Revenue Operations Manager

Overview

You'll manage pipeline operations for Tines' US market, sitting between marketing, sales development, and product-led growth teams. You report to Phil O'Doherty and work closely with the VP of Growth. Your job is making sure leads flow correctly through systems, data is clean enough to make decisions on, and the GTM teams have the processes and reporting they need to hit their numbers.

Role Snapshot

Company Context

Stage: Growth stage (539 employees, actively scaling)

Size: 539 employees

Growth: Hiring a RevOps manager suggests they're past early-stage chaos and need systems to scale. Multiple GTM motions (marketing, SDR, PLG) means complexity is increasing.

Market Position: Playing in workflow automation/AI integration - competitive space with established players and newer entrants. Technical product requires buyer education.

GTM Reality

Pipeline Sources:

• Marketing-generated inbound (MQLs from content, events, paid)
• SDR-sourced outbound pipeline
• Product-led growth motion (free trial or freemium signups converting)
• Likely some partner/ecosystem plays given their "connects to any API" positioning

Go-to-Market Complexity:

• Multi-threaded: Different buyer personas (security teams, IT ops, engineering)
• Technical product means longer education cycles
• PLG + sales-assisted hybrid creates handoff complexity
• Enterprise deals likely involve multiple stakeholders and use cases

Your Challenge: Making three different pipeline sources (marketing, SDR, PLG) work together without duplicate records, confused ownership, or leads falling through cracks.

What You'll Actually Do

Time Breakdown

Systems/Process Work (40%) | Team Management (30%) | Stakeholder Meetings (20%) | Firefighting (10%)

Key Activities

• Lead Routing & Assignment: You build and maintain the logic for how leads get assigned to SDRs or AEs. This means Salesforce flows, territory rules, round-robin logic, and handling edge cases when someone's OOO or a VIP lead comes in. You'll spend hours debugging why leads aren't routing correctly.

• Conversion Analysis: You pull reports showing where leads are dropping off - marketing to SDR, SDR to AE, opportunity to close. You slice by source, persona, product use case. Then you meet with GTM leaders to discuss what's broken and what to test. Most insights get nodded at but not acted on immediately.

• Process Design: When marketing launches a new campaign type or sales wants to test a new qualification framework, you design the operational process. What fields get filled out? Who does what? What's the SLA? You document it, build it in Salesforce, train people on it, then troubleshoot when they don't follow it.

• Team Management: You manage 2-4 analysts or ops coordinators. They handle day-to-day data cleanup, list uploads, campaign setup, and reporting. You review their work, help them prioritize, and deal with their frustrations when sales or marketing makes last-minute requests.

• PLG-to-Sales Handoff: You build the system for when a product user is "ready" to talk to sales. What signals trigger assignment? How do you prevent spam or low-intent users from clogging up sales calendars? This is messy because product teams and sales teams have different definitions of "qualified."

• Stakeholder Meetings: You sit in weekly pipeline reviews with sales, marketing syncs, and SDR 1:1s with leadership. You present data, explain why numbers are up or down, and get peppered with questions about data discrepancies that you'll need to investigate later.

• Data Cleanup: Despite everyone's best intentions, data gets messy. Duplicate accounts, wrong lead sources, missing fields, incorrect stages. You'll spend more time than you'd like cleaning up messes or building automation to prevent them.

The Honest Reality

What's Hard

• Competing Priorities: Marketing wants their MQLs credited properly. SDRs want more inbound leads. AEs want better lead quality. PLG team wants autonomy. You're constantly balancing requests and saying no to some people.

• Technical Product Complexity: Tines sells workflow automation to technical buyers across security, IT, and engineering. This means varied use cases, different buying processes, and no one-size-fits-all pipeline model. You'll need to understand enough about the product to design sensible operations.

• Multi-Channel Attribution: When someone downloads a whitepaper, signs up for a trial, and then gets cold-called by an SDR, who gets credit? You'll spend significant time on attribution logic that never makes everyone happy.

• System Limitations: You'll want to build things that your current tech stack can't easily support. You'll need workarounds, or you'll need to make a business case for new tools - which means ROI math and getting budget approved.

• Scale Growing Pains: At 539 people and adding a RevOps manager, they're likely hitting the point where old processes break. You'll inherit technical debt in the CRM and need to fix it while keeping the GTM motion running.

• Manager + IC Hybrid: You manage a small team but you're still hands-on in Salesforce building reports, flows, and dashboards. It's not pure management - you're doing IC work 40-50% of the time.

What Success Looks Like

• Lead response times improve (SDRs touching inbound leads within X hours)
• Conversion rates stabilize or increase at key funnel stages
• GTM teams stop complaining about missing leads or incorrect assignments
• Your pipeline dashboards get used in weekly meetings without questions about data accuracy
• You ship process improvements quarterly that measurably impact pipeline velocity or conversion
• Your team doesn't burn out from constant firefighting - you've automated enough to have breathing room

Who You Work With

Internal Partners:

• Phil O'Doherty (your manager): Owns the ops team, cares about pipeline predictability and GTM efficiency
• VP of Growth (Liam Keenan, the poster): Cares about scaling the GTM motion, hitting growth targets, and making sure marketing/sales/PLG work together
• Marketing Ops: You'll partner on campaign operations, lead scoring, attribution
• SDR Leadership: They want more leads and better data to coach their team
• Sales Leadership: They care about pipeline coverage, forecast accuracy, and deal velocity
• Product/PLG Team: They generate product-qualified leads you need to route to sales

What They Care About:

• Clean, trustworthy data they can use to make decisions
• Fast lead response and no leads slipping through cracks
• Clear processes so reps know what to do
• Visibility into what's working and what's not in the funnel
• Not having to manually fix data problems themselves

Requirements

• 8+ years in marketing ops, sales ops, or revenue ops (they want someone who's seen scale before)
• 3+ years managing teams (you'll have direct reports and need to develop them)
• Deep Salesforce or similar CRM expertise - you need to build complex flows, assignment rules, and reporting
• Marketing automation platform experience (Marketo, HubSpot, Pardot) for managing the marketing-to-sales handoff
• Comfortable with data: SQL, reporting tools, spreadsheet modeling
• Experience with PLG or product analytics tools (Pendo, Amplitude, Mixpanel) is a plus given their PLG motion
• Ability to communicate with technical and non-technical stakeholders - you'll talk to engineers and executives
• High tolerance for ambiguity - you'll need to design processes where none exist
• Proven track record building scalable operations in a growth-stage company (not a 50-person startup, not a 5,000-person enterprise)