Enablement Manager (Support)

Role Summary

The Support Enablement Manager builds and scales the training, onboarding, and quality-assurance programs that power a high-performing contributor-support team. The role owns the full enablement lifecycle — from designing and delivering onboarding curricula to formalizing QA frameworks that drive measurable improvement across the support organization. Enablement priorities are set in partnership with the Regional Manager; the Manager owns execution end to end within that scope and brings recommendations when scope needs to change. This is a hands-on leadership role: assess the landscape, prioritize, build the plan, lead a small team, and deliver results, working cross-functionally with Regional Managers, Team Managers, SMEs, and WFM.

Key Responsibilities

• Own the enablement function end to end — assess gaps, prioritize initiatives, and drive them to completion within scope agreed with the Regional Manager; surface recommendations when scope should change.
• Onboarding & curriculum — own the end-to-end onboarding for new Support Specialists; design, build, and continuously improve structured training that reflects current workflows, tools, and contributor-experience standards, so agents ramp quickly and confidently.
• Coaching & development — build and maintain ongoing training across all tiers; partner with Team Managers to close skill gaps with targeted interventions that translate into performance improvement.
• Quality assurance — own the QA program: scorecard design, calibration, audits, and reporting; keep QA consistent, fair, and actionable, and require that quality feedback cite a current source document.
• Knowledge base / SSOT — own the support knowledge base and its review cadence so guides stay accurate and current, and retire stale content.
• Team leadership — lead, develop, and manage a small team of Enablement & QA Specialists; set priorities, coach, and keep the team unblocked and accountable to high-quality output.
• Cross-functional partnership — align training and quality initiatives with operational priorities alongside Team Managers, SMEs, Workforce Management, and regional leadership.
• Reporting & insights — track enablement and quality metrics, surface trends and recommendations, and use data to show program impact and where to invest.

Minimum Qualifications

• Experience — 4–6 years in enablement, training, L&D, or instructional design, with 2+ years leading or managing a team. Demonstrated track record of building and scaling training programs from the ground up with measurable, lasting results, in a fast-paced tech or operations environment.
• Skills — expert instructional design and curriculum development (scalable, engaging, outcome-driven); proven ability to assess complex process gaps, establish structure, and lead organizational change; exceptional written and verbal English with the ability to influence stakeholders at all levels.
• Technical — proficiency with Zendesk, Slack, and Google Workspace; hands-on experience with LMS platforms, training-delivery tools, and QA/scorecard tooling; familiarity with Redash or Snowflake a plus.
• Attributes — self-directed, high ownership, precise, and consistently delivers finished work; balances strong independent execution with tight alignment on shared priorities.

Preferred (nice to have)

• Experience owning a QA program (scorecards, calibration) in a support, BPO, or contributor-marketplace context.
• Fully bilingual English / Spanish.
• Experience leading a distributed / remote team across LatAm.

What Success Looks Like

• First 90 days — audited existing training and QA, aligned with regional leadership on what to formalize, fix, or retire, and published a prioritized enablement plan.
• Establishes a training cadence the team trusts and benefits from, with QA running consistently on calibrated scorecards and an up-to-date knowledge base.
• Measured against onboarding time-to-productivity / ramp velocity, IQS (quality), critical-miss rate, KC / assessment pass rate, and QA audit coverage — each trending to target.
• Impact is visible in ramp times, agent confidence, and the overall consistency of the contributor experience.