Webflow Leadership & Management

How do your managers coach and support sales team members to reach their goals?

It starts with one very clear outcome: By the time someone moves on from my team, I want them to be fearless.

Net-new sales is one of the hardest jobs in any company. You’re reaching out to people you don’t know, asking them to spend time with you, and convincing them that making a change is worth it. That can be intimidating. My job, and the job of every leader here, is to make sure no part of that process feels scary anymore, whether that’s finding opportunities, running discovery or getting a deal across the line.

Coaching at Webflow is constant and hands-on. We have an awesome enablement team led by Lindsay Geiger. We train every single week. Mondays are focused on tackling a specific challenge we’re seeing in the business right now. Midweek, we check in on Monday’s content, now that it’s been in practice for a couple of days. And on Fridays, we discuss the impact of the change we implemented and any tweaks we’d make for the week ahead. And in between, I listen to Gong calls, talk with my team one on one, and adjust how we coach based on what I’m actually hearing and seeing.

I have zero interest in sitting in an ivory tower and telling people how sales should work. I love this job because I get to solve real problems on my team’s plate today. That means using real data — pipeline health, deal velocity, win rates — and partnering closely with enablement to deliver coaching that solves for what’s directly in front of them.

The goal isn’t just to help someone hit their number. I truly believe if you learn to be an expert at this job, if you can reach out to someone and convince them to make a change, the sky’s the limit for you, and you can do just about anything next in your career. That’s what I’m coaching for: success now and confidence that lasts well after Webflow.

What practices or programs empower your salespeople to take ownership of their growth?

We’re very clear about this upfront: Webflow is not a place where you join and stay in the same role forever. If that’s what you’re looking for, this probably isn’t the right company, and that’s OK.

Enablement starts with onboarding. New hires spend a full week together in San Francisco, which is a very intentional investment from day one. You’re learning our customers, our personas, how we go to market and how we talk about Webflow, and you’re building the relationships that last well beyond onboarding.

From there, ownership shows up everywhere. I push my team constantly to get curious outside their lane. If someone asks you a product question, go meet the product owner. Pull them into your account channel. Learn how they think. Those conversations don’t just make you better in your current role; they open doors to new paths across the business.

I think of my team as a launching pad. We’ve had people move to London to open new territories, step into leadership or go-to-market enablement roles, and transition into entirely new functions as the company grows. One of the first things I did when I joined was map out a clear path for how to get promoted off my team. It’s bittersweet, but that’s the job.

I want people to feel ownership not just over their number, but over their career. If someone leaves my team more confident, more capable and more ambitious than when they joined, I’ve done my job.

How do you balance accountability with autonomy across your sales organization?

For me, it really comes down to clarity and ownership. I’m a big believer in agreements versus expectations. Expectations that live in your head set everyone up for failure. So, we’re very explicit about what success looks like, who owns what, what the deliverables are and when things need to happen. Once that’s clear, people are trusted to run their business.

Ownership here is real. I don’t believe in five people owning the same thing. There’s a single owner for an initiative or deal, supported by a cross-functional team. That clarity gives people confidence; it lets them move fast without second-guessing themselves. Leaders stay close as coaches, but we’re not micromanaging or dictating how the work gets done.

A big part of this is recognizing that everyone brings different strengths. In my experience, diverse teams — across backgrounds, experiences and perspectives — simply perform better. Everyone is exceptional at something, and when people get to own what they’re great at, put their fingerprint on it, and see it succeed, the results are better, and the team has way more fun.

That balance of clear accountability, real autonomy and strong coaching is how we build teams that move fast, learn quickly, and feel genuinely invested in the outcome. And right now, we’re at a stage where almost no one’s role will look the same a year from now — and that’s exciting. 

The product is evolving fast. The deals are getting bigger and more complex. We’re building the go-to-market engine in real time, which means sellers here help shape how we sell. If you’re chasing a year in your career that you’ll look back on and say, “That changed everything,” we’re building exactly that right now.