Manager, Enablement

About usHighLevel is an AI-powered business operating system that gives agencies, entrepreneurs and SMBs the infrastructure to build, automate and scale. Today, HighLevel supports SMBs across 150+ countries, fuelling community-driven growth rooted in real customer outcomes.To date, businesses operating on HighLevel have generated over $7 billion in ecosystem value, demonstrating the impact of shared infrastructure at scale. By centralizing conversations, automation and intelligence into one system, we help businesses move faster, reduce complexity and execute efficiently.Behind the platform, HighLevel powers more than 4 billion API hits and 2.5 billion message events daily. With 250 terabytes of distributed data, 250+ microservices and over 1 million domain names supported, our architecture is built for performance, resilience and long-term scalability. Our peopleWith over 2,000 team members across 10+ countries, HighLevel operates as a global, remote-first organization built for speed and ownership. We value initiative, clarity and execution, creating space for ambitious people to build systems that support millions of businesses worldwide. Here, innovation thrives, ideas are celebrated and people come first, no matter where they call home. Our impactEvery month, HighLevel enables more than 1.5 billion messages, 200 million leads and 20 million conversations for the more than 1 million businesses we support. Behind those numbers are real people building independence, expanding opportunity and creating measurable impact. We're proud to be a part of that.Learn more about us on our YouTube Channel or Blog Posts Who You AreYou are a hands-on enablement builder. You are energised by walking into a function that is scaling fast, mapping how work actually gets done today, and turning it into documented process, a structured curriculum, and a certification standard that holds up when the team doubles. You have personally built training programs from a blank page - not bought them, not briefed an agency on them. You have written the SOP, built the learning path, run the facilitation, scored the calls, and sat with a struggling advisor to close the gap. You think in frameworks and operating rhythms, and you can equally sit in a live onboarding call and tell exactly where the advisor lost the customer. In this role you own capability for HighLevel's Customer Success department - both the Implementation team that runs a customer's first weeks on the platform and the CSM team that owns the relationship for life. You will lead a small enablement team (trainers and QA analysts) and partner closely with frontline managers, who remain accountable for performance while you are accountable for the systems that make good performance repeatable. This is a craft and capability role, not a commercial one. Success here is measured in ramp time, process adherence, call quality, and product depth - not in numbers carried. What You'll Do Process Design & Documentation -Map the end-to-end Implementation and CSM journey — touchpoints, handoffs, escalation and risk paths — and document the standard way each is run. -Build and own the SOP library for both functions, designing from scratch where process today is tribal knowledge. -Keep documentation current through a fixed review cadence with clear version control and owners. -Partner with Ops to make the documented path the default path: checklists, templates, task automation, required fields. Training Frameworks & Curriculum -Design a training framework for the department with clear competency maps, levels, and learning paths for Implementation Advisors, CSMs, and their managers. -Build curriculum using sound instructional design — defined learning objectives, blended delivery, practice and application, spaced reinforcement, and assessment — rather than one-off decks and recorded sessions. -Personally facilitate live sessions, workshops, and role-play labs; you are in front of the room regularly, not only behind the plan. -Build and maintain a certification model with objective pass criteria, practical assessment, and recertification cycles tied to product releases. -Create reusable assets that scale: playbooks, call guides, talk tracks, objection libraries, demo scripts, job aids, and scenario banks. New Hire Onboarding & Ramp -Own new hire onboarding for Implementation and CSM end to end — week-by-week structure, product mastery milestones, shadow and reverse-shadow plans, and graduation criteria. -Drive measurable improvement in time-to-productivity and reduce variance in how quickly new advisors reach full caseload quality. -Standardise onboarding across geographies and shifts so a new hire in any location gets the same standard. -Run a structured nesting period with daily feedback loops, and hold the graduation bar. Ongoing Capability & Product Enablement -Run a continuous learning calendar covering platform depth, customer conversation skills, discovery and diagnosis, adoption coaching, and handling difficult accounts. -Partner with Product and Product Marketing to turn every meaningful release into enablement — what changed, who it matters to, how to position it, how to configure it — delivered before customers ask. -Maintain a single source of truth for product and process knowledge, and keep it genuinely current. -Build enablement for managers, not only for advisors: how to run a call review, how to give feedback that changes behaviour, how to coach to a framework. Quality Assurance & Coaching Systems -Own the QA framework for the department: scorecards, sampling methodology, calibration sessions, and reporting. -Personally review calls and account work; surface the patterns behind recurring failure points rather than isolated scores. -Translate QA findings into targeted interventions — a curriculum change, an SOP fix, an coaching plan — with a clear owner and a re-measurement date. -Embed a coaching rhythm with frontline managers and hold calibration so a score means the same thing across every reviewer. Team Leadership -Lead, coach, and develop a small enablement team of trainers and QA analysts; set priorities, quality standards, and delivery cadence. -Hire, onboard, and grow the team as the department scales; run clear performance conversations and development plans. -Build an intake and prioritisation model so enablement requests from across the business are assessed, sequenced, and resourced rather than absorbed ad hoc. Measurement & Continuous Improvement -Define and report enablement KPIs — time-to-productivity, certification pass rates, QA scores, process adherence, knowledge assessment results, and onboarding completion quality. -Use call data, QA trends, CSAT, and frontline feedback to identify capability gaps and prioritise what gets built next. -Run post-program reviews on every major initiative: what moved, what did not, what changes next cycle. -Present capability insights and recommendations to CS leadership with a clear point of view on where the gaps are. Cross-Functional Partnership -Act as a trusted partner to Implementation and CSM leadership on process design, -capability planning, and team development. -Work with Support, Product, and Ops to close the loop between what customers struggle with and what the team is trained and equipped to do. -Carry the voice of the frontline into process and tooling decisions. What You'll Bring -7+ years in enablement, training, learning & development, or process/quality roles supporting customer-facing teams in SaaS or high-growth environments. -3+ years leading a small team, or leading enablement programs with formal responsibility for trainers, QA analysts, or program owners. -Demonstrable, hands-on experience setting up process from scratch — you can walk us through an SOP library, onboarding program, or QA framework you personally designed and shipped, and what changed as a #J-18808-Ljbffr