Director of Sales Operations & Enablement - IT Business Unit

The Director of Sales Operations & Enablement is responsible for leading the commercialization of new products and services across the IT Business Unit and owning the operational systems that drive how we sell. This is a builder and operator role, not a strategist or content function. The primary function of this role is faster, cleaner go-to-market motions for new offers, a sales organization that can repeatably execute against defined verticals, and a Salesforce environment that actively generates leverage rather than overhead. This role partners across Marketing, Sales, Sales Engineering, Service, Finance, and the General Managers of each IT business line to turn new solutions into revenue and to modernize how Sales and Sales Engineers operate day to day.

The Director of Sales Operations & Enablement owns the commercialization motion, the sales-side operating systems, and the cross-functional orchestration required to make new offers land in the field. This role takes new solutions from approved to revenue-generating, defines and operationalizes vertical go-to-market motions, and serves as the business owner of Salesforce for Sales. This is an individual contributor role that drives leverage through cross-functional influence, AI tooling, automation, and offshore or shared resources where appropriate. The role does not run sales territories, deliver client work, or own a sales engineering team. It owns the operating model that makes Sales and SE perform.
ESSENTIAL FUNCTIONS:

• Product commercialization and go-to-market execution:
  • Own the commercialization motion for new products and services across all seven IT business lines, taking offers from approved to revenue-generating with packaging, pricing alignment, positioning, sales plays, and field-ready enablement assets.
  • Build repeatable go-to-market plays that define ICP, triggers, discovery flow, qualification criteria, talk tracks, and the path from identification to closed-won.
  • Define and drive launch readiness criteria for each new offer (what must be true for sellers, solution engineers, marketing, finance, and service to be ready), and own go/no-go decisions with the responsible General Manager.
  • Partner with Marketing to ensure positioning, demand-generation content, and campaign motions are aligned to the sales play before launch, not after.
  • Reduce time-to-first-revenue on new offers and improve adoption rates across the seller population by measurable, reported amounts.
• Verticalization of the IT BU go-to-market
  
  • Define and operationalize Marco's vertical go-to-market strategy across priority industries, in partnership with GMs and Marketing, including vertical-specific value propositions, reference architectures, proof points, and sales plays.
  • Translate vertical strategy into seller-ready execution: who we target, what we sell, how we position, what objections to expect, and what proof we lead with.
  • Assist in vertical pipeline accountability into seller cadences and pipeline reviews, so vertical motions actually show up in CRM and forecasts.
  • Identify the vertical assets, references, and capabilities required to win, and drive the cross-functional work to create them.
• Salesforce business ownership and modernization
  
  • Act as the IT BU business owner of Salesforce, distinct from Salesforce administration. Define what Salesforce should do for the business, prioritize the roadmap, and partner with Salesforce admins and IT to deliver against it.
  • Modernize how Sales and Sales Engineering use Salesforce: lead capture, opportunity hygiene, stage definitions, forecasting accuracy, activity capture, and reporting that leadership can actually trust.
  • Drive integrations that remove manual work and produce better data, including Teams call capture into leads and opportunities, conversation intelligence, and connected marketing/sales/service workflows.
  • Own continuous improvement of the seller and SE workflow inside Salesforce, with measurable improvements in adoption, data quality, and cycle time.
• AI adoption for Sales and Sales Engineering
  
  • Lead the practical adoption of AI tooling for sellers and Solution Engineers (research, prep, drafting, proposal generation, conversation intelligence, deal coaching, account planning) to make the field measurably faster and more effective.
  • Identify high-leverage AI use cases tied to revenue or cycle-time outcomes, pilot them with select sellers and SEs, measure impact, and scale what works.
  • Build the habits and operating cadence that turn AI tools into daily seller behavior rather than shelfware.
  • Use AI, automation, and shared resources as leverage for this role itself, since the role is staffed as an individual contributor.
• Sales