Revenue Operations Manager

Overview

You're the Revenue Operations Manager at Nerdio, building and maintaining the analytical backbone that helps a $100M+ ARR company make GTM decisions. You work directly with Sales leadership, Finance, and executives to create forecasts they trust, design territory and commission plans, and produce board-level reporting. This isn't a typical Rev Ops analyst role—you're expected to drive strategy, not just report on what happened.

Role Snapshot

Company Context

Stage: Growth stage, post-$100M ARR milestone

Size: 389 employees

Growth: Actively scaling GTM operations, hiring for strategic roles

Market Position: Leading platform for managing Microsoft Azure Virtual Desktop and Windows 365 environments. Serves both direct enterprise customers and managed service providers (MSPs) who manage endpoints for clients.

GTM Reality

Pipeline Sources:

• Direct B2B enterprise sales (IT departments managing their own Microsoft cloud environments)
• MSP partner channel (service providers who manage environments for multiple clients)
• Likely some inbound from Microsoft co-sell motion and product-led discovery

Sales Structure: Supporting both direct AE team and partner sales motions

Your Stakeholders: VP Sales, CFO, CRO, regional sales leaders, Finance team

Competitive Landscape

Main Competitors: Other Azure Virtual Desktop management platforms, native Microsoft tooling, custom-built solutions

How They Differentiate: Simplifies complex Microsoft environments (AVD, Windows 365, Intune) with automation, cost optimization, and faster deployment

Common Challenges: Selling into Microsoft-native IT teams who may think they can manage this themselves; proving ROI on management layer

Win Themes: Time savings for IT teams, automated cost management for Azure spend, faster deployment than building in-house

What You'll Actually Do

Time Breakdown

Forecasting & Planning (35%) | Strategic Projects (30%) | Reporting & Analysis (20%) | Stakeholder Meetings (15%)

Key Activities

• Build and maintain revenue forecasts: You own the weekly/monthly forecast process—collecting pipeline data, analyzing conversion trends, pressure-testing commitments from sales leaders, and presenting a consolidated view to Finance and executives. When the forecast is off, you're accountable for understanding why.

• Design GTM segmentation and territory planning: You analyze which customer segments and verticals are converting best, recommend how to split territories, and model out capacity planning (how many reps needed to hit growth targets). This involves pulling data from Salesforce, analyzing pipeline velocity by segment, and working with Sales leadership to implement changes.

• Own commission plan design and financial modeling: You build and maintain commission structures, model different comp plan scenarios, calculate ROI on GTM investments, and support annual budgeting. This means Excel/spreadsheet work, collaborating with Finance on accounting rules, and explaining trade-offs to leadership.

• Produce board-level reporting: You create decks and analysis for quarterly board meetings—revenue performance, pipeline health, cohort analysis, key metrics trends. This needs to be executive-ready: clear insights, not just data dumps.

• Drive process improvements and system optimization: You identify where the sales process is breaking down (data quality issues, unclear handoffs, inefficient workflows) and work with Sales Ops and the GTM team to fix it. Some of this is Salesforce configuration, some is designing new processes.

The Honest Reality

What's Hard

• You're caught between Sales and Finance: Sales wants optimistic forecasts and flexible comp plans. Finance wants conservative numbers and cost control. You're the person in the middle trying to balance both, and someone's always going to be frustrated with your answer.

• Garbage in, garbage out: Your analysis is only as good as the data in Salesforce. If reps aren't updating opportunities accurately or pipeline stages are inconsistent, you'll spend time chasing people for clean data instead of doing strategic work.

• Strategic work gets interrupted by firefighting: Leadership will ask for urgent ad-hoc analysis right when you're deep in a long-term project. Board deck due next week? Prepare for last-minute "can you also pull this data" requests that blow up your timeline.

• Proving impact is indirect: You don't close deals or ship product. Your wins are things like "forecast accuracy improved" or "new comp plan drove better behavior"—important but sometimes hard to quantify your contribution.

What Success Looks Like

• Forecast variance under 10% month-over-month—leadership trusts your numbers
• Commission plans roll out on time with minimal complaints and drive intended behaviors (more pipeline, faster closes, etc.)
• Board decks require minimal last-minute scrambling because you've built reliable reporting systems
• Sales leaders come to you proactively for data and recommendations, not just when forced to

Who You're Supporting

Primary Stakeholders:

• VP/CRO Sales (your main partner—you make their life easier with accurate forecasts and insights)
• CFO and Finance team (you bridge the gap between GTM and financial planning)
• Regional sales leaders (you help them understand their team's performance and capacity)

What They Care About:

• Sales Leadership: Accurate forecasts so they don't miss their number; territory plans that set reps up to hit quota; visibility into what's working and what's not
• Finance: Predictable revenue recognition, controllable GTM spend, models that support budgeting and investor updates
• Board/Executives: Clear story on business trajectory, confidence in the forecast, evidence that GTM investments are working

Requirements

• 3-5+ years in Revenue Operations, Sales Operations, or FP&A roles at a B2B SaaS company
• Strong Excel/Google Sheets skills—you build financial models and complex forecasts from scratch
• Experience with Salesforce reporting and analytics (bonus if you can build custom reports and dashboards)
• Proven ability to work cross-functionally with Sales and Finance—you translate between both worlds
• Comfort presenting to executives and defending your analysis when challenged
• Self-directed—you identify problems and propose solutions without waiting to be told what to work on
• Bonus: experience in the Microsoft/Azure ecosystem or understanding enterprise IT buying processes