Hi, I’m Rosi 👋

I’m a data-driven - yet human-centric! - enablement leader, with a track record of developing and implementing consistent, scalable and measurable enablement programs.

My work delivers proven double digit revenue impact, but is also designed with the human in mind - weaving in my past experiences as a psychology and sociology teacher with a postgraduate qualification in adult learning, and a successful salesperson, achieving multiple President’s Clubs at a number of prolific global companies.

My enablement USPs include:

  • Using my teaching background and specialism in adult learning to create engaging programs that help behaviours stick and are used long-term.

  • Using data to make decisions - and then subsequently measuring and reporting back on the revenue impact of those decisions.

  • Building enablement functions from scratch.

Personally?

I’m a history fanatic with a love of singing loudly to 90s RnB, cooking dishes from around the world (current favourite is Greek), and satisfying my cottagecore tendencies through crochet, embroidery and writing ✍️

Find out more about my journey, approach to enablement, and my accreditations and affiliations below…

My Enablement Journey

  • Yup, you read that correctly - I started off my career by undertaking a PGCE (with a focus on adult learning) after university, and taught GCSE and A-Level students in South Wales for several years. This gave me a great foundation for my enablement career, and helped me develop effective adult learning - something I continue using to this day in my work.

  • After teaching for a few years, I took a career change and went into sales - originally selling academic publishing and courses, and then being headhunted by Gartner, the world's leading technology advisory company, to join their sales team. I achieved six back-to-back Presidents' Clubs at both companies - being one of the first women in Gartner MSE history to achieve this.

  • After my run of success as a seller, I was asked to join Gartner's Sales Learning & Development team to create their onboarding and ongoing learning programs, using my experience and success as material for this. Here is where I truly found my passion - training and developing sellers to be the best they can be - and realised that celebrating their deals felt a lot more rewarding than my own sales success.

  • After a few years of establishing sales success at Gartner, I joined Highspot's enablement function to build out their onboarding and ongoing enablement programs - firstly for pre-sales, and then focusing on post-sales. Enabling at an enablement company was a truly eye-opening experience, learning a lot about what good enablement looks like. This is also where I started developing my data models to make informed decisions about where to target enablement and prove that what we were doing was moving the needle for the business - no more fluffy enablement metrics!

  • I am currently building and leading the enablement function at Stenn, the global category leader in digital trade finance.

My Approach to Enablement

I’ve witnessed, rolled out, and been the recipient of a lot of great enablement over the years, and have also been lucky enough to have worked alongside some truly amazing players in the enablement space. Unfortunately, I’ve also seen my fair share of enablement that hasn’t quite hit the mark, and hasn’t had the revenue impact it should have done (especially considering the amount of work put in!).

Enablement is a tough job, and one that’s very misunderstood, to add insult to injury. We are starting to see a new era of enablement with the introduction of revenue enablement, and the rise of tools designed to help us show revenue impact and influence of our work, but we still need to become better at becoming data literate, using data to make enablement decisions, and aligning ourselves with the revenue data of our organisations - i.e. what our stakeholders and business partners truly care about.

My approach to enablement is exactly this.

Enablement should be human-centric (in that our audiences should WANT to learn), but it should also be data-driven, and aligned to what our business cares about. It is not enough to look at fluffy surveys around confidence post-onboarding - we need to use the same metrics our stakeholders do.

Then, and only then, will enablement truly be seen as a business driver for an organisation, and be given the credit and value it deserves.

Companies I’ve Sold and Enabled At Include…