OverviewSales Training and Onboarding at Epsilon is the function responsible for getting sellers ready to represent the company, run the motion, and win their first deals on schedule. The work is measured against ramp time, time to first deal, certification quality, and the eventual quota attainment of the cohorts we train. Programs and certifications are evaluated against those outcomes, not against hours delivered.
This is a hands-on role. The Senior Director writes the curriculum, runs the certifications, and certifies the cohorts personally. It is not a design-and-delegate seat. The work spans onboarding (the path from offer to first deal), role-based certification (the bar that says a seller has earned the right to represent each offering), and ongoing learning (the calendar that keeps the field current on Epsilon's portfolio and the way Epsilon sells it).
The role reports to the SVP of Growth Operations and leads the training team within the broader Sales Enablement function. The SVP currently holds the function lead directly, alongside a peer focused on content and platform. The Senior Director focuses on training and onboarding specifically, building out that capability deeply before any broader expansion of the function.
ResponsibilitiesYou will run sales training and onboarding for Epsilon, hands-on. You will build the curriculum and certification path that turns new hires into ramped sellers, and the ongoing learning that keeps the field current on the company's portfolio and motion.
In this role, you will:- Lead the training team hands-on. Write curriculum yourself, run certifications yourself, certify cohorts yourself. This is a build-and-operate role, not a manage-from-above role.
- Build and operate the seller onboarding journey across roles (AE, AM/CSM, SDR, and SE/Solutions Consulting). Co-ramp AEs and SEs on shared deal scenarios rather than parallel tracks. Account for vertical buyer differences (retail, financial services, CPG, travel) in the certification path. Role-differentiated, certification-gated, measured against time-to-first-deal and time-to-quota-attainment for each cohort.
- Stand up role-based certification as a real bar through demonstration. Sellers earn the right to represent each offering by running a live discovery and pitch against a realistic Epsilon scenario, judged by a panel that includes Sales Leadership and Pre-Sales. Certifications gate go-to-market access for new launches and refreshers. Sellers who do not pass do not represent the offering.
- Translate Epsilon's portfolio into seller-ready narratives. Partner with Product Marketing and offering leads to convert product material into the pitch, discovery questions, and objection handling a seller can actually use in the room, across data, identity, retail media, CRM, loyalty, and programmatic. The certification bar is set against what is being sold, not what is being launched on paper.
- Own ongoing learning as a distinct design problem from onboarding. The tenured field has different motivation, different failure modes, and different certification logic than new hires, especially as reps move between portfolio areas or as motions shift. Build re-certification paths for that. Align the calendar to launches, methodology changes, and field signal from win-loss; deliver through the existing platform.
- Connect training tightly to frontline manager coaching. Manager coaching is not yet a structured program in the function, and is not owned by this role, but managers reinforce or undermine what training installs. Build the artifacts (coaching guides, deal-inspection prompts, talking points after each cohort) that make the manager-training loop work even before there is a formal program.
- Measure what changes in the field. Leading: completion, certification rates, methodology adoption visible in CRM, time-to-first-deal. Lagging (shared with Sales Leadership): ramping rep productivity, win rate on early deals, voluntary attrition in the first 18 months.
- Operate within the wider rhythm of Growth Operations. The function reports against the same commercial lifecycle the rest of Growth Ops is building around. Partner with the content lead on shared infrastructure (content platform, taxonomy, certification of materials), with the SVP of Growth Operations on the function's scorecard, and with Sales Leadership on cadence.
QualificationsWhat you'll bring with you:- Deep, hands-on training and onboarding craft. You write curriculum yourself, you run certifications yourself, you teach. This is the core credential for the role.
- Sales context and proven role differentiation. You have built training for sales roles (AE, SDR, SE, AM, CSM), stood up an AE journey and an SDR journey (and ideally an SE or CSM journey) separately, with different goals and ramp paths. You understand what moves a deal, not what completes a module.
- Portfolio fluency. You have ramped to certifiable fluency on unfamiliar product lines, and have built and certified across multiple distinct product lines, not one platform with features. You author the certification bar yourself in partnership with Product and Pre-Sales rather than outsourcing it to them.
- Live facilitation credibility with quota-carrying sellers. You have personally run certification sessions and bootcamp weeks in front of skeptical rooms, and the sellers leave saying it was worth the time off territory. Reading the room, handling the skeptic, adjusting when energy dies, these are real skills, not assumed.
- Measurement orientation. Your training scorecard speaks the language of ramp time, time-to-first-deal, and certification quality, not hours delivered or smile sheets. You can show the data.
- Ten-plus years in commercial roles, with the most recent portion leading training or onboarding for a sales function in a multi-product portfolio.
Why you might stand out from other candidates:- You have built onboarding from scratch, not just modified an existing one. You know what gets cut and what gets kept under deadline pressure.
- You have been the person sales leaders point to when their reps ramp faster than the org average, and you can show the data.
- You understand the difference between training that lands in deals and training that lands in surveys, and you build for the first.
- You have ripped apart a 40-slide product-marketing enablement deck and turned it into something a seller could actually say to a CMO in 90 seconds, and you have done it across more than one product line.
- You can sit with a frontline sales manager and design a coaching prompt they will actually use on Monday morning.
- You are comfortable operating inside a function that is still being shaped, and you know how to deliver value without waiting for the org chart to settle.
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