Revenue Operations Manager

Overview

You're the second RevOps hire at Breezeway, backfilling the founding RevOps Manager who built everything from scratch. Your job is to take existing systems, processes, and tech stack to the next level - scaling what works, fixing what doesn't, and supporting a sales team selling operations automation software to hospitality operators. You'll own Salesforce administration, deal desk operations, forecasting accuracy, and the data infrastructure that powers GTM decisions.

Role Snapshot

Company Context

Stage: Growth stage (209 employees, specific funding unknown but past Seed/Series A based on size)

Size: 209 employees

Growth: Actively hiring, replacing senior roles indicates continued expansion

Market Position: Established player in hospitality operations software - competing in a niche vertical with property management systems and point solutions

Product: AI-powered workflow automation platform for hospitality operations (vacation rentals, hotels, property management). Think: automating cleaning schedules, maintenance requests, guest communications, and service coordination.

Customers: Mid-market vacation rental managers (managing 50-500 properties), hotel groups, property management companies. Decision-makers are typically COOs, Directors of Operations, or property managers.

What You Inherited

The founding RevOps Manager built:

• Salesforce instance with custom objects and automations
• Reporting dashboards for pipeline, forecasting, and activity metrics
• Sales process documentation and playbooks
• Tech stack integrations (likely: Salesforce, Gong/Chorus, Outreach/Salesloft, HubSpot/Marketo, ChartMogul/other analytics)
• Deal desk processes for pricing and contracts

Your Job: Make it all work better at scale. Fix the friction points. Clean up the data. Build what's missing.

What You'll Actually Do

Time Breakdown

Systems Admin (35%) | Analytics/Reporting (30%) | Process Optimization (20%) | Strategic Projects (15%)

Key Activities

• Salesforce Administration: Managing user access, building/maintaining workflows, creating custom fields and objects, troubleshooting integration issues. You'll spend hours in Salesforce setup menus. Expect requests like "Can you add a field for X?" or "Why isn't this sync working?"

• Data Quality & Hygiene: Running de-dupe jobs, fixing bad data, enforcing field requirements, auditing pipeline hygiene. You'll chase reps to update close dates and stage changes. Sales teams are messy - you're the one who cleans it up.

• Forecasting & Pipeline Analysis: Building weekly/monthly forecast reports, analyzing conversion rates by stage, identifying pipeline coverage gaps, flagging at-risk deals. You'll sit in forecast calls explaining why the numbers are what they are.

• Sales Process Optimization: Documenting how deals should flow, identifying bottlenecks (why do deals stall at demo stage?), testing new qualification frameworks, standardizing handoffs between SDR/AE/CS. You'll interview reps about what's actually happening vs. what's supposed to happen.

• Tech Stack Management: Administering sales tools (CRM, sales engagement platform, conversation intelligence, CPQ if they have it). Evaluating new tools when someone says "I saw this cool thing at a conference." Managing vendor relationships and renewals.

• Deal Desk Support: Reviewing non-standard pricing requests, helping AEs structure complex deals, ensuring discount approvals follow policy, coordinating with Legal on custom terms. You're the gatekeeper preventing bad deals from getting signed.

• Cross-functional Projects: Partnering with Marketing Ops on lead routing and attribution, working with Finance on rev rec and bookings reporting, aligning with CS Ops on handoff processes and expansion tracking.

The Honest Reality

What's Hard

• You're the first line of defense for every systems issue: "Salesforce is down" (it's not, they have a filter on), "Why didn't this sync?" (they filled out the form wrong), "Can you pull this report by EOD?" (you have 6 other requests). You're constantly context-switching.

• Sales teams resist process changes: You'll build a beautiful new workflow and reps will find creative ways to work around it. Getting adoption requires constant reinforcement and explaining "why" for the 10th time.

• Data is always a mess: No matter how many validation rules you add, reps will find ways to create junk data. You'll spend unglamorous hours cleaning up duplicate accounts, standardizing industry picklists, and merging records.

