Sr. Director, Revenue Operations Business Partner

Overview

You're the strategic revenue partner to Sales, SDR, Solutions, and Post-Sales leadership at a ~$250M ARR account-based marketing platform. You advise on territory carve-outs, set quotas, model hiring capacity, and own the business requirements for the entire revenue tech stack. This isn't about creating dashboards—it's about using data to influence C-suite decisions on how the GTM org scales.

Role Snapshot

Company Context

Stage: Late-stage growth (estimated Series D+ based on ~$250M ARR, 985 employees)

Size: ~1,000 employees

Growth: Actively hiring across GTM functions, scaling revenue operations

Market Position: Established player in account-based marketing/ABM platform space ("pipeline AI platform")—competing against 6sense, Terminus, and other ABM vendors

GTM Reality

Revenue Model: B2B SaaS selling into enterprise marketing and sales teams

GTM Structure: Multi-team approach with SDRs, AE teams, Solutions Engineers, and Post-Sales/CS

Tech Stack Complexity: Heavy—CRM (Salesforce), sales engagement tools, partner portals, ABM tools (likely their own platform)

Scale Challenges: At $250M ARR with 1K employees, they're past startup chaos but still scaling—processes exist but need optimization

What You'll Actually Do

Time Breakdown

Strategic Planning (30%) | Cross-functional Partnering (30%) | Analytics/Modeling (25%) | Team Management (15%)

Key Activities

• Quarterly Planning Cycles: Build territory plans and quota assignments for the GTM org. You're running capacity models to figure out if Sales needs 10 more AEs or 15, where to split territories, and how to set achievable but stretching quotas. Lots of Excel/SQL work, then presenting recommendations to VP/CTO.
• Revenue Tech Stack Ownership: Define business requirements for Salesforce, Outreach/SalesLoft, partner portals, and integration points. You're not configuring fields yourself, but you're the bridge between GTM needs and what RevOps systems can deliver. Expect vendor meetings, integration planning, and prioritization fights.
• Pipeline/Forecast Analysis: Weekly pipeline reviews with Sales leadership. You're spotting conversion rate drops, identifying bottlenecks (why is Stage 2→3 taking 3 weeks longer?), and building models to predict quarter-end performance. You present the data; leadership makes the calls.
• Cross-Functional Projects: Partner with Marketing Ops on lead routing, with Finance on revenue recognition timing, with CS Ops on renewal processes. You're the connective tissue making sure the handoffs from SDR→AE→CS actually work.
• Team Leadership: Manage other Rev Ops managers (not just ICs). You're coaching them on stakeholder management, reviewing their analyses, and ensuring they're supporting their GTM partners effectively.

The Honest Reality

What's Hard

• Competing Priorities: Every GTM leader thinks their team's data request is urgent. You're constantly prioritizing and saying no to good ideas because there aren't enough hours. Political navigation is real.
• Messy Data: At this scale, Salesforce is full of legacy fields, inconsistent process adoption, and data quality issues. You'll spend time cleaning and normalizing before you can even analyze.
• High-Stakes Decisions: If you screw up quota models or territory assignments, quota attainment tanks and good reps leave. The margin for error is thin, and GTM leadership will push back hard on recommendations they disagree with.
• Change Management: Rolling out new processes or tools across a 100+ person sales org is slow. Adoption is never 100%, and you'll spend time chasing down why AEs aren't logging activities properly.

What Success Looks Like

• Sales leadership says "I trust the quota model" and adoption/attainment stabilizes around 60-70% of reps hitting quota
• Pipeline conversion rates improve quarter-over-quarter because you identified and fixed a specific bottleneck
• C-suite asks for your input on GTM strategy decisions (headcount planning, ICP shifts, new segment entry)
• Your team delivers insights that change GTM behavior (not just reports that get filed away)

Who You're Supporting

Primary Stakeholders:

• VP/CRO of Sales (quota decisions, territory planning, forecast accuracy)
• VP of Sales Development (SDR capacity, lead routing, meeting quality)
• VP of Solutions/Pre-Sales (SE:AE ratios, demo conversion rates)
• VP of Customer Success (renewal operations, expansion motion)
• CFO/Finance (revenue forecasting, bookings recognition)

What They Care About:

• Sales Leaders: "Are my quotas fair? Do I have enough headcount? Why is my pipeline coverage dropping?"
• SDR Leaders: "Am I getting enough quality leads? Are my meeting acceptance rates competitive?"
• Finance: "Can you predict revenue within 5%? When do we recognize this deal?"
• C-Suite: "Should we enter this new segment? What's our CAC payback? Where should we invest next?"

Requirements

• 8+ years in sales ops, revenue ops, or strategic business partnership roles (no pure analysts or reporting specialists)
• 3+ years managing managers—you've built and led teams, not just managed individual contributors
• Deep SaaS revenue cycle expertise: you understand pipeline stages, sales motions, renewal mechanics, and how GTM teams actually work
• Expert-level analytics: SQL fluency (writing complex queries), advanced Excel (pivot tables, modeling), Tableau or similar BI tools
• Salesforce mastery: you know objects, fields, workflows, and reporting inside-out—not just as a user
• Modern revenue tech fluency: experience with sales engagement platforms (Outreach, SalesLoft), CPQ tools, partner portals
• Executive presence: you can present to C-suite, handle pushback, and influence senior leaders with data
• Proven track record scaling revenue operations at growth-stage B2B SaaS companies (Series B+)