Head of Segment Enablement, Revenue Enablement

Join the company that’s building the telemetry infrastructure for the AI era. At Cribl, we partner with IT and Security teams at many of the world’s biggest enterprises, including half of the Fortune 100, to bridge the gap between AI ambition and infrastructure reality. As the AI Platform for Telemetry, we give customers the choice, control, and flexibility to manage and analyze telemetry for both humans and agents, so they can build what’s next.

We’re one of the fastest‑growing private companies and a leading player in a massive, fast‑moving market. With a global workforce, we’re remote‑first and grounded in a simple idea: software is a people business. Cribl is the place where curious, collaborative people can do their best work, grow fast, and bring their full selves to the herd.

Why You’ll Love This Role

Cribl is turning a set of strong individual sales motions into a repeatable, multi-product revenue engine. What gets us there isn't more training - it's consistent execution. That means frontline managers who know what to inspect and coach, sellers who lead with customer value, and operating rhythms that act on leading indicators before pipeline, productivity, or retention are at risk.

As Head of Segment Enablement, you'll design and lead that system across every segment and region. You'll translate company strategy into what each segment must do differently, build the managers who make it stick, and prove the link between enablement and seller behavior, pipeline, ARR growth, customer outcomes, and talent health.

You own the enablement system and its measurable impact. Revenue, retention, and people outcomes are shared with Sales, Revenue Operations, Customer Success, Finance, and People leaders - so you'll have a real seat at the table where those numbers are set and reviewed.

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As An Active Member Of Our Team, You Will…**

Set the segment enablement strategy

• Build annual and quarterly enablement plans for each segment and region, shaped by buyer, deal size, sales cycle, product mix, competitive pressure, and customer maturity.

• Turn company priorities - solution selling, multi-product growth, customer value realization - into the specific behaviors and plays each segment needs.

• Run a capacity-based planning and intake model with clear priorities, service levels, and decision rights for when demand outpaces capacity.

Lead and grow a high-performing team

• Lead a team of segment enablement leads, setting goals, standards, and operating rhythms, and building bench strength and succession.

• Hire, coach, and keep top talent in a culture of candid feedback, fast learning, and follow-through.

• Point the team at the highest-leverage business problems, not activity volume or one-off requests.

Make solution selling how the field operates

• Embed Force Management methodology - Command of the Message, MEDDPICC, and the Value Framework - into onboarding, certifications, deal reviews, and manager coaching.

• Define what great looks like in discovery, value articulation, executive alignment, and mutual action planning, and give sales managers the scorecards and deal-coaching tools to inspect and reinforce it.

• Embed these selling best practices in the tools and workflows sellers already use - CRM, conversation intelligence, content platforms, forecast and pipeline reviews - rather than one-off events.

• Partner with Enablement Programs, Product Marketing, Sales, Solutions Engineering, Customer Success, and Partners to align messaging and tailor enablement for every revenue role.

Multiply impact through frontline managers

• Build on clear manager expectations - pipeline, deal management, coaching, forecasting, customer outcomes, retention — with a practical development path grounded in real deals, peer learning, and executive sponsorship.

• Treat manager behavior - what they inspect, coach, and reinforce - as the primary measure of enablement adoption.

Tie enablement to ARR, retention, and customer va...