From Fragmented Function to Revenue-Driving Sales Machine
How we created a coherent enablement system at a financial services company with over $1 trillion in AUM
The Situation
A U.S.-based financial services company with $56 billion in market capitalization and over $1 trillion in assets under management and administration had an enablement problem they couldn't quite articulate. The function existed with people, budgets, and activities but it wasn't working. Sales teams didn't know where to find the resources they needed. Training programs were developed without input from the field. Content sat unused in repositories. Competitive intelligence arrived too late to influence deals.
The challenge was to transform enablement from a reactive support function into a proactive revenue driver, creating structure and strategy without adding headcount.
Our Approach
We began by redefining what sales enablement actually meant for this organization. It wasn't training. It wasn't content. It wasn't technology. It was all of those things integrated into a holistic system that made selling easier and more effective.
Then we focused on building a unified enablement strategy that aligned every function to a single question: Does this make our salespeople more effective at generating revenue?
Our Recommendations
We presented an enablement transformation built on structure, integration, and sales-first thinking.
The Four-Pillar Enablement System
Data & Intelligence
Intelligence that salespeople can use in live deals
Sales Tools
Technology, playbooks & templates that reduce friction and increase efficiency
Learning & Development
Methodology that improves execution
Content & Messaging
Resources that strengthen client conversations
Every enablement initiative must fit into one of these pillars. If it doesn't, question whether it's actually enablement or just activity masquerading as strategy.
The Result
The enablement transformation delivered organizational and revenue impact:
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Structure replaced fragmentation. What had been scattered activities across multiple teams became a unified enablement engine with clear ownership, integration points, and accountability.
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Sales teams developed sharper customer understanding.
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Enablement became a competitive advantage, not a cost center.
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With systematic enablement in place, the firm could onboard new salespeople faster, expand into new markets more confidently, and support growth without proportional increases in support staff.
