Customer Success Enablement Lead

Lever, Inc.

United States

Remote

USD 120,000 - 180,000

Full time

4 days ago

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Job summary

HighLevel, a remote-first AI-powered business platform, seeks a hands-on Enablement leader to scale our Customer Success function. You will design training, SOPs, and certification programs for Implementation Advisors and CSMs, and own the end-to-end onboarding and ramp process.

You\'ll partner with Product, Support, and Ops to translate product changes into practical enablement, measure outcomes with KPIs, and coach managers to drive consistent, measurable outcomes across geographies.

Qualifications

7+ years in enablement, training, learning & development, or process/quality roles supporting customer-facing teams in SaaS or high-growth environments.

Responsibilities

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.
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.
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.
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.
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.
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, a 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.
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.
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.
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.