Commercial Enablement at scale:

Context: From a specific need to a scalable model.

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It started with a major transformation project: rolling out Salesforce training for a large agribusiness operation, with content in Portuguese and Spanish and a broad user base.

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The initial initiative, back in 2021, required not only volume, but also organization. It was necessary to structure an approach that guaranteed quality, consistency, and speed in content production.

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This challenge gave rise to something bigger: the creation of a true "production factory for training materials," capable of sustaining growth, scale, and standardization.

The problem: increasing volume with a need for speed and consistency.

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As operations evolved, the demand for training increased significantly, both in volume and complexity.

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Some of the main challenges included:

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• High development time per course (average of 18 hours) • The need for standardization to speed up approvals • Expanding the scope to new areas beyond projects • Growing number of users and regions involved

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At the same time, it was crucial to ensure that the content was effective from a learning perspective, not just produced on a large scale.

The solution: creating a structured and efficient training factory.

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The answer was the construction of a structured training development model, based on three main pillars:

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• Content curation • Instructional design • Key users acting as co-creators

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This model has made it possible to transform content production into a continuous, predictable, and scalable process.

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The gains were immediate:

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• Development time cut from 18 hours to 4 hours per course • 435 courses delivered in 2024 • An average of 36 courses in development per month

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The level of maturity achieved was such that, in 2025, the model was adopted as a global standard for training development.

A new challenge: accelerated commercial enablement.

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With the foundation laid, a new scenario emerged: preparing the sales force for a Salesforce-based transformation.

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The challenge involved:

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• 600 participants • 8 training cycles (sprints) • 12 months of execution • Content aligned with different system releases

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Each stage addressed critical topics such as order entry, master data, credit, order management, telesales, and customer service, directly impacting commercial operations.

How it was done: Agile methodology applied to learning.

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To meet the project's speed requirements, an agile and highly integrated approach was adopted: