Most enablement functions are judged on activity, not impact: content shipped, trainings delivered, certifications completed. This session argues for a different model, one where enablement works backward from business outcomes rather than forward from training programmes. Four connected areas: the metrics that matter to leadership versus the vanity metrics teams default to; designing the function's structure around specific revenue outcomes rather than generic skill building; the measurement infrastructure needed to prove causality, not just correlation, between enablement activity and revenue movement; and the talent profile this demands, since most enablement hires are trained as trainers rather than operators fluent in the P&L. It closes with a practical framework for prioritising enablement activity against business impact, so attendees leave with a lens for their own roadmap. Key takeaways: - Metrics that map enablement to revenue (ramp time, win rate, quota attainment velocity, deal cycle length), and why courses completed and training NPS are not among them - A model for structuring enablement around three or four core outcomes rather than a menu of programmes - A lightweight measurement architecture spanning leading and lagging indicators, cohort analysis and attribution - A talent framework covering commercial acumen, data fluency, change management and sales experience.