Head of Go-to-Market (GTM) Enablement

<p><span style="font-size: 10pt;"><strong>Narvar</strong> is scaling, and we’re seeking a senior, hands-on GTM enablement leader to join our Revenue Operations team. In this high-visibility role, you will architect and execute a comprehensive enablement strategy that directly fuels revenue growth and elevates GTM team performance. You will operate as a trusted advisor to RevOps and GTM leadership, deeply embedded with Sales, Marketing, Customer Success, Professional Services, and Support to design, build, and deliver programs that change behavior in the field and produce measurable business outcomes across the customer lifecycle.</span></p> <p><span style="font-size: 10pt;">This is a senior individual contributor role with significant influence and possible future team build. It’s ideal for a current or former Director / Head of Enablement who wants to drive impact through their own craft and the strategic deployment of AI, rather than primarily through managing a team.</span></p> <h2><span style="font-size: 10pt;"><strong>Who You Are</strong></span></h2> <ul> <li style="font-size: 10pt;"><span style="font-size: 10pt;"><strong>Deep Curiosity &amp; Scrappiness: </strong>A relentless drive to understand underlying challenges, learn continuously, and find creative solutions.</span></li> <li style="font-size: 10pt;"><span style="font-size: 10pt;"><strong>Data-Driven Diagnosis: </strong>A passion for leveraging diverse data sources, from CRM analytics and conversation intelligence (e.g., Gong) to direct field feedback, to accurately diagnose capability gaps and inform program design.</span></li> <li style="font-size: 10pt;"><span style="font-size: 10pt;"><strong>Customer &amp; GTM Empathy: </strong>A profound understanding of the challenges and realities faced by customer-facing teams (Sales, CS, PS, Support) and how enablement can empower them.</span></li> <li style="font-size: 10pt;"><span style="font-size: 10pt;"><strong>Ownership &amp; Follow-Through: </strong>Sets clear commitments and dates, owns execution end-to-end, and surfaces pivots explicitly rather than letting work quietly slip. Comfortable being held accountable to outcomes, not just activity.</span></li> <li style="font-size: 10pt;"><span style="font-size: 10pt;"><strong>Outcome Measurement Bias: </strong>Defines what behavior change looks like before launching a program, instruments leading indicators alongside delivery metrics, and is willing to call a program unsuccessful when the field behavior doesn’t move. Treats measurement as the closing step of every initiative, not an aft