Head of Revenue Enablement (Hiring Immediately)

About Marcura:

Marcura is a global leader in maritime technology and operations, supporting nearly one‑third of the world’s seaborne commodity trade. Our trusted platforms which span software, data intelligence and payments sit at the centre of digital transformation across the maritime industry. We are now seeking a Head of Revenue Enablement to join our high‑impact team and contribute to the success of one of the sector’s most forward‑looking organisations.

Purpose of the role:

The Head of Revenue Enablement helps every seller and account manager at Marcura sell more of the portfolio, more consistently. Marcura sells software and payments to the maritime industry through a family of brands including DA-Desk, ShipServ, MarTrust, PortLog, VesselMan and Marcura Claims.

The role has two halves. The first is the groundwork: building one Marcura way of selling on Sandler, ProActive Selling and JOLT, making it stick through the sales managers, and helping the existing team win more often and across more products. The second is the build: turning that method into something the call-capture and AI tools can recognise and learn from, so that admin becomes a by-product of selling and what the team learns from wins and losses feeds straight back into coaching.

The role works directly with the EVP, Commercial Operations & Growth, and in partnership with four teams. Product marketing owns content and messaging, and this role sets what the field needs and tests it with sellers. RevOps owns tool configuration and data, and this role designs what is captured and coached. Customer Success leaders own CS enablement, and this role shares playbooks with them and agrees the cross-sell handover. Sales managers own their pipelines, and this role equips them to coach to the method.

Job Responsibilities

In priority order. Each states what is done, why, and the key result.

1. Roll out Sandler, ProActive Selling and JOLT as one Marcura way of selling, so every team sells, coaches and forecasts the same way, with the method taught and coached in every sales team.

2. Equip sales managers to coach to the method in deal reviews and 1:1s, because a method sticks through managers or not at all, so that managers run reviews to a shared standard.

3. Define the pipeline stage exit criteria for the new method with RevOps, so the process, the CRM and the capture tools all use the same definitions, with the criteria live in the CRM and used in every deal review.

4. Run a development programme for the current sellers and account managers, including cross-training across products and into account management, so growth comes from the team Marcura already has, measured by how many of the team close deals each quarter and in how many products.

5. Define what good looks like at each stage of a seller's development, with sales leadership and HR, so every seller knows what is expected and how to grow, giving a published competency standard used in every 1:1 and review.

6. Design the content of capture templates, coaching scorecards and agent workflows, such as win/loss, objection and question analysis, so the selling produces the data and the data improves the selling, delivered as a monthly readout that changes what managers coach.

7. Run the release path for new products, from product to product marketing to enablement to the first deals, then packaged for the field, so new products reach the whole sales team quickly, with each launch certified and sold by sellers beyond the launch team.

8. Prioritise and run the enablement programme, playbooks and certifications, building on the programme design already in place, so sellers learn from one trusted source, with owners named for every asset, priority modules live and certification running.

9. Help sellers get the best out of Salesforce, Gainsight and the call-capture tools, so the tools pay back without adding admin, with higher adoption and complete records.

10. Agree one primary success measure with the EVP and report on it monthly, so enablement shows what it changed, with a baseline, a target and a monthly view.

Key Success Factors

• Every sales manager coaching to the one Marcura method within the first year

• More of the existing team closing deals each quarter, and in more than one product

• The new stage exit criteria and win/loss capture in use across all sales teams

• At least one new product taken through the release path to repeatable sales

• A monthly win/loss and objection readout that sales leaders act on

• Product marketing, RevOps and Customer Success working to one shared enablement plan

Requirements

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