GTM Product Enablement Manager

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" with