Director, Revenue Operations

The quarterly operating cadence. Design, own, and execute a 13-week operational calendar — the drumbeat of the revenue organization. This includes weekly forecast reviews, recurring pipeline and top-of-funnel reviews, key deal and top deal reviews, renewal forecast reviews on a rolling outlook, product feedback loops with leadership, GTM leadership sessions, and an end-of-quarter deal war room ramping to daily in the final weeks. You prepare the content, run the operating rhythm, and hold the organization accountable to it.

Forecasting and pipeline. Run the forecast across new business, expansion, and renewals within that cadence. Establish pipeline hygiene standards, coverage and conversion inspection, and a single source of truth for where the business stands — globally and by segment.

End-to-end funnel ownership. Own, diagnose, and optimize the full revenue funnel — from lead generation and marketing through sales, close, onboarding, and expansion — as one connected system rather than a series of handoffs. You bring deep data fluency to every stage: where demand originates, where conversion breaks, where velocity stalls, and where expansion compounds. You don't just report the funnel; you recommend and drive the changes that improve it.

Revenue analytics and what works. Own reporting on bookings, ARR, pipeline coverage, conversion, retention, and productivity — and go beyond the scoreboard to the answers: which sources, segments, plays, and motions actually produce revenue, and which don't. Provide the analytical foundation for executive and board-level decision-making.

Enabling the outbound motion. Partner with the demand generation leader to enable a true end-to-end outbound and pipeline-build motion, AI-first throughout — AI agents for research, signal detection, and personalization; a modern SDR workflow; and automated outbound that scales pipeline generation without scaling headcount linearly. You don't own outbound, but you deeply understand how it works: you provide the systems, data, process, and measurement that let it run, and you connect its output cleanly into pipeline, forecast, and funnel analytics.

GTM planning. Lead annual and quarterly planning: segmentation, territory design, capacity and coverage modeling, and quota setting — in close partnership with Finance.

Incentive compensation. Partner with Finance, and HR to design, model, and administer sales and customer success compensation plans that align the field with company strategy.

Deal desk and pricing operations. Stand up deal desk discipline: pricing and approval workflows, non-standard deal governance, and clean quote-to-cash handoffs across Sales, Legal, and Finance.

Customer success and renewals operations. Build the operating rhythm for the post-sale motion: renewals forecasting, customer health visibility, and expansion pipeline — supporting an end-to-end view of the customer.

Enablement. Build the onboarding and enablement foundation for the field: ramp programs, playbooks, and the tooling that makes sellers and CS teams productive faster.

GTM systems and data. Own the revenue technology stack (Salesforce/CRM, forecasting, and CS platforms). Rationalize the stack, ensure data integrity, and make the systems serve the field — not the other way around.