Revenue Operations Manager (Inside Sales)

Overview

You're building an inside sales operation from zero for a growing services company (likely auto repair, HVAC, or similar field services) that's opening a second location. You'll guide their HubSpot implementation, create their first real sales playbook, build out automation workflows, and train repair managers who currently just write estimates to actually sell. You manage 3 customer service reps and report directly to leadership.

Role Snapshot

Company Context

Stage: Bootstrapped/self-funded services company (no VC funding)

Size: Small but growing - launching second location indicates profitability

Growth: Expanding footprint, investing in technology and process for the first time

Market Position: Local/regional services player trying to professionalize operations to scale

GTM Reality

Pipeline Sources:

• 70% Inbound service requests - people calling/emailing because they need repairs
• 20% Service reminders - existing customers due for maintenance (currently not systematized)
• 10% Estimate follow-ups - quotes given but not closed (currently falling through cracks)

Current State: No CRM, no automation, no formal sales process. Repair managers write estimates but don't really "sell" - they give a price and hope people say yes. CSRs answer phones and schedule but aren't measured on conversion. Everything lives in spreadsheets and email.

What You're Building: Lead capture forms, automated routing so the right CSR gets the right type of inquiry, follow-up sequences for estimates that don't close immediately, service reminder workflows, performance dashboards so leadership can actually see conversion rates and average ticket by location/manager.

Competitive Landscape

Main Competitors: Other local service providers in the area (likely 5-10 shops competing on price, turnaround time, and convenience)

How They Differentiate: Unknown - they're still figuring this out. Part of your job is helping them understand what actually wins deals.

Common Objections: Price (always), turnaround time, trust/reputation with a new shop, "I'll think about it" when estimates are higher than expected

Win Themes: Likely convenience, speed, quality guarantees, warranty - but this isn't documented anywhere yet

What You'll Actually Do

Time Breakdown

HubSpot Implementation (30%) | Process Design (25%) | Training/Coaching (20%) | Reporting/Analysis (15%) | Putting Out Fires (10%)

Key Activities

• HubSpot Setup: Working with their implementation partner to configure the CRM, but you're the one who has to make decisions about custom fields, deal stages, lead routing rules, and automation triggers. You'll spend a lot of time in settings menus and workflow builders.
• Playbook Creation: Writing down the actual sales process - what CSRs say when someone calls, how to qualify urgency, when to upsell additional services, how to follow up on quotes. This doesn't exist right now, so you're creating it based on what works in the field.
• Training Repair Managers: These are technicians who know how to fix things, not sell things. You'll teach them how to have consultative conversations during estimates, when to suggest preventive maintenance, how to overcome price objections. Expect resistance - they didn't sign up to be salespeople.
• Building Automation: Service reminder campaigns ("Your vehicle is due for 30K maintenance"), estimate follow-up sequences, lead scoring if you get sophisticated. You'll test, break things, fix them, and iterate.
• Dashboard Creation: Building reports leadership actually looks at - conversion rate by CSR, average ticket by service type, estimate-to-close rate by repair manager, pipeline forecast for next month. Making the invisible visible.
• Managing CSRs: Three direct reports who handle inbound calls and scheduling. You'll coach them on qualification, measure them on conversion rates and customer satisfaction, handle scheduling conflicts and coverage.

The Honest Reality

What's Hard

• Building without blueprints: There's no playbook to copy. You're figuring out what "good" looks like in real-time, and leadership may not know either since they've never done this before.
• Change management: Repair managers didn't become mechanics to be coached on sales. CSRs are used to just answering phones. You'll face "we've always done it this way" resistance constantly.
• HubSpot learning curve: If you're not already a HubSpot power user, you'll spend nights and weekends in HubSpot Academy learning workflows, deal automation, custom reporting. The implementation partner helps, but you need to know enough to make smart decisions.
• Data is a mess: Historical data probably lives in QuickBooks, scattered spreadsheets, and people's heads. Getting clean data into HubSpot to build on will be painful.
• You're alone: No RevOps team. No enablement support. You're it. When something breaks or leadership has a question, there's no one else to ask.
• Measuring soft improvements: Conversion rate goes from unknown to 25% - is that good? Hard to benchmark when you're in services, not SaaS. You'll constantly be guessing if you're hitting the right targets.

What Success Looks Like

• HubSpot is live and adopted - CSRs actually use it, deals move through stages, automation runs without breaking
• Conversion rate improves by 10-15% within 6 months because estimates don't fall through cracks anymore
• Average ticket increases 5-10% because repair managers learn to identify upsell opportunities
• Leadership has a dashboard they check weekly and trust the data
• The second location launches using the same systems and processes you built
• In 12-18 months, they're ready to centralize calls into a real call center because you've proven the model works

Who You're Selling To

You're not directly selling - you're enabling others to sell to:

Primary Customers:

• Individual vehicle owners (B2C) needing repairs or maintenance
• Small business fleet managers (B2B) if they service commercial vehicles

What They Care About:

• Price and value - "Is this repair worth it or should I just buy a new car?"
• Trust - "Is this shop going to rip me off or find problems that don't exist?"
• Turnaround time - "I need my car back by Friday"
• Convenience - "Can you pick up my car? Do you have a loaner?"

Requirements

• 3-5 years in operations or sales roles in home services, automotive, collision repair, HVAC, plumbing, or similar field service businesses - you need to understand the services sales motion, not just theory
• Strong HubSpot experience - not just "I've used it," but "I've built workflows, custom properties, and reports"
• Process design skills - you've created playbooks, documented workflows, or trained teams on new processes before
• Coaching ability - you can hold people accountable and give direct feedback when adoption is low
• Comfort with ambiguity - this isn't a "follow the runbook" job. You're writing the runbook.
• Analytical mindset - you can pull data, spot trends, and translate numbers into action items for leadership
• Local to New Castle, DE area or willing to relocate - hybrid means you're in the office multiple days per week, especially early on