Job Summary

You 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 HighLevels Customer Success department - both the Implementation team that runs a customers 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 recent 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, 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.

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.

Disclaimer: This job posting and Location has been aggregated from external source. Role details, content, and availability are subject to change. Applicants are advised to confirm the latest information directly on the company website before applying.

📌 Manager, Enablement (India)
🏢 HighLevel
📍 India