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Responsibilities
Content Ownership & the Product-to-Field Loop
- Own the full bidirectional content loop: convert product strategy, PMM output, and competitive intelligence into field-ready playbooks and stage-mapped sales content, and close the loop back to PMM with structured field feedback on what landed and what didn't.
- Report on enablement quality: did the messaging resonate with the audience? Capture field feedback, anecdotally and through data, and surface it systematically back to PMM.
- Maintain centralized, versioned content repositories with clear ownership, refresh cadences, and expiration standards.
- Keep pace with Docker's rapidly evolving product strategy and AI governance motion: the field needs content that reflects where the business is today, while also being forward-thinking.
- Build and own a content and certification framework for the channel ecosystem, ensuring partners have the product fluency, messaging alignment, and sales readiness to represent Docker effectively in the field.
•Partner closely with PMM to prioritize and sequence content development, ensuring enablement is running a deliberate roadmap aligned to business priorities, not reacting to an ad hoc request queue.
Field Intelligence & Data-Informed Priorities
- Act as the conduit between what the field is experiencing in the trenches and what the data shows about performance, patterns, and gaps.
- Synthesize qualitative field feedback (what reps are hearing, what's stalling deals, what messaging isn't sticking) with quantitative signals (ramp, conversion, attainment) to set enablement priorities.
- Bring that synthesis to PMM, product leadership, and sales leadership in a form that drives decisions, not just informs them.
Common Language & Inspection Frameworks
- Define and own the common language used for pipeline inspection, deal qualification, and forecast methodology across the global sales organization.
- Ensure MEDDPICC and Command of the Message are embedded into how reps think and how managers inspect, not just how they are trained.
- Build enablement infrastructure that connects sales stage definitions to the field's working vocabulary.
Manager Enablement & Coaching Consistency
- Design and deploy structured programs to build consistency in how front-line managers inspect pipeline, coach reps, and develop talent
- Make manager enablement a first-class investment, not an afterthought left to individual discretion
- Partner with sales leadership to establish shared coaching standards and cadences across regions
Onboarding & Ramp
- Own ramp time and time-to-productivity as primary success metrics vs. basing success on training completion rates. Evaluate and determine the most effective delivery model and content architecture, whether live sessions, self-serve resources, or a blended approach. assess what exists today in tools like MindTickle and The Current for impact and currency, and build a system where the right content reaches the right person at the right moment in their development.
- Deliver world-class onboarding for every function. Build a holistic new hire experience that doesn't end at onboarding. Connect initial training to Command of the Message and Docker’s structured career progression framework, with development milestones that evolve by tenure and role, including integration with the Docker Career Acceleration Program (CAP).
- Move fast: onboarding programs should be sharp and continuously improving, not perpetually in progress.
- Design content and certification programs for new hire enablement, CoM, and CAP in a way that is structured and self-contained, so when sales leadership is needed to contribute, the ask is specific, time-bounded, and worth their investment.
Measurement & Accountability
- Build a data-driven enablement function with KPIs tied to business outcomes: ramp time, quota attainment, win rates, stage conversion, and productivity.
- Establish a culture of accountability, for the enablement team and for the field, where impact is visible and programs are continuously improved based on evidence.
- Report to sales leadership and the VP of Revenue Operations with the credibility and data to influence decisions.
Field Leadership Partnership
- Operate as a genuine business partner to sales leadership – assertive, direct, and willing to challenge the field and functional partners when standards are not being met.
- Embed enablement into key sales moments: pipeline reviews, QBRs, deal strategy sessions, product launches, and territory changes.
- Hold field leadership accountable to the standards, frameworks, and inspection disciplines that enablement puts in place, and ensure those standards are maintained.
Qualifications• 10+ years in sales enablement, sales leadership, or a combination, with at least 3 years owning a function.
- Proven track record scaling enablement from early-stage to hyper-growth in a B2B SaaS or developer tools company.
- Technically fluent, not required to be a practitioner, but capable of understanding and articulating Docker's product strategy, roadmap, and technical differentiation without leaning on a solutions engineer to translate. Able to bring others along on that same journey.
- Deep expertise in MEDDPICC, Command of the Message, and modern sales methodologies. You have trained on these, coached to them, and built inspection frameworks around them.
- Experience running the full product-to-field content loop, including closing it back to PMM with structured feedback on message quality and audience fit.
- Demonstrated ability to synthesize field signals and performance data into clear enablement priorities.
- Track record of building manager-level programs, not just rep-level programs.
- Relentless problem-solver with a bias for action. You move things forward without waiting for the perfect team, the perfect tool, or the next hiring cycle; if something needs to get done, you do it.
- Strong executive presence and willingness to challenge field leadership constructively.
- Experience supporting multi-product, multi-motion sales environments; familiarity with developer tools, infrastructure, or security is a plus.
What to ExpectFirst 30 days• Conduct a rapid audit of the current enablement function: content library, onboarding programs, inspection frameworks, and field feedback loops.
- Meet with Sales leadership, PMM, Product, and front-line managers to understand what the field is saying and where the gaps are between field reality and what enablement is providing.
- Identify the two or three things that need to move fastest and begin mobilizing, without waiting to be fully onboarded.
First 60 days• Launch or materially overhaul onboarding by function, with BDRs and AEs as the highest priority.
- Establish the product-to-field content loop with clear ownership, cadence, and a feedback mechanism that tells PMM whether their messaging is landing at the right altitude with the right audience.
- Define the KPI framework that will measure enablement impact going forward and baseline the current state.
One-Year Outlook• A measurably shorter ramp curve and boosted productivity, with data to prove it.
- A content system that keeps pace with product and strategy changes — and actively informs them.
- Consistent manager inspection and coaching practices across the global organization.
- An enablement function that sales leadership views as a strategic driver and a source of field intelligence.
Docker does not offer visa sponsorship for this role.
