Revenue Operations Manager

Overview

You're the first dedicated RevOps hire at a 107-person healthcare AI company selling patient engagement automation to medical practices. You'll build and own the entire GTM systems infrastructure - CRM admin, tool integrations, data hygiene, process workflows, and reporting dashboards. You report directly to the Head of RevOps and work closely with AEs, SDRs, and customer success to make their lives easier.

Role Snapshot

Company Context

Stage: Series A/B (estimated based on 107 employees and market presence)

Size: 107 employees

Growth: Actively hiring first RevOps role signals GTM scaling phase

Market Position: Healthcare AI is crowded but specialty-specific positioning (orthopedics, dermatology, etc.) creates niche advantage vs generic patient engagement tools

Product: AI platform that handles appointment scheduling, triage, FAQs, prescription refills, billing questions for medical practices. Replaces front desk phone work. Claims 48% labor capacity increase.

Buyer Profile: Practice administrators, office managers, or physicians at private practices and health systems. Healthcare buyers are risk-averse and slow-moving.

GTM Reality

Pipeline Sources:

• Likely 40-50% outbound - cold outreach to practice administrators
• 30-40% inbound - content marketing, healthcare conferences, referrals
• 10-20% existing customer expansion/referrals

Sales Structure: Small AE team (likely 3-6 reps), potentially an SDR or two. This is early enough that process is inconsistent and data quality is messy.

Deal Complexity: Mid-market consultative. Practices need to see ROI on staff time savings. Integration with existing EHR/PMS systems adds technical complexity.

Current Pain Points (why they're hiring you):

• CRM is probably a mess - duplicate records, incomplete data, no standardized stages
• Reporting is manual (Excel exports, duct-taped dashboards)
• Sales team has too many tools that don't talk to each other
• No single source of truth for pipeline, forecasting is guesswork
• Onboarding new reps takes forever because nothing is documented

What You'll Actually Do

Time Breakdown

CRM Admin (60%) | Tool Integration/Selection (25%) | Reporting & Analysis (15%)

Key Activities

• CRM Cleanup and Architecture: You'll spend weeks (maybe months) cleaning up data - merging duplicates, standardizing fields, building validation rules, creating proper account hierarchies for health systems. This is tedious but foundational. You'll document and enforce data entry standards that reps will complain about.

• Process Design and Documentation: Map out the current sales process by shadowing reps and watching deals move through stages. Build stage definitions, exit criteria, and required fields. Create playbooks and workflow automations. Most reps won't read your documentation, so you'll repeat yourself a lot.

• Tool Evaluation and Integration: Research and select tools for sales engagement (Outreach/Salesloft), data enrichment (ZoomInfo/Clearbit), conversation intelligence (Gong/Chorus), contract management, etc. Build business cases, negotiate contracts, own the implementation. Most integrations break or need babysitting.

• Reporting and Dashboards: Build dashboards for pipeline health, rep performance, conversion rates by stage, forecast accuracy. You'll get requests for custom reports weekly. Leadership will ask for data they don't have because it was never captured properly.

• Sales Tool Support: You're the go-to person when Salesforce breaks, when email sequences stop working, when reports don't match what reps see in their pipeline. You'll do a lot of troubleshooting and hand-holding.

• Cross-functional Projects: Partner with marketing ops on lead routing and attribution. Work with finance on revenue recognition and commission tracking. Help CS build account health scoring. Lots of Slack messages and alignment meetings.

The Honest Reality

What's Hard

• You're building from near-zero: There's no existing RevOps infrastructure. You'll inherit messy data, inconsistent processes, and a pile of technical debt. Progress is slow because you're constantly fixing yesterday's problems while trying to build for tomorrow.

• Competing priorities from all sides: AEs want better prospecting tools. Leadership wants accurate forecasts. CS wants account insights. Marketing wants attribution reporting. You can't do everything at once, and people will be frustrated with how long things take.

• Healthcare complexity: EHR integrations are a nightmare. Medical practices have specific compliance requirements (HIPAA). Buying cycles are slow and risk-averse. Your systems need to accommodate this complexity.

• Lonely role initially: You're the only RevOps person. No one else understands your problems. You'll need to be self-directed and comfortable making decisions without a peer group to validate your thinking.

• Change management: Reps resist new processes and tools. They'll bypass your workflows if it slows them down. You'll spend energy selling internally, not just building.

What Success Looks Like

• Month 3: CRM data quality improves to 80%+ completeness on critical fields. You've documented current sales stages and implemented basic validation rules.

• Month 6: Sales team is using one or two new tools you've implemented (sales engagement platform, data enrichment). You have reliable pipeline reporting that leadership actually trusts.

• Month 12: Forecast accuracy improves by 15-20%. Rep onboarding time cuts in half because processes are documented. You've built a tech stack roadmap and are executing on it.

• Recognition: Sales reps stop complaining about systems issues. Leadership references your dashboards in exec meetings. You get pulled into strategic planning conversations.

Who You're Working With

Direct Manager: Greg Rattray, Head of RevOps (your hiring manager). He's thinking strategically about GTM scaling, but needs someone to execute tactically on systems.

Key Stakeholders:

• AE Team: 3-6 reps selling to medical practices. They want tools that help them prospect and close faster. They'll resist processes that add clicks.
• SDR(s): Likely 1-2 people booking meetings. Need good lead routing, activity tracking, and call recording tools.
• Customer Success: Managing implementations and renewals. Need visibility into account health, usage data, and expansion signals.
• Sales Leadership: VP of Sales or CRO who needs accurate forecasting, pipeline visibility, and performance metrics to make hiring/territory decisions.
• Marketing: Want to prove ROI on campaigns and content. Need lead attribution and closed-loop reporting.

What They Care About:

• Reps: "Make my day easier, don't add busywork"
• Leadership: "Give me numbers I can trust to make decisions"
• CS: "Help me see which accounts need attention before they churn"
• Marketing: "Show me what's working so I can do more of it"

Requirements

• 2-4 years in RevOps, sales ops, or marketing ops - you've administered a CRM before and know how GTM systems work. You've cleaned messy data and built reports.

• CRM expertise - Salesforce or HubSpot admin experience. You can build custom fields, workflows, validation rules, and reports without Googling every step.

• Tool stack knowledge - You've evaluated and implemented sales tools before (sales engagement, data enrichment, BI platforms). You know what good integrations look like.

• Process design skills - You can map workflows, write documentation, and think through edge cases. You've seen what breaks at scale.

• Comfort with ambiguity - There's no playbook for this role. You'll need to diagnose problems, propose solutions, and execute without constant direction.

• Healthcare experience is a plus - Understanding EHR systems (Epic, Cerner, Athenahealth) and practice management software helps, but isn't required. HIPAA awareness is useful.

• Technical enough - You can write basic formulas, understand APIs at a high level, and troubleshoot integrations. You're not a developer but you're not scared of technical docs.

• Self-starter mentality - You've been the first or only ops person before, or you've thrived in early-stage chaos. You know how to prioritize without a roadmap handed to you.