GTM Sales Enablement Manager

Job description

GTM Product Enablement Manager - Fynapse Team: Fynapse GTM Reports to: Global Head of Sales Engineering Location: London Travel: Regular international travel expected across our US, UK & Australia sales offices Level: Individual contributor Why this role exists Fynapse is a Finance ERP built around a Super Ledger. Selling it well means being fluent in three things at once: what the platform actually does, why a CFO or Group Controller would fund it, and how the conversation changes between a bank tracing a group balance back to source for its regulator, an insurer consolidating across dozens of legal entities, a telco drowning in billing volume, and a PE-backed SaaS business preparing for IPO. We already have people who do this exceptionally well. The opportunity is to make what they know something the whole team owns as we scale new logo, migration of our existing enterprise base, and, in time, a partner ecosystem. This is a product and industry enablement role rather than a sales methodology one ; we already have a sales process. What we need is someone who can teach people to sell this product, to these buyers, in these industries, and keep that current as the platform evolves. This is a new role: the programme, the tooling and the standard are all yours to build. You will be measured on ramp time and certification coverage, not on sessions delivered or assets published. What you'll own GTM onboarding: product and industry ramp Own the product and industry onboarding journey for every new GTM hire: AEs, BDRs, Sales Engineers & Account Managers. Design role-specific paths. For example, a BDR needs the qualification filter and the trigger events; a Sales Engineer needs platform architecture and the demo narrative. Same content spine, different depth. Build in verification, not just delivery. A new AE should be certified to run a first meeting unsupervised, and we should know how long this takes to be effective. Coach the team to reduce the time to first qualified opportunity. The core curriculum - value, buyers and business case Teach the value propositions and keep the language consistent: headline positioning, the deployment models, how to run discovery, how to quantify need, how the architecture creates the value, and how our approach to AI differs. Teach the buyer map: CFO, Group Financial Controller, Finance Transformation Director, Chief Accounting Officer, Finance Systems Manager, CIO, PE Operating Partner: understand each intimately, what they value, and how to position for it. Teach business case construction: close cycle cost, headcount avoidance, cost of inaction, uptick in revenue. The team should be able to co-build a quantified case with a prospect, not present a generic ROI deck. Teach the triggers and how to spot them in research, so the team qualifies on compelling event rather than on interest. Teach industry context to a credible level in our priority verticals: Banking, Insurance, Payments, SaaS, Telcos; with working knowledge of the other adjacent sectors too. Adapt the curriculum for regional reality. North America, UK & Ireland and Australia are priority markets, and they do not sell the same way regulators, competitive set and sector priorities all differ. The core narrative stays consistent; worked examples, reference customers and compliance drivers should be relevant to the team in the room. Migration of the existing base This is a priority, not a side project. Our long-standing enterprise clients on our established finance products match almost exactly the profile we sell Fynapse into warm, well-qualified, trusted relationships that need a fundamentally different conversation from net new. Build and own the enablement for the migration conversation: why now, what changes, what the client gains, how the risk is managed, how it is sequenced. Equip account teams to run that conversation with sponsors who have known us for years, and to handle "we're happy as we are" without damaging a relationship we value. Build the expansion playbook; explain what else a client can benefit from once migrated. Work with Account Management so the commercial narrative and the delivery reality match. Maintaining the standard Create certification on industry narratives, demo storylines, business case creation, objection handling, and competitive positioning. Coach in the flow of work, call reviews, deal debriefs, live calls, pre-meeting prep. Not an annual training event. Diagnose rather than assume. Use call recordings, win/loss, stage conversion and pipeline quality to find where the team is weak, then fix that. Refresh the standard whenever the product, the competitive set or the market shifts. Build the function Be pragmatic about tooling. You'll shape what we use, we don’t want to create more admin for our teams. Get real value out of what we already have and be resourceful, including with AI. Make knowledge findable at the point of need. Someone in pre-call prep at 4pm should be able to self-serve in two minutes. Autonomy