Organizations spend millions training salespeople. Then they hand that training to managers who were promoted because they were great sellers, never because they were great coaches, and hope it sticks. It doesn't. And no enablement team, however good, can be in every region every week asking whether the training is still being used. Which is the whole point: get to the managers and you get the multiplier. Skip them and you get a very expensive one-off event. This panel argues that the manager layer is the highest-leverage and most neglected investment in enablement, and digs into what it actually takes to build it. How do you move a manager from inspector to coach, from reading the KPI dashboard to running the conversation that changes behaviour? How do you turn the monthly ride-along into an always-on coaching culture? What can AI now tell you about where your org is systemically weak, questions that simply were not askable before, and how do you put that evidence in a manager's hands instead of leaving them to coach on gut feel? And the harder one: how do you measure any of it without falling into the trap of trying to prove your own value with numbers that were never going to be clean? Expect candour, including the warning that enablement roles will disappear unless the people in them redefine the job.