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The role Square helps small businesses do business — operating more efficiently, selling confidently, and finding new opportunities. As our indirect sales channel scales across APAC, we need someone to own enablement for Australia outright. This is not a role that contributes to someone else's programme. You are the enablement function for the Australian & Japanese sales channel. Everything a seller in this market touches — how they're onboarded, certified, trained, coached, and measured — is yours to build, run and improve. You'll have global frameworks to draw on and a Learning Experience Designer to build with, but the decisions about what Australia needs, and the results that follow, sit with you. You'll also extend what you build into Japan, working through our reseller and partner network. Japan is a different channel model and a different sales culture, so this is about adapting and enabling through partners rather than running the market yourself. This is a hands-on role. You'll be in the field and on the phone with Independent Contractors and Channel Sales Managers, spotting performance gaps and coaching in the moment. You own the numbers, not just the calendar. We need a builder who thinks commercially — someone who creates structure from scratch, uses data to find where the biggest gains are, and gets on with it without needing much direction. Based in Australia (Sydney or Melbourne preferred), reporting into the Head of Sales Enablement, with dotted line to Head of Sales, APAC. Regular field travel within Australia and periodic travel to Japan. What you'll do Own enablement for Australia & Japan Own IC and Reseller onboarding & enablement strategy for the market: the programme, the content, the ramp path, and the activation numbers that come out of it Lead the Regional Sales Manager (RSM) and Partner Manager Training & Certification programme — every manager properly trained, certified, and kept current Own a structured training calendar tied to commercial priorities: onboarding, product launches, regulatory change, and the capability gaps costing us revenue today Own the enablement content library (in collaboration with marketing) — sales playbooks, value selling framework, competitive insights, pricing and positioning guidance, process documentation — and make sure sellers actually use it Be the single point of accountability for enablement in this market — the person Sales leadership comes to, and the person who says no when something won't move the numbers Bring Japan's requirements into what you build for Australia early, so the second market isn't a retrofit Coaching — driving field performance Support RSMs in activating new ICs faster, with reporting and tracking that spots performance issues early enough to act on them Use performance data to identify your lowest and highest performers, and prioritise your coaching time where it will move the numbers most Coach Channel Sales Managers directly, and run leadership programmes that improve their team's output, not just their own Give managers practical tools to run team meetings, workshops and 1:1s that translate into better team results, not just better-run meetings Driving adoption & impact Partner with Channel Sales Leadership to embed enablement into everyday workflows so it shows up in the numbers, not just in a training log Track and report on the commercial impact of everything you own — conversion, activation, ramp time, retention — and use that data to double down on what's working and cut what isn't Align readiness plans with Product and Marketing so sellers are fully productive from day one of a launch, not weeks behind Feed what works in APAC back into the global enablement model, and pull in what's working elsewhere rather than rebuilding it Be accountable for the connection between enablement and channel sales performance — this role is