Architect your Enablement OS.

The Enablement Architecture Lab is a six-session working cohort for revenue enablement leaders. Move from reactive requests and project chaos, to an architected operating model (your own Enablement OS), and the right seat at the revenue table.

You don’t need more content.
You need a system.

Over six working sessions you’ll define what your function owns, decide what actually gets built, resource it honestly, and engineer the reinforcement that makes new behaviors stick. You leave with an operating system versus a to-do list.

01

Define what enablement owns.

Build a charter and operating model that makes your mandate explicit, so the organization stops defining your role through the requests in your inbox.

02

Decide what actually gets done.

Prioritize, scope, and sequence the work against real capacity. Design the team, defend the headcount, and make tool and methodology decisions you can stand behind.

03

Make behavior change stick.

Turn one-to-many launches into manager-led reinforcement, and prove adoption with 30/60/90-day evidence the CRO can see in the number.

About the lab

A program that drives actual outcomes.

Built for the realities of leading enablement in a growing revenue organization. Live, peer-driven, and applied to your function in real time – so the time off the floor turns into meaningful change.

Six 75-minute live sessions

Cohort 2 runs April 14 – May 26, 2027. Three sessions, an off-week with live office hours, then three more.

Peer community of builders

Build alongside Enablement leaders and practitioners who are solving the same problems, and relationships that last past the cohort.

Deployable artifacts

Six modules, six artifacts: charter, maturity assessment, roadmap, headcount case, investment brief, and a reinforcement kit.

Built and taught by an operator

Amy McClain, Sr. Director of Revenue Enablement at Affirm, built the OS she teaches here.

Modern curriculum

Built for the realities of leading Enablement in 2027: AI inside the operating model, lean teams, and pressure to prove impact.

Measurable impact

Every pillar connects back to the metrics your CRO is already watching.

Program Leader

Taught by an operator who’s built the model. 

Amy McClain is Sr. Director, Head of Revenue Enablement at Affirm, where she leads enablement and GTM strategy for a 300+ seller organization. She’s spent her career turning enablement from a support function into a strategic operating system – integrating charter, roadmap, org design, stack decisions, and manager reinforcement into a model that shows up in the number.

Across SaaS and GTM operations, Amy has built enablement ecosystems that unify Sales, Account Management, and Support around data-backed readiness – and operationalized AI and tools like Gong, Guru, and Salesforce into frontline behavior. Named a “2025 One to Watch” by the Sales Enablement Collective and recognized in the Atlanta Business Chronicle’s “40 Under 40.”

sessions (the Enablement OS)

Six sessions. One operating system.

The Enablement Architecture Lab introduces you to The Enablement OS, a six-pillar system where each module produces a deployable artifact built to help you scale your enablement function and impact. Each week we walk through one pillar of The Enablement OS.

How to move from reactive support to a strategic operating function.

Key Result
A documented charter, ownership boundaries, and the operating-model gaps keeping your function reactive.

Most enablement teams operate without an articulated mandate — so the organization defines the role for them, through requests. You’ll define yours: why enablement exists, what it owns, what it explicitly does not own, and how the function actually runs. A charter defines the function; the operating model defines how the function runs.

You’ll be able to
  • Draft a one-page charter you can take to your leadership team.
  • Map what enablement owns, partners on, and does not own.
  • Diagnose the operating-model gaps pulling you into reactive work.

How to align leaders on where enablement needs to go.

Key Result
A maturity assessment and future-state definition you can use to align leadership.

A maturity model isn’t a scorecard — it’s an alignment tool. Its real value isn’t grading where you are today; it’s getting leaders and cross-functional partners to agree on what “good” looks like as the business grows. You’ll assess current state across the dimensions that fit your remit, define future state, and plan the conversation that gets your stakeholders aligned.

You’ll be able to
  • Assess current maturity across the dimensions that matter for your stage.
  • Draft future-state descriptions that define your roadmap.
  • Plan a stakeholder workshop to align leaders on where enablement is going.

How to decide what gets committed, what it requires, and what the business can absorb.

Key Result
A prioritized, capacity-backed roadmap — with the trade-offs made visible.

This is where strategy becomes real. You’ll inventory your initiatives, plot effort vs. impact, and size each one with a readiness guide. Then you’ll draw a Commitment Line that separates what you’re resourced to deliver from what’s valuable-but-not-committed, apply the Replacement Rule so leadership owns the trade-offs, and sequence the work on a calendar the business can actually absorb. New work is not free — and this session makes that visible.

You’ll be able to
  • Size initiatives by readiness effort, not gut feel.
  • Draw a Commitment Line and protect capacity for the highest-value work.
  • Use the Replacement Rule to turn “enablement saying no” into a leadership trade-off.

How to design roles around business stage, priorities, and durable capabilities.

Key Result
A stage-based team design and a business case for the role or structure you need.

Headcount is not a reward for workload — it’s an investment in a capability the business needs to scale. You’ll locate your function on the five-stage model (team of one through scaled or contracted), map business priorities to the capabilities they require, and build a business case tied to outcomes, metrics, and the cost of not investing. The business priority comes first. The role comes second.

You’ll be able to
  • Design roles around business stage and durable capability needs.
  • Build an eight-part business case for headcount or role redesign.
  • Pressure-test it against the “player-coach” trap and a no-approval alternative.

