I turn GTM strategy into seller execution.
Global Sales Enablement leader building the systems, manager capability and AI workflows commercial teams run on.
I didn't arrive in Enablement from a classroom.I arrived from the field.
20+ years across sales, sales leadership, leadership development and Sales Enablement.
Enablement isa business function.Not a support function.
That determines what it’s measured on, and whether it’s in the room when priorities are set.
Every program starts at the commercial priority- never at the course.
The design runs backwards from the outcome.
Commercial priority
Performance gap
The critical seller behavior
04 - Mechanisms converge on that behavior
Behavior change
Business outcome
Enablement isn't a collection of courses.It's an operating system.
Strategy in at the top, seller execution out at the bottom. Everything between is what I design.
AI can make selling easier.But can it make sellers better?
AI can bring Enablement closer to the moment of work. But it doesn’t remove the judgment that makes someone good at selling.
Is this account worth pursuing?
Assembles the business context, priorities and stakeholders.
Decides which opportunity or priority is worth leading with.
What needs to happen in this conversation?
Builds a call plan using what we know about the account and our methodology.
Decides where to focus - and when to change course.
Is there a real problem worth solving?
Separates what we’ve validated from what we’re still assuming.
Listens for what matters and knows when to go deeper.
What should we show, and in what order?
Connects the demo to what discovery actually surfaced.
Reads the room and knows when enough is enough.
What’s putting this deal at risk?
Identifies gaps, risks and where the deal is likely to stall.
Decides where to invest time and what needs to happen next.
What can we trade - and what do we need in return?
Helps map concessions, trade-offs and options before the negotiation.
Makes the judgment about what to trade, hold or walk away from.
Where is the next problem worth solving?
Connects realized value, customer priorities and potential whitespace.
Decides whether there is enough value and readiness for the next conversation.
AI Deal Coach
A manager or rep opens a deal. The AI names what most needs to happen next.
Managers can’t coach every deal, and quality swings with who you report to.
I defined the problem, designed the coaching framework and reasoning logic, and built the Deal Coach. I then partnered with sales leadership to test it against real deals, pressure-test the coaching and refine the experience.
- The Salesforce opportunity and seller notes
- Call recordings and conversation intelligence
- How comparable deals behaved
- The qualification standard
- Evaluates opportunity quality
- Finds gaps in the sales process
- Highlights where the deal will stall
- Prioritizes - not everything is urgent
- The most critical next action
- The reasoning behind it
- What not to do, and why
- The questions a manager should ask
It shows its reasoning, so managers coach with it rather than defer to it.
- “Want a script?”
- “Want the email drafted?”
- “Want to role play it first?”
Managers prepare faster.
Sellers know what to do next.
Coaching becomes more consistent.
Behavior sits between learningand revenue.
Most measurement stops at activity, then reaches for revenue. The middle layer is the one teams skip.
What happened
What changed
What improved
If we can’t show behavior changed, we haven’t earned the right to claim revenue.
ProblemsI've solved.
Each started with a business problem, not a training request.
Select a problem to exploreManagers arethe multiplier.
Enablement can’t be in every deal review or 1:1. Managers can.
A business already has a heartbeat.
Rather than build a parallel calendar, I use the moments that already exist.
Coaching the deal is not coaching the seller.
A team can be immaculately inspected and still not get better.
Where the thinkingwas built.
Global scale, methodology rigor, manager capability, a number to carry.
The best Enablement isbuilt into how people work.
I’ve carried a quota, and built the systems that help sellers carry theirs.
If a seller prepares differently…
If a manager coaches differently…
If a customer has a better conversation…
The system is working.