Revenue Operations Analyst/Manager

Overview

You'll work directly under a RevOps leader to shape how Crusoe's sales team gets paid, how territories are carved up, and what metrics leadership watches. You're building the compensation models, cleaning pipeline data, and answering questions like "why did rep performance drop in Q3?" You're in Salesforce, Google Sheets, and meetings with sales leadership daily. The product is AI infrastructure—high-performance GPU compute that competes with AWS and Google Cloud.

Role Snapshot

Company Context

Stage: Growth stage (1,110 employees suggests Series C+)

Size: 1,110 employees

Growth: Actively hiring across GTM - competitive AI infrastructure market

Market Position: Challenger in the AI cloud space - competing against hyperscalers (AWS, GCP, Azure) and specialized GPU providers (CoreWeave, Lambda Labs)

GTM Reality

Pipeline Sources:

• Likely 30-40% Inbound - companies researching AI infrastructure providers, content marketing leads, conference connections
• 50-60% Outbound - targeting ML engineers, infrastructure leaders at companies building AI products
• 10% Partnerships/Referrals - AI ecosystem partners, NVIDIA channel

Sales Structure: Likely has dedicated SDRs feeding AEs, possibly sales engineers supporting technical evaluations

Your Role: You support the GTM motion by ensuring sales comp drives the right behaviors, territories are balanced, and leadership has visibility into what's working

Competitive Landscape

Main Competitors:

• Hyperscalers: AWS, Google Cloud, Azure (dominant but less specialized)
• Specialized providers: CoreWeave, Lambda Labs (similar positioning)
• On-prem: Some enterprises still buying their own hardware

How They Differentiate:

• Environmental story (energy efficiency)
• Managed services layer (less ops overhead than raw cloud)
• High-performance infrastructure optimized for AI workloads

Common Objections:

• "We're already on AWS" (switching cost)
• "How do you compare to CoreWeave?" (newer brand)
• "Can you scale with us?" (capacity questions)

Win Themes:

• Better performance per dollar
• Less operational complexity than DIY cloud
• Responsive support vs hyperscaler account neglect

What You'll Actually Do

Time Breakdown

Data Analysis (35%) | Comp/Planning Projects (30%) | Meetings (25%) | Ad Hoc Fire Drills (10%)

Key Activities

• Sales Compensation Design: You build and model comp plans—accelerators, SPIFs, quota relief scenarios. You run "what-if" analyses: if we change the variable mix from 50/50 to 60/40, how does behavior change? You present recommendations to finance and sales leadership, then deal with pushback when reps don't like the changes.

• Territory and Quota Planning: You carve up the Total Addressable Market—assigning accounts to reps, balancing territories so no one feels screwed. You pull historical win rates by segment, account size, geography. You build the model that sets each rep's quota. Reps will complain their number is too high; leadership will say you're being too conservative.

• Pipeline Analysis and Reporting: You build dashboards in Salesforce or Tableau showing conversion rates at each funnel stage, deal velocity trends, win/loss patterns. You answer questions like "why did our average deal size drop?" or "which rep territories are underperforming?" You spend hours debugging bad data—reps who didn't log activities, deals stuck in the wrong stage.

• Process Optimization: You identify bottlenecks—maybe deals are stalling in security review, or discount approval takes too long. You propose workflow changes, build new fields in Salesforce, document new processes. You train reps on changes and chase them to actually follow the new process.

The Honest Reality

What's Hard

• Data is always messy: Reps don't log activities consistently, they move deals between stages arbitrarily, they fat-finger close dates. You spend a lot of time cleaning data before you can analyze it. Garbage in, garbage out.

• Everyone second-guesses your comp models: Sales leadership wants aggressive plans that drive behavior; finance wants cost control; reps want plans they can actually hit. You're in the middle, taking fire from all sides. When comp changes roll out, expect complaints and requests for "exceptions."

• You're reactive a lot: Leadership asks for ad hoc analyses with tight turnarounds. "How many deals did we close in the healthcare vertical last quarter?" "What's our average discount by deal size?" Your carefully planned project work gets interrupted by fire drills.

• Influence without authority: You're not managing the sales team—you're advising leadership on what to change. Getting buy-in for your recommendations takes political skill. Sometimes leadership ignores your data and goes with their gut anyway.

What Success Looks Like

• Sales leadership references your dashboards in every forecast call
• The comp plan you designed drives measurable behavior change (reps focus on larger deals, new products, etc.)
• Rep productivity improves quarter-over-quarter (higher win rates, faster cycles, better pipeline coverage)
• You reduce time-to-close by identifying and fixing process bottlenecks

Who You're Supporting

Primary Stakeholders:

• VP Sales / CRO (you report into their org, probably to Henry Huang directly)
• Sales Managers (you help them understand their team's performance)
• Finance/FP&A (you partner on comp planning and forecasting)
• AEs and SDRs (you make their lives easier with better tools/data)

What They Care About:

• Leadership: Predictable revenue, efficient sales spend, scalable processes
• Sales managers: Fair territories, clear performance metrics, comp plans that motivate
• Reps: Comp plans they can win with, CRM that doesn't suck, fast answers to account questions

Requirements

• 3-5+ years in sales operations, revenue operations, or sales strategy (probably not hiring someone right out of undergrad for this)
• Strong Excel/Google Sheets skills—pivot tables, VLOOKUP, complex financial modeling
• Salesforce experience (reporting, dashboards, ideally some admin-level work)
• Experience designing or managing sales compensation plans
• Ability to translate messy data into clear insights and recommendations
• Comfortable presenting to senior leadership and defending your analysis
• Willingness to "roll up your sleeves"—this isn't a pure strategy role, you're doing the work yourself