Sales Enablement Manager, Altruist

• 5–8+ years in Sales Enablement, Sales Operations, or Sales Leadership
• Proven ability to drive adoption and behavior change across sales teams
• Strong process design and program management skills: can map workflows, define standards, build rollouts, and manage cross‑functional projects from definition through adoption
• High level of analytical fluency: comfort structuring and interpreting funnel metrics, stage conversion, win/loss, and productivity metrics and turning them into crisp recommendations
• Strong bias toward clarity, simplicity, and accountability in how teams sell and how leaders manage
• Don’t meet every single requirement? Studies have shown that women and people of color are less likely to apply to jobs unless they meet every single qualification. At Altruist we are dedicated to building a diverse, inclusive, and authentic workplace, so if you’re excited about this role, but your past experience doesn’t align perfectly with every qualification in the job description, we encourage you to apply anyways. You may be just the right candidate for this or other roles

Desirable

• As a Sales Enablement Manager, you’ll own the sales operating system that powers how Altruist grows
• You’ll turn the Altruist Sales Playbook — built around Engagement Management, Pipeline Management, Business Development, and Book Management — into daily behavior, inspection, and improvement across all client-facing teams
• You’ll sit at the intersection of process, tools, and people: embedding a buyer-centric funnel into Salesforce and our sales tech stack, building training and coaching programs around it, while partnering with Sales, Customer Success, Operations, Marketing and Product to drive predictable, scalable performance
• This role is ideal for someone who loves building systems and discipline around how teams sell, not just creating content
• Own the execution of the Altruist Sales Playbook, ensuring the four pillars (Engagement, Pipeline, Business Development, Book Management) are clearly defined, taught, and adopted across AEs, internal sales, AMs, and BD
• Turn the buyer‑centric funnel (from Targeted Firm through Live & Expanding) into concrete stage definitions, exit criteria, and “what good looks like” examples that reps and managers can explain in their own words
• Ensure consistency and quality across every stage of the advisor journey — from initial engagement through onboarding, asset transfer, and long-term expansion
• Standardize Engagement Management by operationalizing Valid Business Reasons (VBRs) and the Open–Get–Give–Close (OGGC) meeting model in templates, call guides, and CRM fields
• Hardwire Pipeline Management by implementing clear rules for opportunity creation, configuring stage criteria in Salesforce, and ensuring stage moves are driven by buyer evidence, not rep opinion
• Build onboarding and ongoing training programs tied to real sales behavior
• Partner with Sales Managers to build targeted development plans (2–3 focus skills per rep), and provide coaching frameworks for call reviews, deal reviews, and ongoing skills development
• Work cross‑functionally with Marketing, Product Marketing, Product, and Customer Success to ensure messaging, demos, and implementation motions align to the prescribed sales stages, playbooks and customer experience