Director of Revenue Operations

Overview

You're the Director of Revenue Operations at NetVendor, a proptech company that sells vendor management and maintenance software to property management companies. You report to the CRO and are responsible for the entire revenue tech stack, sales processes, forecasting, territory design, and being the data bridge between sales, marketing, and customer success. At 83 people, this is an early-stage RevOps function—you're building systems, not optimizing mature ones.

Role Snapshot

Company Context

Stage: Unknown (likely Series A/B based on 83 employees and active CRO hiring)

Size: 83 employees

Growth: CRO posting directly suggests scaling GTM motion, likely recent funding or revenue milestone

Market Position: Niche player in proptech—focused vertical (property management) with specific compliance/maintenance pain points

GTM Reality

Pipeline Sources:

• Likely 60-70% Outbound - property management is a defined, targetable market but not high inbound search volume
• 20-30% Inbound - some website traffic from property managers searching for vendor management solutions
• 10% Partner/Referrals - possible integrations with property management systems

SDR/AE Structure: Likely small team (5-10 AEs, 3-5 SDRs based on company size)

SE Support: Probably no dedicated SEs at this stage—AEs do their own demos

Competitive Landscape

Main Competitors: Unknown from research, but likely other proptech vendor management platforms, plus manual processes (spreadsheets) as the main "competitor"

How They Differentiate: Industry-specific platform vs. generic vendor management tools; compliance focus for real estate

Common Objections: "We use spreadsheets", "Our property management system already does this", "Too expensive for our portfolio size"

Win Themes: Reducing risk/compliance issues, time savings for property managers, vendor accountability

What You'll Actually Do

Time Breakdown

CRM/Systems Admin (30%) | Reporting/Analysis (25%) | Sales Process/Enablement (20%) | Planning/Strategy (15%) | Firefighting (10%)

Key Activities

• Salesforce Administration: You're the admin. Fields, workflows, validation rules, reports, dashboards. When something breaks or needs to change, that's you. Expect requests daily.
• Forecasting & Pipeline Reviews: Weekly pipeline reviews with the CRO and sales team. You build the forecast model, track accuracy, flag slipping deals, and present the numbers to leadership.
• Territory & Quota Planning: Designing territories (likely geographic or by portfolio size), setting quotas, managing comp plans. This happens quarterly or bi-annually and involves lots of spreadsheet modeling.
• Sales-Marketing Alignment: You're the translator. Marketing wants lead quality feedback, sales wants better leads. You build the attribution model, define MQL criteria, and mediate disagreements about what counts.
• Tool Stack Management: Own the revenue tech stack (likely Salesforce, Outreach/Salesloft, ZoomInfo, maybe Gong). Negotiate contracts, manage integrations, train people when new tools roll out.
• Process Documentation: Creating and maintaining sales playbooks, deal stages, qualification criteria. Most reps won't read them, but you need them for onboarding.
• Ad Hoc Analysis: "Why did Q2 fall short?" "Which industries convert best?" "Should we hire more SDRs or AEs?" You're answering these questions constantly.

The Honest Reality

What's Hard

• You're building from scratch: At 83 people, systems are probably messy. Data quality is questionable. Processes aren't documented. You'll spend months cleaning up before you can optimize anything.
• Everyone wants something from you: Sales wants better reports. Marketing wants better attribution. Finance wants accurate forecasts. The CRO wants strategic insights. Customer Success wants their data integrated. You're one person.
• Constant context switching: One hour you're troubleshooting why Salesforce isn't syncing to Outreach. Next hour you're presenting pipeline trends to the exec team. Then you're training a new AE on how to log activities. Then you're modeling quota scenarios in Excel.
• Limited headcount: As "Director," you might have 1-2 analysts or coordinators reporting to you, but probably not at this stage. You're doing IC work while having a strategic title.
• Sales doesn't always follow your process: You build the perfect workflow. Half the team ignores it. You have to balance being the process enforcer vs. being flexible enough that people actually work with you.

What Success Looks Like

• Forecast accuracy within 10% by quarter-end
• CRM adoption above 90% (activities logged, stages updated)
• Sales cycle time trending down quarter-over-quarter
• Clean, reliable data that leadership trusts for decision-making
• Reps stop complaining about the tools (or at least complain less)

Who You're Supporting

Primary Internal Customers:

• CRO (Kevin Williams) - your direct boss, wants strategic insights and operational efficiency
• Sales team (AEs and SDRs) - wants tools that work and reports that help them sell
• Marketing - wants lead attribution and feedback on campaign effectiveness
• Finance - wants accurate forecasts and commission calculations
• Customer Success - wants visibility into customer health and upsell opportunities

What They Care About:

• CRO: Predictable revenue, efficient GTM spend, data-driven decisions
• Sales: Tools that don't slow them down, clear comp plans, accurate territory assignments
• Marketing: Proof their programs drive revenue, clear lead handoff process
• Finance: No surprises in the forecast, accurate commission payouts

Requirements

• 5+ years in revenue operations, sales operations, or similar analytical/systems role
• Deep Salesforce experience (admin-level, not just user)
• Excel/Google Sheets modeling skills (pivot tables, vlookups, scenario planning)
• Experience with sales engagement platforms (Outreach, Salesloft) and data tools (ZoomInfo, Clearbit)
• Track record building processes and systems at growth-stage B2B companies
• Ability to communicate data insights to non-technical audiences
• Comfort with ambiguity—this isn't a well-defined role with a playbook
• Proptech or real estate SaaS experience helpful but not required
• Willingness to be hands-on—this isn't a pure strategy role