and guardrails You have full latitude over how we enable: curriculum design, certification model, onboarding structure, cadence, how success is measured, what gets built and what gets deleted, and how we use the tooling available to us. Nobody here has a fixed view on any of it. The exception is core positioning, headline messaging, how we frame the deployment models, approved language on what is live versus roadmap, and how we talk about competitors. That is set with Product and Product Marketing. You will have a strong voice in shaping it and we expect you to challenge it, but you don't own it. Everything else is yours to define. How you'll work We want a practitioner, not a preacher; treated as part of the deal team, someone AEs pull into prep calls because it makes the meeting better. Co-create. Build the playbook with the top performers, not for them. Much of the job is extracting what already works and making it teachable. Curate. A short, current, trusted set of material beats a large library nobody opens. Deleting is part of the job. Across three regions. Our sales teams sit in the US, UK and Australia, so this must work without you in the room. Design enablement that holds up, self-serve material, recorded modules, certification that runs without you. Travel is non-negotiable; people learn best in person, so we like roleplays, scenarios and hot seat exercises. Where this role grows Two things to grow into once the internal foundation is solid: Externally facing. In front of prospects and clients - running value or industry sessions, supporting complex deals, presenting at client and industry events. Partner and ecosystem enablement. As the partner motion matures, build the version of the curriculum that works for advisory, implementation and reseller partners who need to position and qualify Fynapse, and know when to bring us in. Success First 90 days Fluent enough in Fynapse to run the product narrative and a first meeting unaided. A baseline assessment of team capability, with gaps named and evidenced from pipeline and call data. An onboarding path defined for one GTM role and run with an employee. By 12 months Onboarding live across all GTM roles, with certification and a measurable reduction in ramp time. Migration enablement built and in the hands of account teams. A feedback loop into Product and Product Marketing that people actively use. Who you are Essential You have sold finance software into our target industries: banking and financial services, alongside insurance, technology and SaaS, telecommunications, or comparable regulated, high-volume environments. Existing finance and accounting knowledge. You can hold an unaided conversation with a Group Financial Controller about month-end close, reconciliation, subledger-to-GL flow, revenue recognition and audit lineage, and teach it to someone who can't. You have carried a number or owned customer outcomes directly: as an account manager, net new seller, sales engineer or pre-sales consultant, or in a client-facing consulting role where you were accountable for the outcome. You can talk about deals you won, deals you lost and why. Experience migrating clients from an established platform onto a newer one and enabling others to have that conversation. Can translate a technical platform into a buyer-relevant narrative and pitch it at the right altitude for a CFO versus a Finance Systems Manager. Facilitation and coaching skill across a range of go-to-market functions. Pipeline-literate and data-driven. You go into call recordings, win/loss and stage conversion yourself to find where the team is weak - and you can show the number moved after you fixed it. Comfort with ambiguity, and the discipline to re-teach something a month after you taught it. Experience enabling distributed teams across time zones, and a track record of making things stick without being in the room. Desirable Qualified or part-qualified accountant (ACA / ACCA / CIMA / CPA), or equivalent practical depth. Direct experience with ERP, subledger, accounting engine, revenue recognition or financial close software. Awareness of the accounting standards that drive our clients' reporting, across both IFRS and US GAAP. Experience enabling partner or channel ecosystems, including advisory and systems integrator relationships. Experience with enablement and call intelligence tooling, and with using AI to scale knowledge access. Experience building an enablement programme, curriculum or playbook where none existed before. Familiarity with a formal sales methodology; useful context, though this role is about product, buyer and industry depth. About Fynapse and Aptitude Software Aptitude Software has spent 50 years building financial software for large, complex enterprises - 100+ enterprise clients including T-Mobile, RBC, Transamerica, Chubb and Lloyds, across six countries, listed on AIM. Fynapse is our next-generation Finance ERP and the centre of our growth strategy, backed by advisory, implementation and co-sell relationships with all four of the Big Four.