Revenue Strategy & Operations Manager

Overview

You're the RevOps individual contributor for Celonis' North America GTM organization. You work directly with regional sales leaders to figure out why pipeline is stuck, why conversion rates dropped, or why a new territory isn't ramping—then you build the solutions. You're not managing a team; you're doing the analysis, building the dashboards, coordinating cross-functional projects, and presenting findings to leadership.

Role Snapshot

Company Context

Stage: Late-stage private / Scale-up (3,765 employees)

Size: 3,765 employees globally

Growth: Building out strategic RevOps function (this role indicates ongoing GTM scaling)

Market Position: Category leader in process mining/process intelligence, competing in the broader enterprise AI and operational intelligence space

GTM Reality

Pipeline Sources:

• Primarily outbound to large enterprises (CFOs, COOs, VP Supply Chain, CIOs)
• Some inbound from marketing campaigns and events
• Complex, multi-stakeholder deals with long sales cycles

SDR/AE Structure: Likely dedicated SDR teams feeding enterprise AEs given company size

SE Support: Almost certainly has Solution Engineers/Architects given technical product complexity

Your Role in GTM: You're the person sales leaders call when they need to understand what's actually happening in their business. Why is the Southeast territory underperforming? Why are deals stalling in legal review? How do we forecast more accurately? You dig into Salesforce, build the analysis, present options, and then project-manage the fix.

What You'll Actually Do

Time Breakdown

Data Analysis (35%) | Cross-Functional Projects (30%) | Meetings/Reporting (25%) | Ad-hoc Requests (10%)

Key Activities

• Pipeline Analysis & Reporting: You're in Salesforce daily pulling data, building reports, and creating dashboards. Sales leaders ask questions like "Why is our win rate down this quarter?" or "Which AEs are consistently under-forecasting?" You find the answer, then present it with recommendations.

• Cross-Functional Initiative Design: You design and launch GTM initiatives—new territory rollout plans, compensation model changes, process improvements between Sales and Finance. You write the project brief, get stakeholder buy-in, coordinate across teams, track milestones, and report progress to leadership.

• Sales Productivity & Process Optimization: You identify friction points in the sales process. Maybe deal approvals take too long, or AEs are spending hours on non-selling activities. You map the current state, propose solutions (new workflows, automation, policy changes), and implement fixes.

• Forecasting & Planning Support: You help build quarterly forecasts and annual planning models. You're pulling historical data, analyzing trends, stress-testing assumptions, and building scenarios for leadership to make decisions.

• Stakeholder Management: You spend a lot of time in meetings—with Sales to understand their problems, with Marketing to align on lead quality metrics, with Finance on revenue recognition issues, with Sales Ops on Salesforce changes. You're the translator between these groups.

The Honest Reality

What's Hard

• Data quality is never perfect: Salesforce data is messy. Fields aren't filled out consistently. Stage definitions changed last year. You spend significant time cleaning data before you can even start the analysis, and you have to caveat every insight with data limitations.

• Everyone wants something different: Sales wants more leads. Marketing wants better lead quality scores. Finance wants accurate forecasting. CS wants better handoffs. You're constantly balancing competing priorities and trying to find solutions that work for everyone, which often means nobody gets exactly what they want.

• Projects move slowly: That new territory structure you designed? It'll take 3 months to get buy-in from all stakeholders, another month to build in Salesforce, and then you'll spend a quarter ironing out issues. Strategic work at a 3,700-person company doesn't happen fast.

• Your impact is indirect: You don't close deals or drive revenue yourself. Your wins are "AEs now spend 20% less time on admin" or "forecast accuracy improved from 75% to 82%." It's meaningful work, but you're several steps removed from the customer.

What Success Looks Like

• You launch 2-3 major GTM initiatives per quarter that leadership actually uses (not shelf-ware)
• Sales leaders come to you first when they need to understand a performance problem
• Your forecasting models are within 10% accuracy, and leadership trusts your numbers
• You eliminate 5-10 hours per week of non-selling work from the average AE's calendar through process improvements

Who You're Supporting

Primary Stakeholders:

• Regional VP of Sales (NAM)
• Sales Directors and Managers
• AEs and SDRs (indirectly)

What They Care About:

• Hitting quarterly/annual revenue targets
• Accurate pipeline visibility and forecasting
• Improving sales productivity and efficiency
• Understanding what's working and what's not
• Making data-driven decisions instead of guessing

Requirements

• 5+ years in Revenue Operations, GTM Strategy, or Sales Operations roles
• Expert-level Salesforce knowledge (custom reports, dashboards, data architecture)
• Strong in Excel/Google Sheets and comfortable learning BI tools (Tableau, Looker, etc.)
• Experience designing and leading cross-functional initiatives in a scaling company
• Comfortable presenting analysis and recommendations to senior leadership
• Self-directed—you need to identify problems and propose solutions, not wait to be told what to do
• Curiosity about AI tools for GTM (they specifically mention this, likely want someone who'll explore AI for forecasting, lead scoring, etc.)
• Process-oriented but pragmatic—you like building systems but understand when "good enough" is better than perfect