Director, Enablement Strategy

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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.

• What Success Looks Like In Year One
• A new capability or program is standing on its own that would not have started without you, with the owning team running it.
• A new stakeholder or external relationship, such as a GSI, has a working process behind it, built with support from this role.
• The executive reporting cadence is established, running on defined sources and a consistent narrative, and sustainable without consuming the majority of your time.
• An enablement communications practice exists and is running, with defined channels, a predictable cadence, and evidence the field is reading and acting on it.
• Sales kickoff, and any other event Sales Enablement runs, has a stated purpose agreed with stakeholders before the agenda is built, and outcomes are measured against what it was meant to change.
• Post‑event reinforcement is a designed part of every event, and role‑based enablement picks up what the event started.
• Your program and project management team is consolidated onto one reporting line, operating to a shared standard, and running the tracking, reporting, and execution work reliably enough that you're spending your own time on judgment calls, not task management.
• What You Will Bring
• Direct experience standing up or evolving a global sales and partner enablement function at scale.

You've been inside the creation of one of these functions, not just a participant in a mature one, and you can point to what you built and what changed because of it.

• A record of taking something from nothing to running, and handing it off cleanly.
• Communications craft, written and visual, with a point of view on how a global field organization should be communicated with, and the discipline to build that practice from close to a blank page.
• Experience owning the content and execution of a major internal field event, such as a sales kickoff, at enterprise scale.
• Executive communication skill. You'll be producing materials and events that senior leaders read closely, attend, and act on.
• Experience managing program or project managers, and comfort operating with real reach beyond your own team, not just inside it.
• The judgment to know when to lead, when to support, and when to hand something back.
• The ability to build a reporting narrative from imperfect inputs, and the judgment to know what leadership needs to see versus what is merely available.
• The willingness to be direct, including when an event was enjoyed and did not work, or when the numbers don't support the story we'd like to tell.
• Bonus

Experience supporting GSI or channel partner relationship-building; familiarity with enablement measurement and analytics; experience in a function undergoing structural change.

Willingness to travel internationally, approximately 20%.

Work Arrangement

Hybrid: This role operates in a hybrid capacity, blending the benefits of remote work with the advantages of in‑person collaboration.

In locations where our workplace policy applies (i. e.

San Jose, Durham, Mexico City, Bangalore, Pune, Hoofddorp, Belgrade, Barcelona, Singapore, Sydney and Tokyo), employees are expected to work onsite a minimum of 3 days per week to foster collaboration, team alignment, and access to in‑office resources.

Workplace type may vary based on location and team requirements.

Please speak with your recruiter for details.

Additional team‑specific guidance and norms will be provided by your manager.

Pay Transparency

The Salary range for this position at commencement of employment is expected to be between 155,000 GBP and 233,000 GBP per year.

Please note that Total Package offered may vary depending on relevant objective factors, including market location, job‑related knowledge, skills, and experience.

We're an Equal Opportunity Employer

Nutanix is an Equal Employment Opportunity and (in the U.

S.) an affirmative action employer.

Qualified applicants are considered for employment opportunities without regard to race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, marital status, protected veteran status, disability status or any other category protected by applicable law.

We hire and promote individuals solely on the basis of qualifications for the job to be filled.

We strive to foster an inclusive working environment that enables all our Nutants to be themselves and to do great work in a safe and welcoming environment, free of unlawful discrimination, intimidation or harassment.

As part of this commitment, we will ensure that persons with disabilities are provided reasonable accommodations.

If you need a reasonable accommodation, please let us know by contacting Candidate Accommodation Requests@nutanix. com.

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