Sales Readiness Team Lead

Overview Intuit's Sales Ramp & Readiness team (formerly Sales Onboarding) is expanding its charter in FY27 to own a new hire's entire first year at Intuit, split into two clearly defined phases: Ramp (Month 1), the foundational onboarding experience that gets a new seller live and selling, and Readiness (Month 2 → Month 12), the sustained capability-building phase that carries them from early productivity to full, independent performance. Ramp already exists; Readiness does not — this role is responsible for building it from the ground up as a new function within the Ramp & Readiness pillar. That means creating a program that ensures every seller across SMB, Mid-Market, Channel, and Platform continues to build capability, adapt to change, and reach the performance bar the business needs across their first year, by building on top of the onboarding foundation Ramp has already established and the content other pillars have already created. The Sales Readiness Team Lead is the founding builder of this function — there is no existing Readiness program, curriculum, or team to inherit. This is a high-visibility, zero-to-one role for someone who can move fast, think several steps ahead, and turn ambiguity into a durable, scalable program. Success here depends as much as cross-functional collaboration as it does on program design: this person will work closely across other functions within Ramp & Readiness and with our peer pillar, GTM Enablement and Sales Excellence, to identify content that already exists elsewhere, curate and adapt it into the new Readiness curriculum, and build net-new only where genuine gaps remain — rather than recreating content another team has already built. This is an individual contributor role, and scope, structure, and any future team support will evolve based on business need. The right person treats adult learning science and data as inputs to speed, not brakes on it: every design choice should be grounded in how adults actually build and retain skill and validated with evidence — but the bar for shipping is business impact, not instructional polish. This role has license to challenge convention, cut what doesn't move the needle, and get working solutions in front of sellers and managers quickly, then iterate. Overview Intuit's Sales Ramp & Readiness team (formerly Sales Onboarding) is expanding its charter in FY27 to own a new hire's entire first year at Intuit, split into two clearly defined phases: Ramp (Month 1), the foundational onboarding experience that gets a new seller live and selling, and Readiness (Month 2 → Month 12), the sustained capability-building phase that carries them from early productivity to full, independent performance. Ramp already exists; Readiness does not — this role is responsible for building it from the ground up as a new function within the Ramp & Readiness pillar. That means creating a program that ensures every seller across SMB, Mid-Market, Channel, and Platform continues to build capability, adapt to change, and reach the performance bar the business needs across their first year, by building on top of the onboarding foundation Ramp has already established and the content other pillars have already created. The Sales Readiness Team Lead is the founding builder of this function — there is no existing Readiness program, curriculum, or team to inherit. This is a high-visibility, zero-to-one role for someone who can move fast, think several steps ahead, and turn ambiguity into a durable, scalable program. Success here depends as much as cross-functional collaboration as it does on program design: this person will work closely across other functions within Ramp & Readiness and with our peer pillar, GTM Enablement and Sales Excellence, to identify content that already exists elsewhere, curate and adapt it into the new Readiness curriculum, and build net-new only where genuine gaps remain — rather than recreating content another team has already built. This is an individual contributor role, and scope, structure, and any future team support will evolve based on business need. The right person treats adult learning science and data as inputs to speed, not brakes on it: every design choice should be grounded in how adults actually build and retain skill and validated with evidence — but the bar for shipping is business impact, not instructional polish. This role has license to challenge convention, cut what doesn't move the needle, and get working solutions in front of sellers and managers quickly, then iterate. Responsibilities Strategic Program Ownership Define and own the vision, roadmap, and business case for building Sales Readiness — a new function within the Ramp & Readiness pillar — from the ground up. Translates the FY27 strategy into a concrete Readiness operating plan, sequencing what gets built first based on business risk and opportunity. Represent Readiness in cross-functional and leadership forums, making the case for investment, prioritization, and adoption. Cross-Functional Partnership & Content Curation Work closely across every function within Ramp & Readiness — Ramp Content (Debra Andersen), Facilitation (Meagan Rager), and Customer Success Enablement (Kasey Wilson) — as well as our peer pillar, GTM Enablement and Sales Excellence, to build and maintain a real-time view of what content already exists. Identify overlap between existing content and Readiness needs, and pull relevant material from other functions and teams directly into the Readiness curriculum rather than duplicating it. Own both content creation and content curation for Readiness: build net-new content where genuine gaps exist, and adapt, sequence, and repackage existing content from across Sales Enablement where it already does the job. Build strong enough relationships across functions and teams that Readiness is seen as a connective layer for the business, not a competing content shop. Learning Design & Innovation Design Readiness experiences for Month 2 → Month 12 (skill-building, certification, and performance-support journeys) grounded in adult learning principles — spaced practice, relevance, application, and feedback — without over-engineering for theoretical completeness. Continuously scan for new tools, formats, and technologies (including AI-enabled and agentic approaches) that can compress time-to-competency and replace static, low-impact content with dynamic, applied practice. Bias toward lightweight, testable prototypes over comprehensive curricula; validate with real sellers and managers before scaling. Data-Driven Decision Making Define the metrics that matter for sales readiness (e.g., extensions of the New Hire Readiness Index into tenured-rep performance signals) and use them to prioritize where the program invests. Use performance, engagement, and business outcome data (not just completion or satisfaction data) to decide what to build, fix, curate, or kill. Build simple, credible feedback loops — manager pulse checks, performance trend reviews — that connect Readiness programming directly to seller outcomes. Speed & Execution Operate with high velocity: ship in weeks, not quarters, and treat imperfect-but-live solutions as more valuable than perfect-but-unlaunched ones. Manage multiple concurrent workstreams across BUs (SMB, Mid-Market, Channel, Platform) without waiting for a single unified solution to exist before delivering value to any one of them. Make and own tradeoff calls independently, escalating only the decisions that genuinely require air cover. Qualifications Proven experience designing and scaling learning, enablement, or performance programs in a fast-moving, matrixed organization — sales environments strongly preferred. Demonstrated ability to work cross-functionally and build trust with peer teams; comfortable curating and repurposing others' content as readily as creating original content. Working knowledge of adult learning theory and instructional design principles, applied pragmatically rather than academically. Strong data fluency: comfortable defining metrics, working with dashboards and reporting tools, and using data to make and defend prioritization calls. Track record of shipping fast in ambiguous, zero-to-one environments — comfortable building the plane while flying it. Excellent stakeholder management and executive communication skills; able to build a business case and influence senior leaders. Familiarity with modern learning technology, including AI-enabled tools, is a strong plus. This is a Staff-level (P4) individual contributor role: the scope requires designing and delivering high-impact solutions independently and mentoring others, without formal management responsibility today. Footer Intuit provides a competitive compensation package with a strong pay for performance rewards approach. This position may be eligible for a cash bonus, equity rewards and benefits, in accordance with our applicable plans and programs (see more about our compensation and benefits at Intuit®: Careers | Benefits). Pay offered is based on factors such as job-related knowledge, skills, experience, and work location. To drive ongoing fair pay for employees, Intuit conducts regular comparisons across categories of ethnicity and gender. #J-18808-Ljbffr Intuit