Director, Enablement Strategy

Hungry, Humble, Honest, with Heart.

The Opportunity

Nutanix is looking for a Director of Enablement Strategy and Events to make Sales and Partner Enablement run well and show up well.

Half of this job is build. When a team needs to stand up a capability it hasn't run before, you're the person who builds it with them. We agree on the concept and the direction, and then you run with it, checking in for guidance where you need a decision only the VP can make.

The other half is how Enablement shows up: the content and execution strategy behind the events it runs, and the communications that carry between them. Today these live separately and inconsistently. You bring them under one standard.

This is a hands-on leadership role. You'll lead a small existing team of program and project managers, currently scattered across the function, whom you'll bring onto one line and one standard to help execute the work above. You'll be judged on whether things that were stuck are moving, whether the field reads what you send them, and whether your team is set up to do the work well.

About The Team

You'll join Customer Education and Revenue Enablement and report to the VP, whose remit spans enablement of sales, SE, and renewals, customer education, and partner enablement.

You'll work across the function: role-based enablement, onboarding and ramp, coaching and sales capability, selling motions and go-to-market readiness, content development, and enablement operations. You'll also work outside it, with sales leadership, marketing, revenue operations, and, on events and communications, directly with senior executives.

This role is fully remote and can be based in the United States or Europe. The remit is global, and you will work primarily with US-based teams, so expect a working pattern that overlaps meaningfully with US hours.

Your Role

• Stand up new programs and capabilities. When a team in Sales Enablement needs to build something outside its current practice, lead or advise on getting it off the ground: shape the approach, build the first version with them, and hand it over so it runs without you.
• Support processes with new stakeholders and partners. When we start working with a new internal function or an external organization, including global systems integrators, help build the working relationship and operating rhythm behind it. This is a supporting role, not an owning one: the relationship stays with the team that owns it.
• Keep the major initiatives moving. Track the cross-team programs that matter most, hold the dependencies, surface risk early, and drive to a decision when something is stalled between two owners.
• Own the executive reporting and update rhythm. Build and run how Sales Enablement reports on itself: recurring updates, quarterly business reviews, leadership materials. Establish the cadence, the data sources, and the narrative structure once, so it holds across cycles.
• Build enablement communications. Define how the field hears from Sales Enablement: announcements, program rollouts, executive summaries, and the steady cadence between events. Establish the channels and the voice, and set the bar for what actually warrants a broadcast. This is the larger half of the communications work, not a byproduct of running events.
• Own the content and execution strategy for sales enablement events. Starting with sales kickoff and extending to whatever else Sales Enablement runs, own the agenda, session design, speakers, and materials. Carry the theme through every session, and be the one who spots and resolves it when a workstream has drifted.
• Own post-event follow-through. The event is the beginning. Own the reinforcement, the assets, and the handoff so role-based enablement continues what the event started, and measure what each event was meant to change against defined readiness outcomes, not a satisfaction score alone.
• Be a thought partner to the VP. Bring judgment, not only status. Pressure test reasoning on the harder decisions and follow through on what gets decided.
• Consolidate and lead an existing team of 2-3 program and project managers. These roles exist today, scattered across the function. Bring them onto one team, set a shared standard for how they operate, and assign the work: initiative tracking and reporting support to your program managers, event and comms execution to your project managers. Your job is to multiply the work above through the team, not to do all of it yourself.