Director of Enterprise Revenue Operations

Overview

You'll own enterprise GTM operations end-to-end at Clio—a legal tech company that just raised $900M and is now scaling into larger law firms after years of focusing on small firms. You'll build the operational infrastructure (forecasting, comp, systems, enablement) for the enterprise sales and CS teams, working directly with the SVP of Enterprise. This is a builder role, not optimizing an existing machine.

Role Snapshot

Company Context

Stage: Late-stage (Series F, $900M raised)

Size: ~2,400 employees

Growth: Scaling enterprise segment after years of SMB/mid-market focus

Market Position: Leader in legal practice management software, now moving upmarket

What They Sell: Legal practice management platform (billing, case management, client intake, document automation) to law firms. Think of it as the operating system for running a law practice. They've owned the solo practitioner and small firm market, now going after firms with 50+ attorneys.

GTM Reality

The Shift: Clio built a successful SMB motion (likely inbound-heavy with shorter sales cycles). Enterprise is different—longer cycles, more stakeholders, bigger deals, different buyer personas. You're building the playbook for this.

What That Means for You:

• The enterprise team is probably small and newer (maybe 10-20 AEs/CSMs)
• Processes aren't standardized yet
• There's no "this is how we've always done it" for enterprise
• You'll be defining what good looks like

Cross-Functional Chaos: The SMB ops team has their systems and processes. You need to build parallel infrastructure for enterprise without breaking what works for the core business. Lots of "can we just use the existing Salesforce instance?" conversations.

What You'll Actually Do

Time Breakdown

Systems/Process Building (30%) | Planning/Forecasting (25%) | 
Cross-functional Meetings (20%) | Comp/Territories (15%) | Ad-hoc Fires (10%)

Key Activities

• Building the Operating Cadence: You're setting up the weekly/monthly/quarterly rhythms—pipeline reviews, forecast calls, QBRs. Right now they probably don't have a standardized enterprise forecast model. You'll build it, then spend weeks training people to actually use it.

• Comp Plan Design: Enterprise comp is different than SMB. You're designing new quota models, accelerators, SPIFs. This means endless spreadsheets modeling different scenarios, then negotiating with finance on budget, then dealing with reps who don't like the new plan.

• Territory Planning: Deciding how to carve up the enterprise market. Geographic? Vertical? Firm size? You'll spend Q4 every year in territory planning hell, trying to keep everyone happy while optimizing for coverage.

• System Configuration: Clio's Salesforce probably wasn't set up for enterprise deals. You're building new stages, fields, automations. Lots of time with Salesforce admins, arguing about custom objects and whether you need a separate CPQ instance.

• Enablement Infrastructure: The enterprise team needs different training than SMB reps. You're building onboarding plans, creating pitch decks, running win/loss analysis. You're not delivering all the training yourself, but you're responsible for the function existing.

• Cross-Functional Translation: Sales wants one thing, CS wants another, finance wants something else, and the product team just launched a feature no one asked for. You're in constant meetings aligning everyone, often saying "no" or "not yet."

The Honest Reality

What's Hard

• Building vs. Firefighting: You're supposed to be building strategic systems, but you'll spend half your time on urgent requests. "Can you pull these 10 accounts into a report by EOD?" "Why did this comp payout look wrong?" "We need territory assignments by Monday." Strategic work happens on nights and weekends.

• No Playbook: There's no enterprise ops playbook to copy. You're making decisions without data because the data doesn't exist yet. You'll get things wrong, have to rebuild them, and deal with people saying "I told you so."

• Politics: You're the person who decides territories, quotas, and comp. Everyone has opinions. The top rep who's been there 5 years thinks they should get the best accounts. The SVP wants aggressive quotas to impress the board. Finance wants conservative targets. You're in the middle.

• SMB vs Enterprise Tension: The existing ops team built systems for SMB that work great. Now you need different systems for enterprise, which means budget, headcount, vendor contracts. You'll hear "why can't enterprise just use what we have?" constantly.

• Slow Progress: You want to implement best practices, but everything takes 3x longer than you think. Getting a new field added to Salesforce requires 5 approvals and 3 sprints. Changing the comp plan takes 8 weeks of modeling and negotiation.

What Success Looks Like

• Predictable Forecasting: Six months in, the enterprise team has a weekly forecast process that's within 15% accuracy. The SVP stops being surprised by pipeline gaps.

• Clean Pipeline Hygiene: Reps actually update Salesforce correctly. You can trust the data. Close dates aren't all end-of-quarter. Stages match reality.

• Comp Plan Stability: Year 2 comp plan rollout is smooth. No mass confusion, no emergency fixes in February, reps understand how they're paid.

• Enablement Velocity: New enterprise AEs ramp in 4-5 months instead of 8. Win rate trends up quarter over quarter. Reps have the content and training they need.

Who You're Supporting

Direct Partners:

• SVP of Enterprise: Your main stakeholder. Wants predictable revenue, scalable processes, happy reps. Will give you scope but also expect fast results.
• Enterprise AE Team: Probably 10-20 reps selling $100K-500K deals. They want simple systems, fair comp, and good accounts. They'll resist process that slows them down.
• Enterprise CSMs: Managing larger accounts with more complexity. Need better renewal tracking, expansion playbooks, and executive engagement strategies.

What They Care About:

• SVP: Board-ready metrics, forecast accuracy, efficiency improvements, team morale
• AEs: Fair territories, achievable quotas, tools that help them sell faster
• CSMs: Clear success metrics, renewal/expansion visibility, account health monitoring
• Finance: Budget predictability, accurate commission calculations, clean revenue recognition

Requirements

• 8+ years in revenue operations, with at least 3-4 years specifically in enterprise GTM ops (not just SMB ops scaled up)
• Track record building ops infrastructure from scratch or early stage—you've set up forecasting models, designed comp plans, built territories for a new segment
• Deep Salesforce expertise—you can design objects, workflows, and reports yourself, not just tell an admin what you want
• Experience across the full revenue org (Sales, CS, Enablement)—not just sales ops
• Worked at a company going upmarket or building an enterprise motion—you understand how enterprise GTM is structurally different
• Comfortable with ambiguity and building without perfect information
• Strong cross-functional influence skills—you'll have responsibility without full authority
• Bonus: Legal tech or professional services software experience (selling to law firms, accounting firms, consultancies)
• Bonus: Scaled through a major funding event (Series C+) where GTM complexity increased significantly

Real Talk

This role is for someone who gets energized by building, not optimizing. If you want to inherit a well-oiled machine and make it 10% better, this isn't it. If you want to build the machine from scratch, deal with the chaos, and see direct impact from your work, this could be great.

You'll have scope and executive visibility, but you'll also have to justify every headcount request and build credibility from zero. The SVP needs this to work—Clio just raised $900M and investors will want to see enterprise revenue growth. That means resources, but also pressure.

The win is being the person who built Clio's enterprise GTM engine. The grind is doing it while the SMB business is still running and people keep asking why enterprise needs to be different.