Senior Director, Enablement and Education Content Development

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 lead the consolidated content development function, with leads across the technical, sales and partner, and non-course areas. You are a service to the rest of Enablement and Customer Education and a standard-setter for it, and both halves matter. You work closely with Product Management and Product Marketing to have clear line-of-sight into what solutions and products are relevant to the various audiences. Global role-based enablement, partner enablement, customer education, and the regional teams inform you on what the field needs and what must be assessed. You decide how it gets built, to what standard, and in what order, and you are the one who says when a request should not become a course at all. Three boundaries are worth knowing before you start. Technical certification sits with our Director of Certification, because an externally weighted credential carries requirements a content team should not be casually absorbing. You will work closely together and share a great deal of source material, but the certification is theirs. Credentialing is part of our Nexus community work and sits with that team. And our digital experience, internal tools, and AI platforms sit with another leader. You decide what the content and taxonomy need to be, and you'll work in step with them so it is executed well in the systems we actually run on.

Your Role

• Bring three content practices into one. Merge the sales, partner, and customer education development teams into a single function with shared standards, shared tooling, and a shared definition of done.
• Decide deliberately where consolidation genuinely helps and where an audience needs specialized treatment, and be able to explain the difference rather than defaulting to either.
• Design and execute on an effective and efficient organization structure and operating model.
• Own the catalog and the taxonomy behind it. Know what exists, what it costs to maintain, what is current, what is used, and what should be retired. Own the taxonomy, tagging, metadata, and lifecycle model that make the catalog navigable by people and usable by the systems that surface it.
• Own coverage, in lockstep with the people who own need. Work with role-based enablement, delivery, partner enablement, customer education, and the regional leads to make sure the catalog covers what the business actually requires. Bring a point of view on the gaps rather than waiting for the requests, and be willing to say when a request is not the highest and best use of a lean team.
• Build the assessments. Role-based enablement and customer education define what must be assessed and to what standard. You build the instruments: knowledge checks, scenario assessments, and the hands-on labs that demonstrate capability rather than recall. Own their quality and their currency. Partner with Technical Certification to build an assessment catalog that is valuable and demonstrates job-readiness.
• Make the field able to create, curate, and share. Build the content management processes, templates, review paths, and governance that let subject matter experts and regional teams contribute without a central bottleneck and without the catalog degrading. Enabling contribution is easy. Enabling contribution while quality holds is the job.
• Stay ahead on tooling. Authoring, video, labs, simulation, and AI-assisted development are moving quickly. Know what is real, pilot deliberately, adopt what earns its place, and retire what does not. Work with the digital experience and AI function so what you choose fits the platforms we run on. Our agentic authoring work is live and needs an owner with a strong point of view.
• Get more from a lean team. Prioritize ruthlessly, standardize what repeats, and reserve custom development for the work that genuinely warrants it. Be explicit about what you are not doing, so the answer is visible rather than silent.
• Lead and develop the team. Bring together people who have worked to different standards, set one bar, and build the leads underneath you into owners of their areas.

What You Will Bring

• Deep experience leading content or curriculum development