Business Systems Analyst, GTM Systems

Overview

You sit between Fleetio's GTM teams (Sales, Marketing, Customer Success) and the technical execution of their system needs. Most of your time is spent in requirements sessions, translating what Sales wants into what can actually be built, managing a backlog of competing priorities, and shepherding changes through to adoption. You're working primarily in the Salesforce ecosystem plus adjacent tools.

Role Snapshot

Company Context

Stage: Growth stage (458 employees, mature product)

Size: 458 employees

Growth: Actively building out RevOps infrastructure under a leader focused on "Intelligent GTM System Design"

Market Position: Established player in fleet management software - selling to operations/fleet managers at companies with vehicle fleets

GTM Reality

The Systems You'll Touch:

• Salesforce (core CRM - likely Sales Cloud, possibly Service Cloud for CS)
• Marketing automation (probably Marketo, Pardot, or HubSpot)
• Sales engagement tools (Outreach, SalesLoft, or similar)
• Data tools, reporting/BI platforms, integration middleware

Who Relies On You:

• AEs who want better pipeline visibility or automation
• Marketing ops wanting attribution tracking
• CS team needing better renewal/expansion workflows
• Sales leadership wanting dashboards and forecasting improvements

Reporting Structure: You report to Mike Cooper ("GTM System Design" role), likely within a broader RevOps or IT function

What You'll Actually Do

Time Breakdown

Requirements Gathering (30%) | Backlog Management (25%) | Project Coordination (25%) | Documentation/UAT (20%)

Key Activities

• Requirements Sessions: You run 3-5 meetings per week with stakeholders who want system changes. A sales manager wants deal stage automation. Marketing wants lead scoring tweaks. CS wants renewal alerts. Your job is to dig into what they actually need vs. what they're asking for, document it clearly, and figure out feasibility.

• Backlog Prioritization: You maintain a running list of 30-50 requests at various stages. Everything is "urgent." You work with leadership to stack rank what gets built next based on impact, effort, and dependencies. You're constantly saying "not yet" to people.

• Coordination: You don't build the solutions yourself - you work with Salesforce admins, developers, or consultants who do the technical work. You write tickets, review their work, make sure it actually solves the business problem, and manage timelines. Lots of status updates and chase-downs.

• Adoption Support: After a new workflow or automation launches, you create documentation, run training sessions, and handle the "why did this change?" questions. You track adoption metrics to see if people actually use what was built.

The Honest Reality

What's Hard

• Competing Priorities: Sales wants faster lead routing. Marketing wants better attribution. CS wants streamlined renewals. Everyone thinks their request should be next. You're the referee with limited capacity.

• Ambiguous Requirements: People often don't know what they want until you build it. You'll spend 30 minutes in a meeting, document it, send it back, and they'll say "oh no, not like that." Lots of iteration and clarification.

• Technical Constraints: What stakeholders want isn't always possible (or affordable) in Salesforce. You're constantly managing expectations about what can be done natively vs. what requires custom dev vs. what requires a new tool entirely.

• Change Management: GTM teams resist process changes. You build something that objectively improves their workflow, but they don't want to adopt it because it's different. You don't have direct authority over them.

What Success Looks Like

• You clear 8-12 backlog items per quarter that materially improve GTM team efficiency
• Adoption rate of new processes/automations hits 80%+ within 30 days of launch
• Stakeholder satisfaction scores remain high even when you're saying "no" or "not yet"
• You reduce manual work or admin time for GTM teams by measurable hours per week

Who You're Working With

Internal Stakeholders:

• Sales leadership (VPs, Directors) - want pipeline visibility, forecasting accuracy
• AEs and SDRs - want less admin work, better lead routing, easier workflows
• Marketing ops - want attribution, campaign tracking, lead lifecycle management
• CS managers - want renewal tracking, health scores, expansion workflows
• Salesforce admin(s)/developers - the people who actually implement your requirements

What They Care About:

• Making their jobs easier (less clicking, better automation)
• Having data they can trust for forecasting and reporting
• Not having to relearn their tools every quarter
• Getting their requests prioritized over other teams' requests

Requirements

• 2-4 years in business systems, Salesforce admin, or RevOps analyst roles
• Hands-on Salesforce experience - you need to understand what's possible in the platform
• Experience gathering requirements from non-technical stakeholders and translating to technical specs
• Strong project management skills - you're juggling multiple requests at different stages
• Comfortable saying no and explaining trade-offs
• Experience with UAT, documentation, and change management
• Bonus: familiarity with marketing automation, sales engagement tools, or BI platforms