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Alisa
Kirste
Senior Director of Sales Enablement
The Standard
As the Sr. Director of Sales Enablement at The Standard, a leading provider of financial protection benefits and insurance, Alisa leads a team of professionals who are passionate about empowering sales teams with the knowledge, skills, and tools they need to succeed. She has over 15 years of experience in the industry, specializing in employee benefits design, corporate communication strategies, client management, and employee enrolment and education. Alisa's mission is to enhance the sales performance and customer satisfaction of The Standard by creating and delivering effective and engaging learning and development programs, communication campaigns, and sales support materials. She leverages her expertise in life, health, disability, individual, and supplemental health insurance to design and implement solutions that align with the company's vision, values, and goals. Alisa also partners with internal and external stakeholders to ensure the sales enablement initiatives are aligned with market needs and expectations. Outside of the office, Alisa and her husband Eric enjoy spending time with their boys Logan (Logie-Bear), age 10, and Matthew (Mayhem, Meatball), age 8, and their rescue dog Bear Bear in their hometown of Prospect Heights, just outside of Chicago. They stay active by riding bikes, going to the beach and spending time in nature. Alisa loves a good makeover, prefers the aisle seat on an airplane and often has a good iced latte in hand.
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18 November 2026 11:40 - 12:20
Panel | Proving enablement's impact in the language of the business
The metrics that matter most to your enablement team rarely mean anything to the people who control your budget. CFOs want revenue. CROs want pipeline and win rates. When enablement can't tell its story in those terms, it becomes a cost center at best and a line item to cut at worst. This panel puts that conversation front and center, with leaders who have made the business case stick at the highest level and will tell you exactly how they did it. Key takeaways: - Identify the gap between the metrics you're currently reporting and the ones your C-suite actually acts on - Replace vanity metrics with a measurement approach that maps directly to pipeline, ramp time, and win rate - Walk into your next budget conversation with a case that lands, not one that needs translating