Head of Revenue Operations

Overview

You'll lead revenue operations for Sage's modern aging care solution. This means you're the connective tissue between marketing, sales, and customer success - building the systems, defining the processes, and managing the data that helps teams hit their numbers. You'll likely inherit legacy systems and processes from a 15,000+ person public company and need to modernize them for this specific business unit.

Role Snapshot

Company Context

Stage: Public company (established enterprise software vendor)

Size: 15,471 employees globally

Growth: Expanding into care-for-aging vertical, which suggests new market entry or product line growth

Market Position: Sage is an established accounting/business management software provider - this modern aging care solution appears to be a newer vertical or acquired product line

GTM Reality

Pipeline Sources:

• Likely mix of direct sales and channel partners (common in healthcare/senior care)
• Some inbound from brand recognition, but care-for-aging is likely a newer focus requiring outbound education
• Potential partnerships with healthcare systems, senior living operators, home care agencies

Sales Structure: Likely dedicated AE team selling into senior care facilities, home care agencies, or healthcare systems. Probably have SDR support given company size.

Your RevOps Scope:

• Salesforce instance management (probably inherited a messy config)
• Sales tech stack (outreach tools, dialers, contract management, BI tools)
• Territory design and quota setting
• Forecasting and pipeline management
• Sales comp plan administration
• Data hygiene and reporting
• Enablement coordination (you don't deliver training but you build the systems that track it)

What You'll Actually Do

Time Breakdown

Systems/Tools (30%) | Reporting/Analysis (25%) | Process Design (20%) | Meetings (25%)

Key Activities

• Salesforce management: You'll spend significant time troubleshooting Salesforce issues, building reports, fixing data quality problems, and managing integrations. Reps will constantly ask why fields are required or why automation isn't working.
• Forecast calls: Weekly or bi-weekly forecast reviews with sales leadership. You're pressure-testing their pipeline, identifying deals at risk, and trying to get to an accurate revenue number for finance.
• Territory and comp planning: Annual (and mid-year adjustment) planning cycles. You're modeling different territory scenarios, aligning with finance on quota distribution, and dealing with sales managers lobbying for better territories.
• Cross-functional projects: Marketing wants better lead routing. CS wants handoff process improvements. Finance wants better revenue recognition data. You're the project manager and technical lead.
• Tool evaluation and implementation: Evaluating new sales tools, managing vendor relationships, running pilots, and dealing with change management when you implement something new.
• Data analysis: Building dashboards, analyzing conversion rates, identifying bottlenecks in the funnel, and presenting insights to leadership.

The Honest Reality

What's Hard

• Legacy systems: At a 15K person company, you're inheriting systems with years of technical debt. Salesforce probably has custom objects and workflows that nobody fully understands. Making changes is slow.
• Stakeholder management: Every sales leader thinks their region deserves special treatment. Marketing and sales will blame each other for lead quality. You're constantly negotiating and managing conflicting priorities.
• Healthcare complexity: If this is selling into healthcare/senior care, you're dealing with HIPAA compliance, long procurement cycles, and complex buying committees. Your systems need to support multi-thread selling.
• Data quality: Reps don't update Salesforce consistently. You'll spend a lot of time on data hygiene initiatives that people resist.
• Scope creep: RevOps becomes the catch-all for any revenue-related problem. You'll get pulled into projects that aren't really ops work.
• Resistance to change: Getting a sales team to adopt new processes or tools is like pushing a boulder uphill. Expect pushback on anything that adds clicks.

What Success Looks Like

• Forecast accuracy within 5-10% by quarter-end
• Sales team can actually find the information they need in Salesforce without asking ops
• Lead routing happens automatically without manual intervention
• Reports and dashboards that leadership actually uses to make decisions
• Comp plan runs without major disputes or calculation errors
• You're proactively identifying problems (like conversion rate drops) before leadership asks

Who You're Supporting

Internal Stakeholders:

• VP/SVP of Sales (your direct boss, probably)
• AEs selling into senior care facilities or healthcare systems
• SDR team (if they have one)
• CS team managing existing accounts
• Marketing (lead gen and attribution)
• Finance (revenue forecasting and comp)

What They Need From You:

• Sales: Clean data, working tools, clear territories, accurate comp
• Marketing: Lead routing, attribution reporting, feedback on lead quality
• CS: Handoff process, churn visibility, expansion pipeline tracking
• Finance: Accurate forecasts, revenue reporting, comp accruals

Requirements

• 7-10+ years in revenue operations, sales operations, or related roles
• Deep Salesforce expertise - you need to build custom reports, manage workflows, and troubleshoot complex issues
• Experience with sales tech stack (outreach/engagement platforms, BI tools, CPQ, contract management)
• Strong analytical skills - SQL is a major plus, Excel/Sheets power user is mandatory
• Healthcare or regulated industry experience helpful given the care-for-aging focus
• Leadership experience - you'll likely manage a small ops team (analysts, coordinators)
• Project management skills - you're juggling multiple initiatives with competing deadlines
• Political savvy - you need to navigate between sales, marketing, and finance without getting caught in crossfire

The Real Deal

This is a senior RevOps role at a large, public company. You'll have resources and budget, but also bureaucracy and legacy systems. The care-for-aging focus suggests this is a newer or growing business unit, which means you're building/scaling operations rather than just maintaining.

The best part: You'll have real impact on revenue and likely have a team. The worst part: Large company politics, slow decision-making, and you'll inherit technical debt from previous ops setups.

You won't be coding all day or in back-to-back sales calls. You'll spend a lot of time in meetings, in Salesforce, in spreadsheets, and managing projects. Success means the revenue machine runs smoothly enough that people stop complaining about systems and start focusing on selling.