About Ramp

Ramp is building the smart infrastructure for finance teams, embedded in the transaction flow of every dollar a business spends. We automate how over $200B in annualized spend flows in and out of 70,000+ companies: authorizing payments, flagging risk, categorizing spend, and closing books.

The problems are high-stakes, data-dense, and unforgiving.

We hire people with high agency and high urgency. We look for slope over intercept. We care less about where you trained and more about what you’ve built. At Ramp, everyone is a builder who owns problems end to end and makes consequential decisions that shape the outcome.

The median Ramp customer saves 5% and grows revenue 16% in their first year – far in excess of businesses operating without Ramp. We believe every ambitious company deserves the same.

If you want to build systems that directly shape how companies move and manage billions, Ramp is the place to do it.

About the Role

Ramp's Sales Development organization is the engine of the company's top-of-funnel growth — one of the highest-output SDR teams in the industry, and a function that is expanding rapidly. With large cohorts of new reps joining every quarter and the entire organization now being asked to pitch a multi-product suite across procurement, AP, treasury, and expense personas, the way Ramp enables its SDRs has to change.

Until now, enablement has been manager-led, ad hoc, and reactive. That model worked when the product was simpler and the team was smaller. It doesn't scale to a large and growing SDR organization, quarterly cohorts of new hires who are mostly entering their first corporate environment, and a company-wide push to expand how SDRs position Ramp across the full product surface.

The SDR Enablement Manager is the hire that makes this transition real. You'll build and own the programs, systems, and infrastructure that take SDRs from onboarding to full productivity in 90 days, equip the full team to pitch multi-product, and create sustainable coaching infrastructure that helps managers develop their people — not just manage their numbers.

This isn't a content creation role. It's a performance improvement role. The measure of success is rep output, ramp speed, and meeting conversion — not programs delivered.

What You'll Do

Own the SDR Onboarding Program

• Redesign and run the quarterly onboarding program for each incoming cohort of new SDRs, with the explicit target of full productivity by month three

• Build tracks that go beyond systems training — sales methodology, professional fundamentals, cold calling philosophy, email craft, and multi-product qualification basics

• Create resources SDRs will actually use on cold calls: specific discovery questions, objection handles, and qualifying language — not slide decks they'll close on day two

• Design the program so it can run without you — owned by managers, reinforced in weekly 1:1s, and refreshed with each new cohort rather than rebuilt from scratch

Build the Continuous Enablement Infrastructure

• Develop segment-transition programs ("SDR 201") for reps moving from SMB to Mid-Market and Enterprise — covering advanced competitive positioning, stakeholder mapping, and enterprise call dynamics

• Build and maintain multi-product readiness tracks for procurement, treasury, and AP personas — the product areas where the team currently has the least coverage and the most competitive exposure

• Run 2–4 targeted enablement sessions monthly based on real field data — declining metrics, new product pushes, emerging competitive threats — not a preset calendar

• Create lasting behavior change, not event-based spikes: if a program isn't running six months after you built it, something went wrong

• Bring creativity to incentives and performance pushes: design, test, and iterate on SPIFFs that SDRs actually care about (not generic rewards), with clear targeting, rules, and measurement

• Partner with SDR leadership to use incentives to drive specific behavior change (e.g., multi-channel adoption, better pre-qualification, new product motions), not just short-term volume

Build Coaching Infrastructure for Managers

• Translate SDR metrics into coachable behaviors — the gap between what managers can see in a dashboard and what they can actually coach is where performance gets lost

• Develop the tooling, frameworks, and rep-level data views that let managers diagnose a struggling rep's specific problem: is it the opener, the objection handle, the list quality, the follow-through on negative replies?

• Build mechanisms to identify and systematically spread what top performers are doing — from negative reply handling to multi-channel sequencing to long-cycle nurturing

• Partner with Sales Ops and the data team to build measurement infrastructure for the behaviors that matter but aren't yet tracked

Own AI and Systems Enablement

• Build the first structured AI enablement program for the SDR team — today it's volunteer-based showcases; you'll turn it into a floor that every rep operates above

• Surface and amplify the AI and tooling innovation already happening in the field: reps are building their own tools; your job is to formalize what works and spread it

• Run tool proficiency programs that close the gap between access and mastery — SDRs have what they need, but usage varies wildly

• Work cross-functionally with Sales Ops and the growth team to consolidate rep feedback into product and tooling improvements

Translate Organizational Priorities into Field Tactics

• Serve as the bridge between leadership priorities, product launches, and what SDRs actually hear and say on cold calls

• Turn a FinOps multi-product directive into 30 specific discovery questions SDRs can use in the next 30 days — not a summary of the initiative, not a deck to present at all-hands

• Own the SDR segment at the All Hands: present the enablement roadmap, celebrate top performer behaviors, and make the team feel like there's a person in their corner building for them specifically

• Partner with SDR leadership on the strategic program roadmap — you're not taking orders, you're a peer in the room

What We're Looking For

SDR craft credibility is non-negotiable. You've done the job. You've run cold calls, built your own sequences, managed a book of leads, and know what it feels like to get an Amex or Concur objection in the first 20 seconds. That experience is what earns you the right to coach — without it, you have no standing with the rep