Obsidian Security

Product Marketing

• Own the strategy, structure, cadence, and execution of enablement across sales, technical, and BDR, covering onboarding, ramp, and ongoing development.
• Design and run onboarding and personalized, role-based ramp programs built to measurably shorten the time it takes new AEs, SEs, TAMs, and BDRs to become productive.
• Run enablement as a system with a consistent weekly, monthly, and quarterly rhythm, so the right people absorb the right knowledge at the right moment.
• Enable the field on the fundamentals that move deals: relevant security and product knowledge, persona-based pain discovery, new business meeting excellence (identifying use cases, bringing social proof, and quantifying pain), competitive positioning, and closing, including how to build durable champions inside accounts.
• Equip technical talent across pre and post sale to win the technical evaluation and drive successful proofs of value.
• Enable the BDR motion to generate more and better qualified pipeline.
• Ground enablement in what is actually happening in deals. Use call intelligence such as Gong and real customer conversations, rather than certification pass rates or content engagement dashboards, as your primary signal for what is working, where reps are stuck, and what to coach next.
• Turn those observations into specific coaching and interventions, and coach the frontline leaders so they reinforce the same behaviors.
• Bring fluency in AI-driven workflows to make enablement faster and more efficient, and to systematize routine practices instead of doing them by hand.
• Use AI and performance data to build personalized enablement tracks that meet each rep where they are, instead of one size fits all training.
• Hire, develop, and lead the enablement team, and set the standard by leading from the front.
• Drive cross-functional alignment proactively, anticipating what the field will need and getting ahead of it rather than reacting to inbound requests, and hold partners to clear commitments.
• Bring strong program management: named owners, clear timelines, refresh cadences, and follow through.

Head of GTM Enablement

• Own the strategy, structure, cadence, and execution of enablement across sales, technical, and BDR, covering onboarding, ramp, and ongoing development.
• Design and run onboarding and personalized, role-based ramp programs built to measurably shorten the time it takes new AEs, SEs, TAMs, and BDRs to become productive.
• Run enablement as a system with a consistent weekly, monthly, and quarterly rhythm, so the right people absorb the right knowledge at the right moment.
• Enable the field on the fundamentals that move deals: relevant security and product knowledge, persona-based pain discovery, new business meeting excellence, competitive positioning, and closing.
• Equip technical talent across pre and post sale to win the technical evaluation and drive successful proofs of value.
• Enable the BDR motion to generate more and better qualified pipeline.
• Ground enablement in what is actually happening in deals. Use call intelligence such as Gong and real customer conversations as your primary signal for what is working, where reps are stuck, and what to coach next.
• Hire, develop, and lead the enablement team, and set the standard by leading from the front.

Customer Support

• Own the support operating model and redesign it around automation and agentic AI rather than linear headcount growth.
• Design, deploy, and continuously improve agentic support systems across the full lifecycle: triage, resolution, escalation, and follow-up.
• Build the knowledge and data infrastructure these systems depend on, including knowledge bases, retrieval systems, and the telemetry that feeds them.
• Define and instrument the metrics that prove the model works: deflection rate, automated resolution rate, cost-to-serve, time-to-resolution, and CSAT.
• Integrate support tooling with the product, internal systems, and customer telemetry so that resolution becomes increasingly automated over time.
• Partner with Product and Engineering to convert recurring support signals into product fixes and self-service capabilities.
• Maintain support quality and SLAs for a technical cybersecurity customer base throughout the transition.
• Lead a small, high-leverage team of support and automation engineers, hiring for technical and systems capability.

Head of Customer Support

Supply Chain

• Own the product strategy and roadmap for Supply Chain Risk & AI Governance, with a clear focus on customer outcomes and business impact.
• Identify the most important customer problems related to SaaS supply chain risk, third-party access, AI enablement, agentic capabilities, data exposure, and governance gaps.
• Define success in terms of outcomes such as risk reduction, prioritization quality, adoption, remediation progress, customer value, and revenue impact.
• Translate customer problems and desired outcomes into clear product requirements, roadmap priorities, and success metrics.
• Partner deeply with Engineering on solution direction, technical tradeoffs, sequencing, data models, integrations, risk scoring, and workflows.
• Work with Design to create experiences that make complex SaaS, identity, AI, agent, data access, and third-party risk relationships understandable and actionable.
• Partner with Product Marketing, Sales, Solutions Engineering, Customer Success, and Support on positioning, launch readiness, field enablement, adoption, and feedback loops.
• Stay close to customer and market signals around SaaS AI adoption, AI governance, agentic workflows, third-party risk, identity risk, and data exposure.
• Drive cross-functional alignment, make tradeoffs visible, and push decisions forward in ambiguous situations.
• Own outcomes beyond launch by measuring whether the work is landing, learning from customer feedback, and adjusting based on results.

Obsidian Security

Head of GTM Enablement

Head of GTM Enablement

Head of Customer Support

Staff Product Manager, AI Governance, Supply Chain Integration Risk

Staff Product Manager, AI Governance, Supply Chain Integration Risk