How to decide what to buy, build, renew, expand, consolidate, or churn.

Key Result
An Enablement Investment Decision Brief, a vendor scorecard, and a tool ownership matrix.

The mistake is rarely buying the tool. The mistake is underestimating the capacity required to maintain, reinforce, and operationalize it after launch. You’ll separate buying expertise from building internally, reframe methodology as selling behavior rather than an acronym, map fragmented tool ownership, and build a weighted scorecard that keeps every vendor decision honest. A methodology is not purchased — it’s operationalized. (AI included: it belongs inside these decisions, not in a category of its own.)

You’ll be able to
  • Expose the real (execution, not financial) cost of an investment after launch.
  • Build a weighted vendor scorecard and a tool ownership matrix.
  • Draft an Investment Decision Brief leadership can act on.

How to turn one-to-many enablement into manager-led behavior change.

Key Result
A reinforcement system — manager read-in, reinforcement kit, and 30/60/90-day evidence model.

Training is not adoption. A launch is not adoption. Adoption happens when the new behavior shows up consistently in real work. You’ll start from a sharp learning objective, translate it into a specific target behavior, and build the manager reinforcement kit — team meeting guide, 1:1 cue sheet, call review format — that hands off your one-to-many moment to one-to-one field coaching. Then you’ll define the adoption signals and the cadence that prove it’s working. Including how to inspect the inspector.

You’ll be able to
  • Turn a vague learning objective into a specific, observable target behavior.
  • Build a manager reinforcement kit managers will actually use.
  • Define 30/60/90-day adoption evidence that ties enablement to behavior change.
Who It’s For

The dividing line is ownership (not seniority).

Do you own the enablement function, a meaningful slice of it, or are you on a clear path to owning it? Then this is built for you.

Strong fit
  • Head / Director / Sr. Director / VP of Revenue, Sales, or GTM Enablement

  • The founding or first enablement hire – a team of one building from scratch

  • A manager growing a small or scaling enablement team
  • An enablement leader mid-reorg or post-contraction, re-architecting with fewer resources
  • A senior practitioner who owns a domain with real autonomy, or is on the path to leading the function
  • A RevOps or revenue leader who owns enablement and wants real infrastructure
Not for
  • Someone new to enablement looking for fundamentals or how to run a training
  • A task-executing IC who can’t yet act on decisions about priorities, headcount, or tools
  • Individual reps or frontline managers wanting personal skill development

  • An enablement generalist who’d rather keep working ad hoc than build a system

enrollment

Enroll for Cohort 2

Seats are limited to keep the workshop format intimate.

  • Included at no cost for active Sales Assembly members

  • $1,000 / seat for non-member organizations

  • Live access, office hours, materials and post-session recordings

Cohort 2 Schedule
  • Session 1Wed, April 14, 2027
  • Session 2Wed, April 21, 2027
  • Session 3Wed, April 28, 2027
  • Office hoursWed, May 5, 2027
  • Session 4Wed, May 12, 2027
  • Session 5Wed, May 19, 2027
  • Session 6Wed, May 26, 2027

All sessions are 75 minutes, live. Recordings are sent after each session.

Sales Assembly and Amy McClain led an incredible program that went beyond the surface to tackle the numbers, purpose, and strategic architecture that drives success for enablement leaders, and our teams. After 10+ years in this space, I can confidently say that this program changes how we should be learning, collaborating, and elevating our function.

Haley Hager
Director of GTM Enablement, Ontra

FAQ

Questions we often get

Don’t see your question? Reach out and we’ll get you an answer ASAP.

Anyone who owns the enablement function — or a meaningful slice of it — inside a growing revenue organization. The dividing line is ownership and autonomy, not title. Heads, Directors, VPs of Enablement; founding hires building from scratch; managers growing a small team; senior practitioners on the path to leading. Not for people new to enablement looking for fundamentals.

Cohort 2 kicks off Wednesday, April 14, 2027 and concludes Wednesday, May 26, 2027. The cadence is three weekly sessions, an off-week with live office hours, then three more weekly sessions. Each session is 75 minutes, live.

Most enablement courses teach the same content you’d give your reps, or teach beginners how to run a training. This is the opposite. The Lab is for people who already run the function and need to architect the operating system behind it — charter, roadmap, org design, stack, manager reinforcement. You leave with deployable artifacts built on your own function, not slides.

Because it gets enablement leaders speaking the CRO’s language — anchoring on conversion, ramp time, and win rate instead of training NPS and attendance. The result is an operating model that ties enablement to revenue (think discovery conversion moving 48% → 68%, and compounding from there) and scales to the rest of the revenue org.

Six deployable artifacts — one per session. A charter and operating model, a maturity assessment with a future-state definition, a prioritized capacity-backed roadmap, a stage-based team design with a headcount business case, an Investment Decision Brief with a vendor scorecard, and a manager reinforcement kit with a 30/60/90-day evidence model.

Yes. A Head of Enablement can enroll their team and build the OS together — it’s a common path. Volume pricing is available for 3+ seats; contact us.

Yes, but the value is the operating system you leave with, not the credential. We’re explicit about that.

No. The Lab is open to members and non-members. Sales Assembly members receive a seat into the program as part of their membership.

Yes. Recordings are sent after each session, so you’re covered if a conflict comes up.