What was happening.
Dell needed to re-engineer how 20,000+ sales representatives were enabled, from onboarding through ramp through ongoing coaching, and align that motion to a global Salesforce footprint.
← All work
2011–20142 min read
Dell Technologies · Senior Leader, GTM Enablement
Re-engineered sales enablement for 20,000+ Dell reps.
Aligned Dell's GTM strategy to Salesforce deployments, faster ramp, better coaching, higher NPS, the bridge from operational excellence into global analytics.
Case at a glance— 01
Problem type
Redesign at scale
The mandate
Move new hires up the productivity curve faster, lift conversion and NPS, and reduce attrition, all while standing up the data infrastructure to prove it.
Workstreams
1
Distinct parts of the intervention
Headline result
2.2 mo
Faster new-hire ramp
Measured outcomes— 02
2.2 mo
Faster new-hire ramp
$14K
Per rep / month unlocked
+25%
Marketing conversion
-10%
Attrition
The situation— 03
What had to change.
Move new hires up the productivity curve faster, lift conversion and NPS, and reduce attrition, all while standing up the data infrastructure to prove it.
What changed
— 04The moves that made the difference.
The intervention, broken into the moves that mattered.
01
4 movesHighlights
- Re-engineered onboarding and enablement programmes for 20,000+ sales reps globally.
- Aligned GTM strategy to Salesforce deployments and operational rhythms.
- Built real-time ramp dashboards and coaching playbooks that gave managers actionable signals.
- Designed a closed-loop customer feedback application on Salesforce that connected NPS signals to the teams who could act on them.
What I would carry forward
“Enablement only works when the data, the system and the coaching point in the same direction. This is where I learned to build all three at once.”
Recognise the problem?
Tell me what you are trying to change.
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