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Community Spotlight: Matt Scheitle

Updated: Oct 5, 2020

Matt Scheitle

Senior Revenue Enablement Specialist, Hudl

How do you define enablement?

A collaborative effort to provide someone the authority or means to execute their designated outcomes with measurable results.

Describe your current role.

Currently a Sr. Revenue Enablement Specialist. I focus on our Events, Org Communications, Rep Engagement, RevOps Project Manager, and an advisor for our hardware products. I would say a jack of all trades but there’s still more that I don’t do as well.

Briefly walk through your journey to get where you are today.

It all started when I was a Sales Manager at a Verizon dealer, I noticed my passion for process development and training others on those new workflows. I slowly started traveling to more and more stores and training them on best practices and workflow enhancements, and that’s when my passion for Enablement started. As my company was still growing there wasn’t much room for growth as a Trainer within the company, and Enablement wasn’t defined within that company yet. I left the Wireless industry and continued my path into sales, where I focused on retention, content strategy, redefining company processes at my job, and continued to build pipeline and revenue as my primary function.

It wasn’t until I was laid off at my previous company where I started to apply for anything and everything sales related, I knew I could still sell but I didn’t want to do that anymore. So I found a job posting for a Sales Enablement Coordinator, with no idea what It was at a company that I really wanted to work at. After prepping for the interview process, still learning what Enablement was, I interviewed and stressed my the importance of knowing the customer journey and emphasizing what little information I knew about Enablement at the time. For one part of my interview process, I had to do a project on how I would organize, define responsibilities, and guide our team to the respected due date. So I learned more into Project Management, interdepartmental collaboration and developed a RACI chart for our team to use when completing and implementing new processes or softwares.

Fast forward a little bit and I was promoted within three months to Sr. Revenue Enablement Specialist, where I did more research from outside companies, trying to find and create processes based off of industry standards, as well as attending a conference in April 2019 where I met some other Enablement practitioners and started syncing up with them regularly to bounce ideas off of each other. I also invested in two books; Sales Enablement Playbook, and Sales Enablement: A Master Framework to Engage, Equip, and Empower a World-Class Sales Force. They were also a guiding light on a mental shift I needed to make and how I viewed projects as a whole. After countless projects, two sales organizations, four platform implementations, and two massive product launches, I, along with my team, have defined our workflows, have templates set up in Jira for success and continue to plan quarter by quarter for our big picture projects. Also, myself and Stephanie Middaugh created a Slack community (The Enablement Squad) for fellow practitioners to share stories, ask questions, get advice, and simply to know they are not alone.

What’s your proudest accomplishment?

My Gold Medal moment was thus far, beyond Enablement but several departments. Again I can tell this story 100 times and it truly was the one project that opened up what all we can do for our team. We have a product where we need accurate measurements from a gym’s center court. This product has a few intricate parts that we needed to gather to have the right information from our customers. Before RevOps stepped in, the company was sending out a Google Form and tracking these manually in a Google Spreadsheet. I will say this over and over again; Google spreadsheets can hurt you more than they can help if you're trying to compile ongoing data. So when I stepped in here and got myself involved in the release team, I quickly became the owner of this form. I suddenly had to approve the changes and verbiage that this form was trying to get out. So after a month of seeing this process fail and fall through the cracks and me continuously building manual orders from a Google sheet, I came up with a customer-facing form that was native in Salesforce. This was monumental for us. We took this customer-facing Google form, moved it to Salesforce, worked with marketing on the verbiage and tied it in with our own in-house hardware management system. Once we got this built, our time from customer completion of the form to shipping out the device dropped by 20 days. As you might know, that’s, to some, a long stage in a sales cycle. From our team of enablement specialists working on communications, sales stages, our data team pulling countless reports to make sure all opportunities with this product had a form, and our Salesforce engineers pulling some crazy integrations that made our process improve drastically. From then, we have identified several other processes that can be more autonomous and allow us to focus on the bigger issues at hand.

What’s your advice to someone getting started in enablement?

Read, Connect, and Fail. Sounds like some crazy advice but really I wouldn’t have known what Enablement was if I didn’t read a few books and articles prior to starting. I’ve dived into several groups researching best practices, methodologies, philosophies and most important researched mistakes within our industry. This gives other practitioners the first hand experience on how not to fail, but learn from those mistakes and by connecting with other Enablement practitioners is a great way to be inspired to try new things, learn from their mistakes and make something great out of it. Lastly, Fail. The one that no one want’s to hear but the one that makes us better, stronger, more strategic, and more collaborative. Identifying where our weak points are, only create premier products down the line.

What are you doing to develop yourself?

I’m part of an Enablement community, learning from others, meeting with others that I wouldn’t normally connect with. I’m also interviewing other’s on Bridging the Gap with other departments to make our efforts more collaborative with outside stakeholders. I’m also still practicing my three pillars to success; Read, Connect and Fail. Those are huge, especially as the Enablement community is continuing to evolve. I have a desire to keep learning, so I will never stop trying to develop myself further.


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