Strategy-to-execution
I turn commercial priorities into account focus, messaging, playbooks, training, campaign logic and follow-up routines that teams can actually use.
See the matchSales Enablement Manager - Clients & Industries NL
Confidence in the market starts with disciplined execution.
EY is moving toward an industry-led, client-centric commercial model. My experience sits exactly at that intersection: strategy translated into go-to-market plans, sales adoption, pipeline insight and practical tools that help commercial teams move with focus.
Sales enablement is where strategy becomes behaviour.
A strong go-to-market strategy only creates impact when teams understand the priorities, trust the data, use the tools consistently and know what to do next.
Translate growth priorities into clear GTM actions
Improve pipeline visibility and next-step discipline
Turn client and sector insight into useful guidance
Drive adoption of processes, tools and dashboards
Where I add value for EY.
The role asks for a rare combination: commercial judgment, analytical fluency, stakeholder influence and hands-on delivery. That combination has been the thread through my work at Aon, HP Europe, Guardey and Raven AI.
Data-driven commercial discipline
At Aon and HP Europe I used account signals, funnel data, customer journeys and analyst input to improve targeting, reporting and next steps.
Proof pointsInfluence in complex teams
I am used to aligning account managers, marketers, analysts, subject-matter experts and senior stakeholders without relying on formal authority.
First 90 daysCommercial impact comes from making priorities visible, measurable and repeatable.
1Set priorities
2Build tools
3Drive adoption
4Measure impact
Match in practice
What EY asks, and what I bring.
The vacancy is about enabling growth across Clients & Industries: turning priorities into clear actions, stronger governance, better insights and commercial teams that execute consistently.
What EY needs
Translate growth priorities into go-to-market plans, decision frameworks, dashboards and clear actions.
What I bring
At Aon, Guardey and Raven AI I converted complex propositions into market-facing plans, sales narratives and practical execution support.
What EY needs
Strengthen pipeline governance, reporting quality and adoption of core sales processes and systems.
What I bring
I have worked with CRM-oriented sales processes, funnel optimisation, KPI thinking and reporting signals to improve visibility and follow-up.
What EY needs
Act as a sparring partner to senior C&I leadership on growth priorities and investment choices.
What I bring
I combine commercial experience with structured communication, constructive challenge and the ability to make trade-offs explicit.
What EY needs
Connect local and international stakeholders across C&I, Finance and business teams.
What I bring
I supported HP Print teams in the UK, Denmark and Sweden and coordinated multidisciplinary Aon teams around account-based execution.
Relevant proof points.
I have repeatedly worked at the point where market insight, sales behaviour, proposition clarity and execution rhythm need to come together.
Enablement in a corporate insurance context
Sales enablement for cyber risk and cyber insurance, plus account-based marketing implementation with account managers, marketers and a business analyst.
Corporate B2B
International sales activation
Lead generation, sales enablement workshops, customer journey mapping and funnel optimisation for HP Print teams across multiple European countries.
Multi-country teams
Technical value made practical
B2B SaaS growth, technical proposition translation, adoption materials and practical guidance for commercial and non-technical stakeholders.
Adoption and GTM
My first 90 days.
Understand the commercial rhythm
Map C&I priorities, sector teams, pipeline definitions, reporting cadence, stakeholder expectations and the tools already used in the field.
Prioritise the enablement gaps
Identify where commercial decisions slow down: insight quality, handoffs, dashboard use, playbook clarity, sales behaviour or ownership.
Make execution measurable
Deliver the first practical improvements: sharper action frameworks, better reporting logic, clearer stakeholder routines and adoption support.
I like roles where the work has to be strategic and practical at the same time.
That is why this EY role stands out to me: it is about building commercial clarity, not from a distance, but right in the operating rhythm of the teams that need to win in the market.