Revenue Operations - Sales Technology

Overview

You'll manage parts of Samsara's sales technology ecosystem and build roadmaps for seller-centric tools. This means working with sales leadership to identify productivity gaps, evaluating vendors, running pilots, and measuring whether tools actually deliver ROI. You're the bridge between what sales needs and what IT/vendors can deliver across a large, multi-segment sales org (SMB, Mid-Market, Enterprise).

Role Snapshot

Company Context

Stage: Public (IPO'd after raising $915M across 6 rounds)

Size: 5,242 employees

Growth: Dominant position in fleet management software - #1 on G2 with a 99 score vs Motive (95), Lytx (63), Geotab (50), Verizon Connect (38). Selling into transportation, construction, food & beverage, utilities, field services, public sector.

Market Position: Category leader in connected operations. Customers praise ease of use and real-time tracking. Competing against legacy providers (Geotab, Verizon Connect) and newer players (Motive, Lytx).

GTM Reality

Pipeline Sources: Samsara runs a multi-motion GTM:

• Inbound from strong marketing presence (G2 rankings drive demo requests)
• Outbound prospecting into verticals (construction companies, trucking fleets, utilities)
• PLG elements (free trials for smaller fleets)
• Channel/partner motion for certain verticals

Sales Org Structure: Large, segmented sales org with dedicated SDRs, AEs across SMB/MM/Enterprise, SEs for technical demos, CSMs for retention/expansion. You're supporting all of them with tools.

SE Support: Dedicated Sales Engineers who demo the IoT hardware + software platform

Competitive Landscape

Main Competitors: Motive (formerly KeepTruckin), Geotab, Verizon Connect, Lytx, GPS Insight

How They Differentiate: AI-powered insights, easier implementation than legacy providers (Geotab), more comprehensive platform than Motive. Strong safety focus (dash cams, driver coaching) plus operational efficiency (routing, fuel, compliance).

Common Objections:

• "We already use Geotab" (switching costs)
• Price sensitivity in commoditized fleet tracking market
• "We need custom integrations" (ERP, TMS, payroll systems)

Win Themes: User experience, faster time-to-value, better support than legacy vendors, AI features that legacy can't match

What You'll Actually Do

Time Breakdown

Vendor Management (30%) | Internal Projects (40%) | Analysis/Reporting (20%) | Strategic Planning (10%)

Key Activities

• Vendor Evaluation & Management: Sales leadership says "we need better conversation intelligence" or "our forecasting is broken." You run the RFP process - demo 5-8 vendors (Gong, Clari, Outreach, Salesloft, etc.), build business cases with ROI projections, negotiate contracts, manage renewals. You'll spend hours in vendor demos and even more time in contract negotiations with procurement.

• Tool Implementation & Adoption: You don't just buy tools, you own adoption. That means working with IT on integrations (Salesforce is definitely the CRM here), building training materials, running office hours, tracking usage dashboards. Most reps won't use new tools unless you force it - expect to chase people.

• Product Roadmap Development: Building 6-12 month roadmaps for the sales tech stack. What do we deprecate? What do we add? What workflows can we automate? You're balancing requests from SDR managers ("we need better email tracking"), AE leaders ("deal desk takes too long"), SEs ("our demo environment is clunky"), and CSMs ("we can't see product usage data").

• ROI Measurement & Reporting: Proving that the $2M/year you spend on sales tools actually works. You'll build dashboards showing: Did Gong increase win rates? Did the new dialer improve SDR connect rates? Did the sales engagement platform shorten sales cycles? Half the time the answer is "we can't tell because data is messy" and you have to figure out how to clean it up.

• Cross-functional Coordination: Endless meetings with sales leaders, IT, security, finance, procurement. IT won't prioritize your Salesforce integration. Security blocks the tool you just bought. Finance questions the ROI. You're constantly negotiating timelines and managing expectations.

The Honest Reality

What's Hard

• Vendor Overload: The sales tech landscape is overwhelming. 50+ vendors in every category, all claiming they'll "10x your pipeline." Most deliver incremental improvements at best. You'll spend a lot of time in demos that go nowhere.

• Adoption is Brutal: Reps resist new tools. They're comfortable with their spreadsheets. You'll launch a tool, see 30% adoption in month 1, then watch it drop to 15% by month 3 unless you constantly push. Leadership will blame you if tools don't get used.

• Data Integration Hell: Every tool promises "seamless Salesforce integration." Reality: you'll spend weeks working with IT to map fields, clean data, fix sync errors. Something always breaks. You'll get Slack messages at 9pm saying "the dialer isn't logging calls."

• ROI is Hard to Prove: Did win rates improve because of the new tool, or because we hired better reps? Did sales cycles shorten because of automation, or because we moved upmarket? Attribution is messy. Executives will question every renewal.

• Stakeholder Management: Sales leaders want features yesterday. IT has a 6-month backlog. Finance wants to cut costs. Security wants to lock everything down. You're in the middle trying to make everyone happy (you won't).

What Success Looks Like

• Measurable Productivity Gains: You implement a tool that demonstrably increases meetings booked per SDR from 10/week to 13/week. Or shortens time spent on manual data entry by 5 hours/week per AE.

• High Adoption Rates: 80%+ of target users actively using the tools you deploy within 90 days. Clean data in Salesforce because the integrations you built actually work.

• Cost Savings: You consolidate 3 overlapping tools into 1, saving $400K/year while maintaining functionality. Or you renegotiate a key vendor contract and save 20%.

• Trusted Advisor Status: Sales VPs come to you first when they have a problem. "Our reps are spending too much time on admin" - they trust you to diagnose and fix it, not just throw a tool at it.

Who You're Working With

Primary Stakeholders:

• VP/Directors of Sales (SMB, MM, Enterprise segments)
• Sales Enablement team
• IT/Systems teams
• Finance/Procurement
• Individual reps (SDRs, AEs, SEs, CSMs) - end users

What They Care About:

• Sales Leaders: Tools that help reps hit quota without adding complexity. They want dashboards that give them visibility into pipeline health and rep activity.
• Reps: Tools that save them time and make money easier to earn. They'll revolt if you add something clunky that slows them down.
• IT: Security, compliance, integrations that don't break, clear documentation. They hate being surprised by new vendor requests.
• Finance: Provable ROI, cost control, avoiding vendor sprawl, negotiating favorable contract terms.

Requirements

• 5+ years in revenue operations, sales operations, or sales technology roles at a B2B SaaS or tech company
• Deep knowledge of the sales tech stack: CRM (Salesforce), sales engagement (Outreach/Salesloft), conversation intelligence (Gong/Chorus), CPQ/deal desk, forecasting tools, enablement platforms
• Experience building business cases and measuring ROI on technology investments - you need to speak finance language
• Technical enough to understand APIs, webhooks, data mapping, and troubleshoot integration issues (you won't code, but you need to talk to IT)
• Strong project management - you'll be running 5-10 concurrent initiatives across a large org
• Ability to say no to bad ideas from senior stakeholders (diplomatically)
• Proven track record of driving tool adoption, not just buying software
• Experience at scale - ideally supporting a sales org of 500+ people across multiple segments/geos