At CoLab, we help mechanical engineering teams bring life-changing products to market years sooner.
We build AI for engineers designing cars, medical devices, and jet engines. Products this complex aren't sketched and sent to production. Teams spend months on iterations, reviews, and tests, predicting how every part performs before anything is built. CoLab is where those reviews happen, and we capture the rationale behind every change. Other tools show what changed between versions. Only CoLab knows why. That's how our AI helps manufacturers like Bobcat, Triumph Motorcycles, and GE Appliances make better decisions, eliminate rework cycles, and get to market faster.
Proudly based in St. John’s, Newfoundland, CoLab started with one customer in 2018. Since then we’ve raised a $72M Series C, been named the 57th fastest growing company in North America by Deloitte (Fast 500™), signed multi-year AI partnerships with companies like Bombardier, and grown to a team of 250+.
CoLab’s go-to-market org is scaling across sales, BDR, and customer success. This role exists to make sure that growth is backed by real capability, not just headcount.
The short version: you’re a thought partner to GTM leadership who turns half-formed observations into programs that move numbers.
Here’s what that looks like in practice. An executive team member says, “I think our BDRs need a sharper point of view on personas and messaging.” You take it from there. You figure out where the gap actually is, write the messaging yourself, design the program, roll it out alongside BDR leadership with real checkpoints, measure whether it’s landing, and then hand ongoing management over so the program doesn’t live and die with you.
Or: stage two conversion is softer than it should be. You pull the data yourself or with RevOps, form a hypothesis or two, go audit the calls in Gong, and come back with a specific fix and a plan to roll it out.
Nobody is going to hand you a spec. The value you add lives in the distance between a vague concern and a program that worked.
You’ll set the strategy for both roles and make sure they’re structured to be effective. You’ll also do this work yourself. You need to be able to sit down with a stack of Gong calls and find the pattern, not just direct someone else to.
Enablement here isn’t a sales-only function. You’ll build programs that hold together across sales, BDR, customer success, marketing, and RevOps, which means a lot of your job is convening the right people and driving a rollout that everyone actually executes.
In your first 90 days, you’ll have audited the current state of enablement across the funnel, identified where reps are actually struggling using data and direct conversations, and shipped at least one program that addresses a gap you found.
By six months, new GTM hires are ramping measurably faster, there’s a repeatable onboarding program that doesn’t depend on you running it personally, and your technical enablement specialist is productive and pointed at the right problems.
By twelve months, enablement is a function the GTM org relies on rather than tolerates. You can point to specific programs and specific movement in the metrics they were built to affect, across both pre-sale and post-sale teams. Just as importantly, managers are sustaining those programs themselves.
You’ve earned credibility with sellers. You understand what good enablement looks like because you’ve lived through the bad kind. You know what moves the needle in a deal, and you have strong opinions about designing programs people actually use.
You come with ideas and run with them. You don’t wait for a brief. You hear a problem in a pipeline review, form a point of view on it, and come back with a plan and a first version. We’ll give you real autonomy here and we expect you to use it.
You’re diagnostic. You don’t guess where the problem is. You go find it, whether that means pulling apart funnel data with RevOps or listening to twenty calls until the pattern shows up.
You can write. Not just package what marketing hands you. You can build positioning and messaging from scratch and make it sharp enough that a rep will actually say it out loud on a call.
You build things that outlive your attention. Your programs get handed to the managers who own the teams, with enough structure that they can run and reinforce them without you in the room.
You’ve led people. You’ve managed or developed a team before, and you know the difference between doing the work and building a group that can do it without you.
You’re comfortable with complexity. You don’t need to be a technical expert, but you can dig into a technical product, partner with SMEs, and translate what you learn into something a rep can use on a call tomorrow.
There’s more than one good path into this role. A few we’d be glad to see:
If this role interests you but you don’t match every line above, we’d still like to hear from you. Very few people check every box, and we’d rather see what you actually bring than screen you out on a list.
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