Inside Uber for Business's Global Revenue Enablement Strategy

TABLE OF CONTENTs

TABLE OF CONTENT

From a team of five to 700 reps across 60 countries—here's the operating model behind one of the most complex enablement orgs in B2B.

Most people know Uber as the app you open when you need a ride. Fewer know the enterprise layer underneath it.

Uber for Business is the platform that lets companies centralize and manage their employees' Uber spend—rides, meals, vouchers—across a single system with visibility, controls, and policy guardrails.

Think: an airline giving stranded passengers Uber vouchers to reach their hotel instead of paper taxi slips, or a car dealership crediting customers rides home while their car is being serviced. More than 200,000 organizations use it, including 60% of the Fortune 500.

Selling that at global scale—across APAC, EMEA, LATAM, and North America—requires an enablement function that's more sophisticated than most.

Corine Hernandez Varga, Global Head of Revenue Enablement at Uber for Business, has spent the last five years building it. She joined in 2021 as a sales enablement manager on a team of five.

Today, she leads enablement for a GTM org of 700-plus people, spanning dozens of countries, multiple role types, and regional nuances most enablement teams never have to think about.

What follows is how she thinks about building an enablement program that moves the needle at a global scale—with plenty of takeaways for enablement teams of any size.

Growth Bytes

Top takeaways:

If you want to move into enablement leadership, stop taking orders. The jump from IC to leader is less about skill set and more about learning to ask whether a piece of work should exist before asking how to build it.
The central/regional model lives or dies on communication. Build the org chart however you want—if central and regional teams aren't constantly sharing what's working, the structure doesn't hold.
Get new AEs on the phone before their first day. Uber for Business has BDRs start prospecting for incoming AEs before their start date, so new hires walk in with warm leads already in their pipeline.
Most enablement teams have a continuous learning gap and know it. Ad hoc product updates and "ask the expert" sessions don’t support continuous learning. Build towards an "always boarding" model instead.
Measure AI adoption before you measure its ROI. If reps aren't using your AI tool stack, the efficiency and performance numbers are irrelevant.
In-person manager bootcamps work because managers learn best from each other. The content is 25% of the value. The other 75% is what happens in the hallways.
Recognition belongs in enablement. The people who see reps from onboarding through their first win are the right people to plan the celebration when they make President's Club.

Want to move into enablement leadership? Learn to do less

Corine came to enablement the way a lot of great enablement leaders do: through a sales career that made her wonder why reps weren't getting better support.

She spent several years as a quota-carrying AE at Business Wire, eventually building the company's enablement function herself. By the time she joined Uber for Business (U4B), she already had credibility with sellers.

At U4B, she cycled through product enablement, GTM programming, and global leadership in under five years. Each promotion came with a new trap: the temptation to keep doing the work herself rather than build the systems that would do it without her.

"It's very easy for me to go into task-oriented mode—let's solve this problem, let's just produce and build something—to now: take that extra step back to say: is this the work that we should be doing?"

That question—should we build this?—separates enablement ICs from enablement leaders.

When she moved into a leadership role, the first thing she changed was how she ran team planning—shifting from "what do we need to build this quarter?" to "what business problem are we solving, and is this the right way to solve it?"

The central/regional split: why the org chart isn't the hard part

When Corine joined, Uber for Business's enablement team was five people doing a bit of everything. As the GTM org doubled—and kept doubling—the single-team model stopped working.

Latin American markets, for instance, have specific invoicing requirements that shape how reps sell and how deals get closed—a regional detail that would be easy to miss from a single centralized program.

They found a structural solution with a single central enablement team supporting regional teams.

The regional leads are embedded in their markets—sitting with sellers, attending local pipeline reviews, responding to what's actually happening on the ground. Central handles the programs that need to be consistent everywhere: onboarding frameworks, global playbooks, core certifications.

The split gives regional leads room to move fast on local priorities without waiting for central sign-off. But it only holds together because of the communication layer on top.

"Our biggest skill set comes in with how often we're communicating from the central to the regional side on what we're all working on—being able to share those best practices."

In practice, that means a weekly all-hands where central and regional share current priorities and ongoing work, plus a separate weekly meeting just for regional leads to compare notes on onboarding and coaching approaches.

When two regions are solving the same problem, that's usually a signal that the solution belongs in the global framework.

Getting new hires on the phone in week one

At Uber for Business, new AEs are expected to be calling on clients in their first week.

"By the time that AE starts on their first day, they should already have a couple warmed-up leads based on the activities from the BDR—to accelerate their time to create their first opportunity."

The goal is to eliminate the dead zone between finishing training and finding someone to actually call.

New hires go through a week-long virtual bootcamp, then complete manager-led coaching activities and on-demand modules as part of a broader ramp experience.

