In 2013, ConnectWise was the software company to work for in Tampa Bay. I was hired as a business development representative working in the sales department. At that time, ConnectWise didn’t have any standardized, company-wide training; there was no corporate learning strategy and new hire onboarding was a 90-minute info dump from HR. The Sales department – like most other departments – relied on team managers to ramp up new hires and deliver team training.

Two months after I was hired, I met with sales leadership to propose a new position be created that solely focused on onboarding new sales colleagues and developing the skills of the sales staff. A few months later I was offered the new position of Sales Enablement Manager, supporting 200 sales colleagues, divided into 7 teams located in the US, Canada, and the UK. When Sales, Marketing, and Customer Service joined to form the Revenue Division, my role expanded to Revenue Enablement Manager, supporting the learning and development of the Sales, Marketing, and Customer Service departments. While in these roles, my team worked to advance revenue hyper-growth efforts, growing annual revenue from $90M to $175M.

After 2 years as the Revenue Enablement Manager, I transitioned to the Human Resources department, reporting directly to the Chief People Officer, where I built out and led the Talent Development and Company Culture team. It was the first time that the 1500-employee software company had any standardized, company-wide training. My team and I were able to identify and close employee skills gaps by building relationships with leaders at every level, performing thorough needs analyses, establishing learning goals and benchmarks, administering assessments to gauge employee skills levels, and designing learning programs to address the most rampant skills gaps first.

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