Revenue Operations Lead

• Own the day-to-day operational integrity of the new-business motion — from the point a lead is assigned to a producer or a producer begins actively working it (Growth owns everything upstream of that) through opportunity creation and handoff into retention. 
• Make the process layer clear enough, consistent enough, and instrumented well enough that producers can act on good information instead of guessing which relationships or channels are actually working, rather than just running reports on behalf of leadership
• Surface where the new-business workflow and stage definitions aren't working for the teams. You're the one closest to how an opportunity actually gets created and moved, whether it started with a referral, a cold outbound sequence, or something in between.
• Support pipeline reviews. Enforce hygiene ahead of each one, apply stage definitions consistently, and make sure the data in the room reflects real pipeline health, not a stale snapshot or a producer's gut read.
• Give direct, diagnostic feedback to sales managers on process adherence, data quality gaps, and workflow breakdowns, framed around what will help the team generate and close more pipeline, not around who missed a step.
• Keep a running view of process and data-capture improvement opportunities and bring them to the RevOps team's quarterly roadmap.

• Build and maintain visibility into center-of-influence relationship health. Which referral relationships are active, which have gone quiet, and which are worth a producer's continued time — today this lives in someone's head, and it needs to live somewhere the whole team and leadership can see it.
• Use the attribution instrumentation Growth owns to see what's actually driving pipeline — referral-sourced, outbound-sourced, or otherwise — so the team can tell what's working instead of crediting whichever channel got mentioned most recently in a forecast call. Growth owns the underlying attribution system; this is about using it well, not rebuilding it.
• Shadow producers and outbound reps regularly. This isn't oversight. It's how you find out what's actually slowing the team down, so you can go fix it — more productive relationship time, better-targeted outbound, less manual work eating into time that should go toward the client or the partner relationship.

• Vouch's Salesforce Financial Services Cloud instance is recently launched and actively being built out. This role is central to that work on the new-business side — not just defining requirements for others to build, but actively shaping what gets built and looking for what should come next.
• Define the field-level rules, stage definitions, routing logic, and workflow states that accurately reflect how the pod operates, including how referral and COI-sourced opportunities are captured and attributed distinctly from outbound-sourced ones.
• Ensure data capture standards are understood and followed, so what lives in Salesforce reflects real pipeline and relationship activity, not just what a producer remembered to log.
• Identify where manual work can move toward system-driven execution. Keep a clear view of what's manual today, what should be automated next, and what's blocking that transition.

• This isn't a role where you stabilize and maintain. Watch how the team works, keep asking what could be better, and have the technical curiosity to test answers rather than just propose them.
• Actively experiment with AI tools and workflow automation — outbound personalization and sequencing, relationship-signal tracking, qualification support — to reduce manual effort and free up producer time for the relationships and conversations that actually move a deal.
• Bring a point of view on where AI-assisted workflows can support the team, not by replacing judgment or the relationship itself, but by clearing away the overhead around it.
• Test new approaches. Build the ones that prove out. Let go of the ones that don't.
• Know where structure is non-negotiable — data integrity, stage definitions, compensation-affecting logic — and where experimentation is the right move. Protect both at once.

• Serve as the RevOps point of contact for pod leadership and the cross-functional teams new business touches — retention at the handoff point, brokerage operations, and placements. Help resolve competing priorities across those teams so the pod isn't stuck waiting on an answer.
• Maintain data integrity on quota, territory, and comp-relevant fields for the pod, and flag it fast when something doesn't add up — a territory conflict, a comp calculation that doesn't match the underlying data, a coverage gap. You're the first line of defense on this data being right. The comp-alignment program itself, and any change to how producers are actually paid, sits with the Director of RevOps — your job is catching it when the data underneath is wrong, not owning the program.
• Own the handoff from new business into retention. When an account moves from being closed to being renewed, make sure it arrives with everything the retention pod needs, and nothing gets lost in the transition.
• Carry your share of the on-call rotation, alongside the rest of the RevOps team.

• 4 to 7 years in revenue operations, sales operations, or GTM operations, with a track record of designing and implementing processes a team actually adopts — not just maintaining or reporting on them
• You've built and implemented a process in real ambiguity: a lifecycle model, an operational standard, a workflow a team actually uses consistently

• Territory design, quota structures, and how compensation-affecting logic has to be represented accurately in the system. This role is closer to classic sales operations than the rest of this team, and that experience needs to be real, not adjacent

• Deep hands-on experience — objects, fields, validation rules, workflow automation — and how the CRM reflects, or fails to reflect, operational reality. You write clear system requirements and can review what gets built; you don't need to build it yourself, but you need to know whether it's right

• You get real energy from making a producer's job easier, not just from your own analysis being right. Success looks like the team hitting number, not just a clean dashboard

• You've built trust and alignment across teams that didn't report to you — navigated competing priorities between functions, made a case for a design decision under real pushback, and gotten people to actually adopt it rather than just tolerate it
• You treat shadowing as a way to understand what's actually slowing a team down, and you go fix it rather than just document it

• Actively experiments with AI tools and automation; comfortable with the test-and-iterate cycle

• You know data integrity is a process problem before it's a systems problem, and you've fixed it at the source rather than explained the gap after the fact
• You're comfortable building where there's no playbook yet — the pace is faster, the resources thinner, and the priorities more fluid than at an established company

• Experience with HubSpot
• Experience supporting a referral, partnership, or center-of-influence-driven sales motion specifically, not just outbound or inbound
• Experience with outbound sales-engagement tooling (e.g., Amplemarket or equivalent)
• Insurance or financial services background
• Exposure to and passion for early-stage startups and high-growth environments

(Please note these steps may vary slightly depending on the role)

• 30-minute phone call with our recruiting team
• 60 minute video interview with the hiring manager
• Case study/technical screen
• Meet the team! 60 min 1:1 video discussion with 3-4 team members you’d work closely with in the role
• Executive chat