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Most commercial teams think they're operating strategically. The warning signs say otherwise. On May 20, Enable is hosting a live session focused on one question: is your commercial team executing with precision, or constantly firefighting? Mark Gilham and Matt Spangler will walk through the Commercial Capability Curve and the 5 signs your rebate and pricing strategies are more reactive than you think. You'll come away knowing exactly where your organization sits today — and the one next step that moves the needle. Grab Your Spot Today https://lnkd.in/gCTq5ukm

Operational Stability and the Absence of Chaos Problem What if your biggest engineering impact is the chaos your team doesn't experience? As a Lead Engineer, I've struggled to identify my value. Over many one-to-ones, I talked about how the team delivered: robust features, performant large-scale calculations, seamless adoption of new technologies. I was reluctant to take credit for what the team had done. Their success belonged to them. Most visible engineering metrics focus on output: tickets closed, features delivered, code written. But the work that keeps teams aligned, confident, and operationally effective is much harder to measure. I was asked recently to talk about a project I've worked on that used some specific technologies. I talked about the project, the technologies, what I'd coded. I'd been involved right from the beginning, working closely with the Product Manager to understand the business reasons and priorities behind the requirements. That understanding helped me keep the team aligned, focused on priorities, and building the right thing. I didn't say any of that in my answer. I talked about the Azure Durable Function I'd implemented. The data processing was complex. I worked on that part. And the outcome was a new product delivered on time, solving a complex B2B rebate accounting problem for retailers. But I'd reduced my contribution to the code I wrote. It was a poor answer. I realized I wasn't communicating my value because I hadn't properly identified it. So I went back over past projects and started writing down my actual contributions. Over 20 years of delivery across different companies, teams, and ways of working. Removing blockers before I had the seniority to be expected to. Understanding customer frustrations, building trust. Improving processes before they became operational problems. Catching issues before customers noticed them. Helping teams adopt unfamiliar technologies confidently. Late nights preparing data ahead of critical Go/No Go decisions. Creating the environment, culture, and ways of working that enable teams to thrive. After making those notes, a pattern emerged. The features I'd implemented were good, but that was rarely the most important part. What mattered more was keeping teams focused on delivering the features customers actually needed. Understanding the details and business reasons behind the functionality, resolving ambiguity, so I could ensure the team was building the right things. Maintaining standards, ensuring issues were resolved properly, and creating the conditions for effective collaboration and successful delivery. And if there was time, I'd like to write some code. A good leader is often unsung, barely visible in many observable metrics, while the team keeps delivering. The biggest single impact I had on all those projects was the absence of chaos. The most important metric you can't see.

💚 24 months. Two full years. Eight straight quarters of pipeline target attainment. 🎯 In April, my BDR team at Enable hit 24 consecutive months of pipeline target attainment. Across that run, we've exceeded target more often than we've just met it, and I couldn't be prouder of the world-class BDRs based across EMEA & APAC who made it happen. Barry McKeown , Ryan McCormack , Wayne Liao , Myles Lynch , Osazemen Adun , Amin B. This isn't about one big quarter. It's about showing up, day after day, through good markets and tough ones, with the discipline and curiosity to keep getting better. Through new hires, new territories, new tools and challenges galore, the standard never slipped. To the team: this is your milestone. Thank you for the energy, the resilience, and the genuine craft you bring to every conversation, it's a pleasure to work with you all and stand toe-to-toe with you. 👏 Special thanks to Steve Davito , Ligia Zamora , Tracy Barr and Jay Russell for the support and leadership behind this team. And to anyone reading this who's grappling with rebate or pricing management, whether it's spreadsheets out of control, margin slipping through the cracks, or trading agreements that should be a strategic lever rather than an admin headache, drop me a message. Always happy to chat. #BusinessDevelopment #BDR #Leadership #RebateManagement #PricingManagement

Enablement's Goal: To create lasting value and outcomes for reps and customers to succeed together. Well, the results are in... Enable is doing just that! We’ve been named a Leader in the first Gartner® Magic Quadrant™ for B2B Pricing and Rebates Optimization — and ranked #1 in Price Execution use case and #2 in Rebate Management use case in the Critical Capabilities report. Enable created the rebate management software market and then bought Flintfox for pricing. Next stop, full Commercial Intelligence. So glad to be part of enabling this milestone!

So proud of Enable’s Leader position on the recently released Magic Quadrant!

Ten years ago, I was working within a distribution business and saw something that I couldn’t unsee: rebates — the funds that flow back through the supply chain when commercial targets are met — were effectively a distributor’s entire profit margin. And almost no one had a proper system for managing them. I had spent years building custom software for companies moving physical goods through the global supply chain. The story was the same everywhere: spreadsheets, disconnected ERPs, margin leaking out in ways nobody could see. I became convinced this was a category-defining problem — one that affected practically every company in the supply chain — and that it deserved a purpose-built solution. So in 2016, we launched Enable to deliver that. This month, Gartner® published the first-ever Magic Quadrant™ for B2B Pricing and Rebates Optimization. Enable was named a Leader. What excites me most isn’t the placement. It’s what the report itself represents. We believe Gartner publishes a Magic Quadrant when a market has matured. When it’s no longer a question of whether organizations should invest, but how they should invest. Rebate and pricing optimization delivers tremendous ROI. The category we set out to create ten years ago is now established and essential. To everyone who has been part of this journey — our team, our customers, our investors — this moment belongs to all of us. We’re just getting started. 🚀

Let's have a conversation; we have not only leadership tech but the most expertise and experience ensuring awesome business outcomes. Andrew Butt Dan Levin Steve Davito Susan Hailey Ligia Zamora Billy O'Riordan Marty Labelle Echo Bell Amanda Groves 🏃🏼♀️ Mark Gilham Enable

Proud to be a part of a huge Enable milestone today. We’ve been named a Leader in the first Gartner® Magic Quadrant™ for B2B Pricing and Rebates Optimization - and ranked #1 in Price Execution use case and #2 in Rebate Management use case in the Critical Capabilities report. Enable created the rebate management software market and then bought Flintfox for pricing. Next stop, Commercial Intelligence. So glad to be part of this one. #rebates #pricing #Gartner

Proud Enable moment today! We’ve been named a Leader in the first Gartner® Magic Quadrant™ for B2B Pricing and Rebates Optimization — and ranked #1 in Price Execution use case and #2 in Rebate Management use case in the Critical Capabilities report. Enable created the rebate management software market and then bought Flintfox for pricing. I'm most proud of our employees for paving the way, and of our customers who are helping to realize the promise of the software vision that Andrew Butt started just a few short years ago!