, packaging, or renewal process changes): stakeholder change profiles, communications, training, manager reinforcement asks, and adoption measurement, embedded in each initiative's project plan.
Partner with sales and customer success leadership at kickoff to define who is impacted, what specifically changes, and the adoption metrics each launch will be judged on (certification rates, playbook or stage-gate usage, win rate or retention movement).
On enterprise initiatives, partner with Revenue Operations, Operations, and Marketing to map how a sales or customer success change lands on their teams, surface downstream dependencies early, and build those hand-offs into the enablement plan.
Equip frontline sales and customer success managers to carry each change: talking points, coaching prompts, and deal- or account-review updates they deliver in their own teams.
Track adoption at 30, 60, and 90 days after launch, feed results into the enablement scorecard, and recommend boosters when behavior is drifting.
Own job-readiness onboarding for sales and customer success: design and deliver the new-hire ramp that teaches new Account Executives and Customer Success Managers the selling, retention, or relationship skills, product knowledge, process, and systems (CRM, dialer, quoting, CS platform) needed to do the job.
Hold ramp to fixed time-to-productivity targets; new-hire cohorts run on schedule regardless of what else is launching.
Run continuous skill development driven by win/loss data, churn and retention signals, call and account reviews, and methodology gaps, including targeted coaching content and role plays.
Build the coaching system frontline sales and customer success managers use to run their weekly cadence: call scorecards, deal- and account-review guides, and coaching prompts tied to the sales and CS methodology.
Certify managers in both functions on that system and hold the line on the boundary: managers own the 1:1s and deal or account reviews; this role owns the tools and content that make that coaching effective and consistent.
Use call, deal, and account health data (Gong, Avoma, or equivalent) to identify skill gaps and feed them into manager coaching priorities and rep or CSM development plans.
Translate CRM, quoting, forecasting, CS platform, and renewal or expansion process changes into clear, teachable workflows; partner with Sales Operations and Customer Success Operations from the design stage.
Own rollout readiness for new sales and CS tools: pilot feedback, wave planning support, job aids, and go-live support models.
Keep playbooks, battle cards, and training in sync with how reps and CSMs actually work, in partnership with product marketing.
Use AI tools daily to draft training modules, battle cards, call guides, QBR templates, and assessments, then edit for accuracy and voice.
Build asynchronous-first: on-demand modules, microlearning, and flipped-classroom paths that scale across distributed sales and customer success teams, with live sessions reserved for practice and coaching.
Contribute to one shared enablement content library; build once, reuse everywhere.
Administer LMS content for sales and customer success: assignments, reporting, and upkeep.
Facilitate live and virtual sessions across sales and customer success audiences, from new-hire bootcamps to leadership methodology refreshers.
Own enablement agenda for recurring sales and CS team meetings — kickoffs, methodology refreshers, and enablement segments of the weekly cadence — partnering with leadership to make each a reinforcement moment.