Overview
You'll be the second RevOps Manager supporting MaintainX's Enterprise Sales team. Your day is split between maintaining Salesforce hygiene, building reports for leadership, troubleshooting deal blockers, and creating playbooks for a team of Enterprise AEs selling CMMS software to manufacturing and industrial companies. You report to Michelle Fondren (Sr Manager, RevOps) and work alongside another RevOps Manager.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Enterprise Sales Operations - Embedded with Sales |
| Sales Motion | Supporting Enterprise outbound-heavy motion |
| Deal Complexity | Enterprise - multi-stakeholder industrial software |
| Sales Cycle | 4-9 months (you'll track and report on these) |
| Deal Size | Likely $50K-300K+ ACV (enterprise CMMS deals) |
| Quota (est.) | No personal quota - measured on sales team performance |
Company Context
Stage: Series C+ / Late-stage (825 employees, 10K+ customers)
Size: 825 employees
Growth: Actively scaling Enterprise motion - hiring for RevOps suggests sales team is growing
Market Position: Established player in CMMS/EAM space competing for large industrial accounts
GTM Reality
Pipeline Sources:
- Unknown split, but with 10,000+ customers, likely some inbound from referrals and brand
- Enterprise team is probably doing heavy outbound to named accounts at large industrials
- Some expansion revenue from existing 10K customer base moving upmarket
Sales Team Structure: Enterprise AEs likely have SDR support, possibly shared pool
SE Support: Industrial software typically requires SEs for technical demos and POCs
Competitive Landscape
Main Competitors: Likely competing against Fiix, Limble, UpKeep, SAP, Oracle (legacy players), and eMaint
How They Differentiate: AI-powered features, mobile-first for frontline workers, modern UX vs legacy systems
Common Objections: "We already have a system", "Too expensive vs current process", integration concerns with existing ERP/systems
Win Themes: Ease of use for frontline workers, ROI from reduced downtime, modern platform vs spreadsheets or legacy CMMS
What You'll Actually Do
Time Breakdown
Salesforce Admin (25%) | Reporting & Analytics (30%) | Sales Process Projects (25%) | Meetings (20%)
Key Activities
- Salesforce Hygiene: Cleaning up opportunity data, fixing stage progressions, merging duplicate accounts, updating fields that AEs forget to fill. This is constant and unglamorous.
- Forecasting Support: Running weekly/monthly forecast calls, building pipeline reports, reconciling what sales says vs what the data shows, explaining to leadership why deals slipped.
- Dashboard Building: Creating and maintaining reports in Salesforce or BI tools. Sales leaders will ask for "one more cut of the data" constantly.
- Process Optimization: Documenting the Enterprise sales process, building templates, creating Salesforce automations, running training sessions that AEs may or may not attend.
- Deal Support: Jumping into deals to help with pricing approvals, contract generation, renewal tracking, or figuring out why a deal is stuck in legal.
- Tool Management: Administering sales tech stack (Salesforce, Outreach/Salesloft, Gong, LinkedIn Sales Nav, etc.). Fielding "why isn't this working" Slack messages.
- Cross-functional Coordination: Working with Marketing Ops on lead routing, Finance on commission disputes, CS Ops on handoffs. Lots of Slack threads and alignment meetings.
The Honest Reality
What's Hard
- Data Quality Is a Battle: AEs don't update Salesforce consistently. You'll spend hours cleaning data and chasing people to update fields before board meetings.
- Everyone Wants Something: Sales leadership wants reports yesterday, AEs want their specific workflow fixed, Finance wants commission calculations checked. You're constantly triaging.
- Slow Decision Making: Enterprise deals take 6+ months. Your process improvements won't show results for quarters. Hard to prove ROI quickly.
- Repetitive Asks: Same questions every forecast call. Same Salesforce fields not filled out. Same reports requested in slightly different formats.
- You're in the Middle: Sales blames you when systems don't work. Leadership blames you when forecast accuracy is off. You don't control either.
What Success Looks Like
- Sales team hits their forecast accuracy targets (you enabled this with good hygiene)
- Leadership stops asking for one-off reports because dashboards are trusted
- Onboarding time for new AEs decreases because your documentation is solid
- Deal cycle time decreases by X% because you removed friction
Who You're Supporting
Internal Stakeholders:
- Enterprise AEs (20-30 reps) - they need you to fix Salesforce, approve deals, provide data
- Sales Leadership (VPs, Directors) - they need forecast accuracy, pipeline visibility, strategic insights
- SDR team - if there's lead routing, enrichment, or handoff process issues
- CS/Finance/Marketing Ops - cross-functional projects constantly
What They Care About:
- AEs: "Make my workflow easier, don't slow down my deals"
- Leadership: "Show me accurate pipeline, explain why we're missing/beating forecast"
- Finance: "Make sure commission calculations are correct and deals are tracked properly"
Requirements
- 3-5 years in Revenue Operations or Sales Operations
- Deep Salesforce experience (admin-level, not just reporting)
- Experience supporting Enterprise sales teams specifically (SMB sales ops is different)
- Strong Excel/Google Sheets skills for adhoc analysis
- Project management ability - juggling 5-10 initiatives at once
- Comfortable with data - SQL or BI tool experience helpful
- Bias for action (they called this out - they want someone who ships, not just analyzes)
- Industrial/manufacturing sales experience is NOT required but probably helpful for understanding buyer context