![]() ![]() In this context I define time to value as the time for an SE to win his/her first deal and to be relatively self-sufficient in the field. First, the typical time to value, even for experienced talent, is somewhere in the range of six to twelve months with nine to twelve months plus not being at all uncommon in complex, enterprise software sales. In my experience, PreSales leaders commonly face three key issues pertaining to team enablement. Let’s start with the problem and work our way back to the solution. I’ve done it myself and I’ve helped others to do it as well, so I wrote this article to help other PreSales leaders solve these ubiquitous problems. These are big challenges for sure, but fortunately, they can be solved. ![]() Specifically, it’s difficult dealing with the huge variability in quality of field execution from one PreSales consultant to the next, and it’s hard for the organization to swallow the typical time to value for new talent that joins the organization. The big, hairy monster that has always been near the top of my list of the problems associated with leading global sales engineering teams is the issue of enablement. ![]() As a PreSales leader, what’s the biggest and consistently the most challenging aspect of your job? For me, the answer is simple. ![]()
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