• Everything is urgent: The forecast is due in 2 hours and someone needs a custom report. A deal is stuck because of a quote issue. Marketing launched a campaign and leads aren't routing correctly. You're juggling competing fires daily.

• You're translating between technical and non-technical constantly: Sales leadership wants insights but doesn't understand data limitations. Engineering wants specifications but doesn't understand sales context. You're in the middle.

What Success Looks Like

• Forecast accuracy improves: Your weekly forecast variance drops from ±30% to ±15% because you've improved pipeline hygiene and trained managers on realistic forecasting.

• Sales velocity increases: You identify that deals stall at the technical evaluation stage because SEs aren't being looped in early enough. You redesign the handoff process and cycle time drops by 15%.

• Data quality metrics hit targets: Opportunity stage accuracy >95%, required fields completion >90%, duplicate records <2% of database. You build dashboards that make bad data visible and embarrassing.

• Self-service reporting: Sales managers can answer their own questions instead of Slacking you for every report. You've built dashboards and trained people how to use them.

• Strategic impact: You're not just executing requests - you're proactively identifying revenue opportunities through data analysis and proposing initiatives that move the needle.

Who You're Supporting

Primary Stakeholders:

• Sales leadership (VP Sales, CRO) - need accurate forecasting and performance visibility
• AE team - need efficient systems that help them sell, not slow them down
• SDR/BDR team - need clear lead routing, SLA tracking, and conversion metrics
• CS leadership - need clean handoffs and expansion tracking
• Marketing Ops - need closed-loop attribution and campaign ROI reporting
• Finance - need bookings vs. billings accuracy and rev rec data

What They Care About:

• Sales leaders: Can I trust the forecast? Where are deals getting stuck? How's the team performing?
• Reps: Don't make my life harder. Make Salesforce easy to use. Get me the data I need quickly.
• Finance: Are the numbers accurate? Can I reconcile revenue? When will deals actually close?
• Marketing: Which campaigns drive pipeline? What's the ROI? Are leads being followed up on?

Requirements

• 3-5 years in Revenue Operations, Sales Operations, or similar GTM operations role: You need to have done this before. This isn't an entry-level ops role.

• Expert-level Salesforce administration: You should be comfortable building workflows, custom objects, validation rules, reports, and dashboards without always needing a consultant. Salesforce Admin certification is likely expected.

• Strong analytical skills with SQL/Excel: You'll be pulling data from multiple sources, building models, and creating executive-level reports. You need to be comfortable with data.

• Experience scaling RevOps from 1-to-Many: You've seen what breaks when you go from 10 reps to 30+ reps. You know which processes need to be rebuilt for scale.

• B2B SaaS background, ideally vertical software or SMB/mid-market: You understand how sales works when you're selling $50K-$200K ACV deals to operations leaders, not IT buyers.

• Project management skills: You'll be running multiple initiatives simultaneously - new tool implementations, process redesigns, data migration projects. You need to keep things organized.

• Technical enough to work with APIs and integrations: When Salesforce needs to talk to the data warehouse or when leads need to flow from HubSpot to Salesforce, you should understand how to troubleshoot (or at least ask engineering the right questions).

• Comfort with ambiguity: Adam built everything 0-1 his way. Some of it is documented, some isn't. You'll need to figure out how things work, why decisions were made, and what needs to change.

The Real Talk

This is a scaling role, not a building role. The hard 0-1 work is done. You're optimizing, not creating from scratch.

If you love building brand new systems and having total autonomy, this might feel constraining. If you enjoy taking something good and making it great - fixing inefficiencies, improving accuracy, scaling processes - this is the right fit.

You're replacing someone who had a "great run" and drove "impact and results" - that's a high bar. You'll be compared to what Adam built. The team knows how RevOps should work. You need to prove you can take it further.

The upside: You're inheriting a mature tech stack and executive support for RevOps. You won't be fighting for budget or justifying why RevOps matters. You'll be able to focus on execution, not politics.