Senior Manager, Revenue Strategy and Planning

Overview

You own revenue planning, forecasting, and strategic analysis for Docebo's GTM organization. You work with Sales, Marketing, Customer Success, Finance, and Data teams to build bottoms-up forecasts, run quarterly business reviews, analyze pipeline health, and drive strategic initiatives. You're selling learning management software to mid-market and enterprise companies across multiple industries.

Role Snapshot

Company Context

Stage: Public company (NASDAQ: DCBO)

Size: 1025 employees

Growth: Mature SaaS company with established GTM motion, likely focused on efficiency and predictable growth rather than hyper-growth

Market Position: Established player in the crowded LMS market competing against Cornerstone, 360Learning, TalentLMS, and others. They differentiate on AI features and enterprise scalability.

GTM Reality

Pipeline Sources:

• Likely 40-50% Inbound - demo requests from companies evaluating LMS platforms, content marketing, webinars
• 30-40% Outbound - SDRs targeting HR/L&D leaders at mid-market and enterprise companies
• 10-20% Expansion/Renewals - existing customer base provides upsell opportunities

SDR/AE Structure: Mature segmentation - separate SDR, AE, and AM/CSM teams by segment (SMB, mid-market, enterprise)

SE Support: Sales Engineers support enterprise deals with technical demos and POCs

Competitive Landscape

Main Competitors: Cornerstone OnDemand, SAP SuccessFactors, 360Learning, TalentLMS, Absorb LMS

How They Differentiate: AI-powered features, modern UI/UX, flexible platform that supports multiple use cases (employee training, customer education, partner enablement)

Common Objections: Price vs. simpler competitors, integration complexity, "we already have [incumbent LMS]", switching costs

Win Themes: Scalability, AI capabilities, better user experience than legacy competitors, flexibility for multiple audiences

What You'll Actually Do

Time Breakdown

Forecasting & Analysis (40%) | Strategic Projects (30%) | Planning & Ops (20%) | Meetings (10%)

Key Activities

• Weekly/Monthly Forecasting: Pull data from Salesforce, build bottoms-up forecasts by segment, compare to targets, flag risks. You're on calls with sales leaders explaining why pipeline coverage is 2.1x instead of 3x and what that means for the quarter.
• Annual/Quarterly Planning: Run the process for setting quotas, territory assignments, and headcount planning. You build the models that determine how many AEs they need to hire and where. Lots of back-and-forth with Finance on assumptions.
• Pipeline Health Analysis: Dig into conversion rates, velocity, win rates by segment/product/rep. You're the one who notices that deals are stalling in legal review 20% longer than last year and figures out why.
• Strategic Projects: Work on GTM initiatives like territory redesign, new market entry analysis, pricing/packaging impact studies. You build the business case and track outcomes. Projects can take 2-6 months.
• Data & Reporting: Partner with Data/Analytics teams to build dashboards, automate reporting, and improve data quality. You're not building the dashboards yourself but defining requirements and testing.
• Cross-functional Alignment: Regular meetings with Sales, CS, Marketing, and Finance leadership. You're often the translator between what Finance wants to see and what Sales leaders can actually deliver.

The Honest Reality

What's Hard

• Forecast accuracy is impossible: Reps are optimistic, deals slip, buying committees stall. You're always explaining why the forecast changed and defending your methodology to skeptical executives.
• Politics and competing priorities: Sales wants easier quotas, Finance wants conservative forecasts, Marketing wants credit for pipeline. You're in the middle negotiating trade-offs and pushing back on unrealistic expectations.
• Data quality issues: CRM data is messy. Reps don't update stages consistently. You spend time cleaning data and explaining why the report doesn't match what someone expected.
• Long project timelines: Strategic initiatives move slowly through approval processes. You'll build a detailed territory redesign plan that gets shelved because of a hiring freeze.
• Always on: Month-end, quarter-end, and planning cycles mean intense work sprints. You're pulling forecast reports at 5pm on the last day of the quarter.

What Success Looks Like

• Forecasts within 5-10% of actuals quarter over quarter
• Annual planning process runs smoothly with buy-in from all stakeholders
• Strategic projects ship on time and deliver measurable impact (e.g., territory redesign increases productivity by 15%)
• Sales leaders trust your analysis and actually use the dashboards you help create
• You get pulled into exec-level strategy conversations because your insights are valuable

Who You're Working With

Direct Stakeholders:

• VP of Revenue Operations (your boss)
• CRO and Sales VPs (you support their planning and forecasting needs)
• CFO/Finance team (you align on revenue recognition, forecasting methodology)
• Marketing Ops/Analytics teams (you partner on pipeline analysis)
• Sales Ops and CS Ops peers (you coordinate on process and tools)

What They Care About:

• Sales Leaders: Accurate pipeline visibility, fair quota setting, insights that help them coach reps
• Finance: Predictable forecasts, variance explanations, data that supports board reporting
• Exec Team: Strategic recommendations backed by data, clarity on whether they'll hit the number

Requirements

• 5-7+ years in B2B SaaS revenue operations, FP&A, or strategy roles
• Deep experience with revenue forecasting, quota planning, and GTM analytics
• Strong SQL/Excel skills and comfort working with large datasets
• Experience with BI tools (Tableau, Looker, Power BI) and CRM analytics (Salesforce preferred)
• Ability to translate complex data into clear recommendations for non-technical executives
• Track record of driving cross-functional strategic projects from concept to execution
• Comfortable with ambiguity and changing priorities in a fast-paced environment