Senior Manager of Revenue Operations

Overview

You run revenue operations for Cerby, a cybersecurity platform that manages access for non-SSO apps. You report directly to the CRO (Nish) and own the full RevOps function - systems, data, forecasting, comp plans, territory design, and enablement. This isn't a Salesforce admin role; you're setting GTM strategy and making the revenue engine more efficient.

Role Snapshot

Company Context

Stage: Growth stage (149 employees, CFOO mentions $300M+ raised in his headline suggests well-funded)

Size: 149 employees

Growth: Actively hiring sales roles, poster says RevOps hire matters more than next AE - signals they're shifting from sales-led to ops-led scaling

Market Position: Niche category in identity/access management - solving for apps that don't support SAML/SCIM (think social media accounts, shared credentials, legacy tools)

GTM Reality

Current State:

• At 149 people, probably 30-50 in go-to-market roles
• Likely selling to mid-market and enterprise IT/security teams
• Product requires some education (not everyone knows they have a "non-SSO app problem")
• Competing against manual processes, spreadsheets, and traditional IAM tools that don't solve this specific gap

Your Job:

• You're coming in to professionalize the revenue engine as they scale
• Probably dealing with messy data, inconsistent processes, and systems held together with duct tape
• Sales team wants better territories and comp plans; CS wants clearer expansion playbooks; leadership wants accurate forecasts

What You'll Actually Do

Time Breakdown

Systems & Data (30%) | Strategic Projects (30%) | Reporting & Analysis (20%) | Meetings (20%)

Key Activities

• Systems architecture: You own Salesforce, integrations, and the entire tech stack. This means vendor management, roadmap planning, and fixing broken workflows. Expect to spend time cleaning up data and rebuilding reports that don't actually tell you what's happening.

• Forecasting and planning: You run weekly forecast calls, build territory and quota models, and pressure-test pipeline coverage. When a rep says their deal is "90% likely to close," you're the one who translates that into an actual forecast number for the exec team.

• Process design: You build and document sales processes - what happens at each stage, what fields are required, when deals move forward. Then you enforce it, which means chasing reps to update Salesforce and explaining why "we've always done it this way" isn't good enough.

• Comp plan administration: You design, model, and manage compensation plans for the sales org. This includes building calculators, explaining why someone's commission is what it is, and dealing with disputes when numbers don't match expectations.

• Analytics and insights: You analyze win/loss rates, sales cycle trends, conversion metrics, and rep productivity. You're trying to find patterns - which segments convert best, where deals stall, which reps are actually good vs just got lucky with territories.

• Cross-functional projects: You work with Finance on bookings vs billings reconciliation, with Product on usage data integration, with Marketing on attribution models. Lots of Zoom calls explaining why the data doesn't say what they think it says.

The Honest Reality

What's Hard

• You're the blocker: Everyone needs something from you - reps want reports, managers want dashboards, execs want forecasts, Finance wants reconciliation. You can't make everyone happy, and you'll be the reason someone's initiative is delayed.

• Messy data: At this stage, data is probably inconsistent. Fields aren't filled out properly, stages don't reflect reality, closed dates keep slipping. You'll spend a lot of time cleaning up messes and trying to enforce data hygiene that reps don't care about.

• Change management: You'll propose better processes and get pushback from reps who don't want to change. "This is how we've always done it" and "that'll slow me down" are things you'll hear constantly. Some of your initiatives will fail because you can't get adoption.

• Competing priorities: The exec team wants 100 things. Sales wants different territories. CS wants a new comp plan. Marketing wants attribution. You have to triage and say no a lot, which makes you unpopular.

• Player-coach tension: You're supposed to be strategic but you're also the one fixing broken Salesforce workflows at 8pm because a rep can't create an opportunity. Hard to be visionary when you're constantly firefighting.

What Success Looks Like

• Forecast accuracy improves: You get within 10% of the quarterly number consistently, and execs stop being surprised by how the quarter closed.

• Sales cycle visibility: You can tell leadership exactly where deals are stalling and why, with data to back it up. "We lose deals in legal" stops being a guess and becomes a proven bottleneck you can actually fix.

• Rep productivity increases: Time-to-first-deal for new reps decreases. Average deal size goes up. Reps spend more time selling and less time fighting with systems.

• Clean data: Salesforce becomes a source of truth. Reports don't need 17 caveats. When someone asks "how many deals closed last month," there's one answer, not three different numbers depending on who you ask.

Who You'll Work With

Primary Stakeholders:

• CRO (your boss) - wants accurate forecasts, strategic insights, and for you to make the team more efficient
• AE team - wants better territories, clearer comp plans, and fewer administrative burdens
• Sales leadership - wants dashboards, pipeline reviews, and help coaching their teams
• CFO - wants bookings/billings reconciliation and help with board metrics
• CS leadership - wants expansion analytics and help designing usage-based health scores

What They'll Demand:

• Sales reps: "Fix Salesforce, it's broken" and "Can you pull this report by EOD?"
• Sales managers: "I need a dashboard showing..." and "Why is my forecast different from my reps' forecasts?"
• Exec team: "What's our pipeline coverage?" and "Model out what happens if we change territories"
• Finance: "These numbers don't reconcile" and "We need accrual reports for the audit"

Requirements

• 5-7+ years in revenue operations, sales operations, or similar analytical GTM roles
• Deep Salesforce expertise - not just reporting, but architecture, automation, and data modeling
• Experience building forecasting models and running forecast processes at a B2B company
• Track record of designing and implementing sales processes that actually get adopted
• Strong analytical skills - SQL is a plus, Excel/Sheets mastery is required
• Experience with modern sales tech stack (Outreach/Salesloft, Gong, ZoomInfo, etc.)
• Ability to influence without authority - you'll need to get sales reps and managers to change behavior
• Comfortable with ambiguity and building from scratch (this is a player-coach role, not managing a big team)
• Cybersecurity or technical product sales experience is helpful but not required