Corine's team runs a "new hire flash" every month—a report showing where each new rep stands at 30, 60, and 90 days: calls made, curriculum completed, first opportunities opened.

It works in both directions. A manager sees a rep who's falling behind and can intervene early. They also see the rep who's listened to twice as many recorded calls as required and already has three open opportunities—and knows to leave them alone.

“Keeping the lights on" isn't a continuous learning strategy

For most of Uber for Business's history, continuous learning looked like everything else at a fast-growing company—reactive, informal, and good enough until it wasn't.

Their team did monthly product updates, occasional "ask the expert" sessions, and a certification here or there. Call it continuous learning if you want. It's really just keeping the lights on.

Now, Uber for Business is building toward what Corine calls an "always boarding" model: a structured cadence of skill-building, certification, and recertification for tenured reps, tied to business priorities rather than whatever came up this quarter.

In practice, that looks like: eight skills trained per quarter, biannual recertification on key processes, and coaching tied to actual performance data—not whatever gap is loudest that week.

But the best rep programs don't stick unless managers reinforce them. That's pushed Uber for Business toward investing in manager enablement as a standalone priority. They run an annual in-person manager bootcamp—a two-and-a-half to three-day intensive that brings global managers together to work on the fundamentals of managing at U4B.

"We started seeing global inconsistencies in how our managers were managing—whether that was someone who came from outside Uber and brought in different experiences, or the IC who was a killer AE and got promoted to manager but had never managed before. This was a whole new world for them."

"75% of the success of this event is just by being able to get people in the room in person," she says. "The content we build on top is just kind of the cherry on top—actually 25%."

They leave with two or three experienced managers they can actually call when they're stuck. That's not something you get from a training module.

Which AI tools are worth adding to your enablement stack

Corine's rule for any new AI tool: measure adoption before you measure anything else.

Uber for Business runs a fairly standard enterprise enablement stack: Highspot for sales training and content management, Gong for conversational intelligence and coaching.

The more interesting layer is what's been built on top: a growing suite of Google AI tools—Gemini, Notebook LM, and custom Gems.

U4B has the documentation sprawl of any large org—product one-pagers, manager-built resources, and rules-of-engagement documents that grow every quarter. Instead of forcing reps to hunt through all of it, Corine's team built product-specific Notebook LMs that reps can query directly for each product.

"Being able to get our sellers answers to their questions faster versus having to go to Slack or find their manager—helping our sellers be a little more self-sufficient in getting the knowledge that they need."

Corine’s team also uses Synthesia to upgrade static training content into video and translate it across languages—a must-have for a global sales force.

The most anticipated addition is AI role play. Today, new hires practice via text-based Gems that simulate client conversations. It's a functional first version—but Corine's team is evaluating a purpose-built AI role-play tool that would let reps practice real conversations.

At Business Wire, one of Corine's key personas was heads of investor relations—a world she knew nothing about when she started. She read 10Ks. She did her homework. She figured it out eventually, but thinks AI role play could have accelerated that learning.

"How cool would it have been if I could have saved all that time using an AI tool to understand the world of investor relations, and then go in and simulate a conversation with a head of investor relations using that information to sound more confident? I could have been such a better seller."

But buying a shiny new AI tool is the easy part. How do you figure out if it’s actually moving the needle?

Corine evaluates every AI addition in stages:

Adoption: Are reps actually opening it?
Efficiency: Are they saving time?
Results: Is anything moving in ramp speed or conversion?

The teams that skip straight to measuring ROI are usually measuring a tool that half the team isn't using.

Why enablement owns President’s Club

In a somewhat unusual setup, Uber for Business's President's Club program lives in enablement. Corine owns it, and she makes a strong case for why it belongs there.

Enablement is the only team that sees the whole arc—from a rep's first week to their biggest win.

"We get to see these folks from onboarding. We get to see them through their challenges and through their successes. We ultimately get to celebrate them when they hit the biggest success that they have in their career."

Running P-Club is harder work than picking a destination.

Quota allocation has to scale with headcount—if the team has doubled but the number of winners hasn't, the math starts to feel unfair.

And selecting winners isn't as simple as sorting by attainment. It's a consumption-based business with highly specialized roles measured in completely different ways—a mid-market AE and a strategic account manager aren't playing the same game. So the selection criteria have to account for that.

Corine's team is working on incorporating Gong metrics alongside revenue numbers, so that making P-Club reflects how someone sells—the behaviors, not just the final number.

The destination has evolved over time, too—San Francisco the first year, New York the second, Miami, and this past March, Barcelona. Going international for the first time was deliberate. Where you take people tells them something about what hitting that number is worth.

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Corine's career at U4B—from IC to global head in five years—is probably the best evidence of her own framework. She didn't get there by doing more. She got there by being ruthless about what was worth doing.