Global programmes make sense locally.
Messaging, methodology and launches should reflect EMEA markets, buyer behaviour and the differences between Enterprise, Corporate, Mid-Market and SMB conversations.
Jeroen de Raaf × Lucid
Global direction.
Field confidence.
Sales Enablement Manager · EMEA
Lucid helps teams see and build the future. I bring experience across sales, marketing, training and B2B SaaS to turn a global priority into guidance that EMEA teams can use with customers.
Ready for the field
Regional enablement flowfrom a global priority to repeatable seller behaviour
Global priorityProduct, message or methodology
EMEA relevanceMarkets, buyers and sales motion
Practice & coachingWorkshop, feedback, reinforcement
Seller impactConfidence, adoption, performance
What Lucid gets
Make the message usable in EMEA.
I connect the global programme with local sales conversations, then use seller and manager feedback to improve what comes next.
Sellers get time to practise.
Workshops, role plays and one-to-one guidance let sellers try the message, receive feedback and build confidence before an important customer conversation.
Feedback changes the programme.
Call insights, seller questions and performance trends show where the guidance, job aids or manager follow-up need to improve.
Enablement works when sellers can use the message in a customer conversation, especially when that conversation gets difficult.
3European markets
HP Print Europe
Delivered live sales enablement training and practical guidance for teams in the United Kingdom, Denmark and Sweden, linked to lead generation and funnel improvement.
60+sales colleagues
Aon Cyber Solutions
Supported a national sales organisation with messaging, sales materials, proposition clarity and campaign follow-up around complex cyber risk and insurance solutions.
4team members
Guardey
Led sales-aligned marketing in a fast-moving B2B SaaS cybersecurity scale-up and built seller and partner guidance for direct and indirect channels.
Match in practice
What the role needs. What I bring.
The role asks for a partner who can diagnose a commercial need, facilitate the right intervention and keep improving it with managers. My experience covers each part of that work.
Lucid's need
My relevant experience
Be the enablement partner for EMEA sales leaders.
Diagnose needs, understand field reality and translate priorities into focused interventions.
Sales, marketing and enablement in one profile.
I have sold, managed accounts, led teams and worked with enterprise stakeholders. That experience keeps my recommendations close to the customer conversation.
Facilitate workshops and coach for measurable improvement.
Build practice around diagnosed skill gaps and reinforce it with managers after the session.
Live training, team leadership and consultative selling.
At HP I facilitated international workshops. SPIN-based selling, stakeholder interviews and leading a four-person team have also taught me how adults learn, practise and change their approach.
Help new hires reach productivity with confidence.
Role-specific learning, milestones, practice and targeted support throughout the first 90 days.
Training delivery plus digital learning design.
I have delivered international sales training, built online learning programmes and helped create a digital learning platform. That gives me a useful base for Lucid's regional onboarding and ramp.
Use AI and data to find the next coaching need.
Analyse calls, performance patterns and feedback, then check the findings with sellers and managers before changing the programme.
AI, CRM, funnel and dashboard thinking.
At Raven AI, Aon and Guardey I have turned complex technology, CRM data and funnel signals into clearer decisions and messaging. That is a relevant base for learning Lucid's coaching stack.
A practical start
My first 90 days.
I would use the first month to learn the sales motion and choose one priority with EMEA leaders. By day 90, that priority should have a tested intervention, manager follow-up and a clear decision on what to improve or scale.
0–30
Learn and choose
Understand how EMEA teams sell today and agree on one priority worth addressing first.
- Shadow calls, meetings and deal reviews
- Interview sellers and frontline managers
- Review onboarding, content and methodology
- Define a baseline for the chosen priority
31–60
Build and test
Develop one focused intervention with the people who will use and reinforce it.
- Design and deliver a working session
- Create prompts for manager follow-up
- Test job aids in customer conversations
- Collect questions and observed friction
61–90
Improve and decide
Compare the results with the baseline and decide what to adjust, scale or stop.
- Review behaviour and performance signals
- Document what changed and what did not
- Share EMEA learning with the global team
- Agree the next priority with sales leaders
From visual collaboration to visible field impact
A broader commercial background, focused on Lucid's EMEA teams.
I would like to discuss where sellers and managers need the most support, and how my experience could help turn that need into useful enablement.