thewfsgroup - Director of Sales Training - High Ticket
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Responsibilities
• Own and execute the full onboarding and ramp process for all new sales hires • Design, build, and continuously improve the WFS Sales Training Center (STC) curriculum • Lead all new hire training cohorts from kickoff through full ramp completion • Run recurring weekly and daily enablement sessions for active sales teams • Develop role-specific training modules for setters, closers, and hybrid roles • Review sales calls at scale and translate insights into structured coaching frameworks • Build performance-based feedback loops tied directly to revenue outcomes • Partner with Sales Directors to identify skill gaps and create targeted interventions • Continuously refine objection handling, closing frameworks, and discovery processes • Monitor rep ramp time, conversion rates, and productivity benchmarks • Standardize best practices across all accounts and ensure adoption across teams • Collaborate with recruiting and leadership to improve hiring-to-ramp alignment • Support live deal strategy coaching and real-time performance support • Maintain and evolve internal training documentation, playbooks, and SOPs • Identify top performer behaviors and systemize them into repeatable training assets • Ensure training alignment with CRM data, pipeline structure, and reporting accuracy • Work cross-functionally with leadership to support scaling initiatives and new account launches • Drive continuous improvement in sales effectiveness across all WFS brands and teams • Job Type: Full-time, W2 • Pay: $120,000-$150,000 • Monday to Friday
Benefits
• Upload your resume here to autofill key application fields. • Drop your resume here! • Parsing your resume. Autofilling key fields... • or drag and drop here • What experience do you have in high ticket alternative education coaching and consulting sales? • Walk us through a sales training or onboarding system you personally built or owned. Include: Time to ramp for new reps before and after your system. What specifically you changed or implemented. How you measured success. • How do you take a rep who is underperforming and turn that into a structured improvement plan? Break down your process step-by-step from diagnosis to execution. • What KPIs do you consider most important when evaluating a new sales rep during ramp? Explain why those metrics matter and how you use them to make training decisions. • Have you ever run live training sessions or group enablement meetings? What was the structure, and how did you keep engagement high? • What is your philosophy on high-performance sales environments? What makes them thrive or break down?
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