Overview
You build the revenue strategy and operational plans for Asana's Americas CX team—the people managing retention and expansion across their enterprise customer base. This is a strategic ops role where you're modeling forecasts, designing territories, setting quotas, analyzing pipeline health, and presenting to C-suite. You work closely with the CCO and CX leadership to translate company revenue targets into executable plans.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Revenue Strategy & Operations (CX-focused) |
| Sales Motion | Customer retention & expansion (upsell/cross-sell) |
| Deal Complexity | Enterprise land-and-expand across existing accounts |
| Sales Cycle | N/A (strategic planning role, not carrying quota) |
| Deal Size | Supporting CSMs/AMs managing $50K-$1M+ accounts |
| Quota (est.) | No personal quota—measured on team forecast accuracy and plan execution |
Company Context
Stage: Public (NYSE: ASAN)
Size: 4,234 employees
Growth: Mature, established player. 85% of Fortune 100 are customers. Post-IPO phase focused on profitability and retention vs hypergrowth.
Market Position: Category leader in work management competing against Monday.com, Smartsheet, ClickUp, and Atlassian tools. They're defending enterprise share while competitors push upmarket.
GTM Reality
Pipeline Sources:
- CX team focuses on existing customer base—no prospecting
- Revenue comes from renewals, seat expansion, upsells to higher tiers, and cross-sell of premium features
- CSMs manage hundreds of accounts; AMs focus on top strategic accounts
Team Structure: Large, segmented CX org with CSMs for mid-market, AMs for enterprise, and specialized teams for different verticals or account sizes. You're creating the strategy that determines how those segments are structured and what their targets are.
Systems Stack: Likely Salesforce, Gainsight or Catalyst for CS ops, Clari or similar for forecasting, Tableau/Looker for analytics.
Competitive Landscape
Main Competitors: Monday.com, Smartsheet, ClickUp, Notion (emerging), Microsoft tools (Project, Planner)
How They Differentiate: Enterprise-grade with strong governance/admin features, deep integrations (300+), AI features for workflow automation. Premium positioning vs cheaper alternatives.
Common Objections: Price (customers evaluating cheaper tools), complexity for smaller teams, overlap with existing tools in their stack.
Win Themes: Already embedded with 85% of Fortune 100. Stickiness comes from adoption across multiple teams and workflows. Expansion is easier when they're already using it.
What You'll Actually Do
Time Breakdown
Financial Planning (30%) | Data Analysis (25%) | Leadership Meetings (20%) | Cross-functional Projects (15%) | Team Enablement (10%)
Key Activities
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Quarterly and Annual Planning: Build revenue forecasts for AMER CX. Model out scenarios based on churn assumptions, expansion rates, pricing changes, and headcount. Defend your numbers in executive QBRs.
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Territory and Quota Design: Decide how to carve up the customer base—by revenue size, industry, product tier. Set quotas for CSMs and AMs that are aggressive enough to hit company targets but realistic enough to be motivating. Deal with the fallout when people don't like their territory or quota.
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Pipeline and Performance Analytics: Pull Salesforce data to understand renewal rates, expansion pipeline health, at-risk accounts, leading indicators of churn. Build dashboards and reports for the CCO. Identify trends and recommend actions.
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Cross-functional Strategy Work: Partner with Sales Ops (on account handoffs), Product (on packaging and pricing), Finance (on revenue recognition), Marketing (on customer marketing). You're constantly in meetings aligning on how different functions support CX revenue goals.
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Process and Systems Optimization: Own or heavily influence the tech stack for CX. Work with Gainsight/CS platform admins. Design workflows, reporting standards, and operational processes. Document plays for onboarding, expansion, renewal risk mitigation.
The Honest Reality
What's Hard
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Everyone questions your model: Sales leaders want higher quotas for their team to look good. Finance wants more conservative forecasts. The CCO wants aggressive targets. You're constantly defending your assumptions and methodology.
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Tons of internal politics: Territory and quota decisions make people mad. Someone always feels they got a raw deal. You need buy-in from CX leaders who have strong opinions about how their teams should be structured.
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Data messiness: Salesforce hygiene is never perfect. Account ownership changes aren't logged cleanly. Multi-year deals have weird recognition timing. You spend a lot of time cleaning data and building workarounds before you can analyze anything.
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Reactive fire drills: Mid-quarter, the forecast is off. Leadership wants to know why and what you're doing about it. You're constantly re-cutting data and presenting updates.
What Success Looks Like
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Forecast accuracy within 3-5%: Your quarterly revenue predictions are tight. Leadership trusts your numbers.
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CX team hits plan: The territories, quotas, and incentive structure you designed actually work. Reps feel they have a fair shot and the company hits its retention/expansion targets.
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Executive visibility: The CCO brings you into strategic conversations. Your analyses influence company-wide decisions on pricing, packaging, go-to-market strategy.
Who You're Supporting
Internal Stakeholders:
- Chief Customer Officer (Josh Abdulla): Your direct report. Sets the CX revenue goals; you operationalize them.
- CX Leadership Team: VPs and Directors of Customer Success who manage the CSM/AM teams. They want data to manage their teams and input on strategy decisions.
- Finance/FP&A: You're constantly collaborating on revenue forecasts and board metrics.
- Sales Leadership: Alignment on account ownership, handoff processes, and shared customers.
What They Care About:
- Predictable revenue: Accurate forecasts with minimal surprises.
- Fair comp plans: Reps feel they can hit quota and earn their variable.
- Clear accountability: Everyone knows what they own and what they're measured on.
- Data-driven decisions: Insights that help leaders course-correct quickly.
Requirements
- 7-10+ years in revenue operations, sales strategy, or FP&A—ideally in SaaS
- Deep experience with CS/CX revenue models (GRR, NRR, expansion motions)
- Strong financial modeling skills (Excel/Sheets wizardry, scenario planning)
- Salesforce and BI tool proficiency (Tableau, Looker, or similar)
- Experience at scale (managing strategy for 50+ quota-carrying reps)
- Executive presence—you'll present to C-suite and board regularly
- Comfortable with ambiguity and rapid problem-solving
- Track record of designing comp plans, territories, or quota structures