Overview
You'll work on Remote's RevOps team focused on sales GTM strategy. This means analyzing sales performance, optimizing processes, defining territory and account segmentation, building sales plays, and figuring out how to improve conversion rates across the funnel. You're working with sales leadership to translate data into actionable strategy.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Revenue Operations / Sales Strategy |
| Sales Motion | Supporting all sales motions (inbound, outbound, partner) |
| Deal Complexity | N/A (enabling sales, not carrying quota) |
| Sales Cycle | N/A |
| Deal Size | N/A |
| Quota (est.) | No quota - measured on sales productivity, win rates, pipeline health |
Company Context
Stage: Late-stage private (14,000+ employees)
Size: Large scale-up with established sales org
Growth: Competing aggressively in global employment/payroll space
Market Position: Fighting for deals against Deel, Rippling, Oyster - need sales execution excellence to win
GTM Reality
Your Focus:
- Sales process optimization: Where are deals getting stuck? What stages have low conversion?
- Territory and account planning: How to segment markets, assign accounts, balance workload
- Sales plays development: What strategies work for different buyer types or competitive situations
- Performance analysis: Which reps/segments/plays are working? Which aren't?
- Forecasting and pipeline management: Making sure sales can actually hit their numbers
- CRM and tools strategy: What systems/data do reps need to be effective
Organizational Reality:
- At 14K employees, Remote has multiple sales segments (SMB, mid-market, enterprise), different products (EOR, contractor management, payroll), and complex routing
- Sales leadership has opinions - you're providing data-driven recommendations, not dictating
- Changes to sales process affect a large team - implementation is slow and requires buy-in
Competitive Landscape
Main Competitors: Deel, Rippling, Oyster, Velocity Global
Sales Challenges:
- Reps competing on similar features - need better discovery and value selling
- Price pressure (especially from Deel)
- Complex buying committees (HR, Finance, Legal all involved)
- Long sales cycles (3-6 months for enterprise)
Your Role: Build plays and enablement that help reps win in these situations
What You'll Actually Do
Time Breakdown
Data Analysis (30%) | Strategy Development (25%) | Cross-functional Collaboration (25%) | Reporting & Documentation (20%)
Key Activities
- Pipeline Analysis: Digging into Salesforce data to understand conversion rates, velocity, deal slippage. Finding patterns in what's working and what's not.
- Process Design: Mapping out sales stages, defining entry/exit criteria, building frameworks for qualification and deal progression.
- Territory Planning: Analyzing accounts to determine segmentation, assigning territories to optimize coverage and rep productivity.
- Sales Play Development: Creating repeatable playbooks for different scenarios (competitive displacements, vertical-specific approaches, expansion motions).
- Performance Reviews: Working with sales leadership on QBRs - presenting data on team/individual performance, recommending changes.
- Tool Optimization: Figuring out if reps have the right data and systems, identifying gaps, scoping solutions.
- Cross-functional Projects: Working with marketing on lead routing, with sales enablement on training, with finance on compensation plans.
The Honest Reality
What's Hard
- Sales reps resist process changes - they want to sell their way, not follow your framework
- At this scale, bad data is everywhere - CRM hygiene is a constant battle
- You're often diagnosing problems (low win rates, long cycles) where there's no easy fix
- Sales leadership wants answers fast; good analysis takes time
- You're balancing competing priorities from different sales segments and leaders
- Proving ROI on your work is difficult - attribution is messy
- Implementation depends on sales managers actually coaching to your plays
What Success Looks Like
- Win rates improve, especially in competitive deals against Deel/Rippling
- Sales cycle length decreases by X days/weeks
- Pipeline coverage ratio improves (healthier pipeline relative to quota)
- Forecast accuracy increases - less sandbagging or over-optimism
- Sales reps actually use your plays and frameworks (adoption metrics)
- Leadership makes decisions based on your analysis and recommendations
Who You're Supporting
Internal Stakeholders:
- VP Sales and regional sales leaders
- Frontline sales managers and AEs
- Sales enablement team (your recommendations become their training)
- Marketing (lead routing, SLA alignment)
- Finance (territory planning affects comp plans)
Understanding Buyers (To Build Better Process):
- VP/Director HR or People Ops
- CFOs and finance leaders
- Heads of Talent Acquisition
- Legal/Compliance teams (especially for EOR deals)
Requirements
- Experience in RevOps, sales operations, or sales strategy at a B2B SaaS company
- Strong analytical skills - you live in Salesforce, Excel/Sheets, BI tools
- Understanding of sales processes, pipeline management, and forecasting
- HR tech or complex B2B sales experience helpful
- Ability to influence senior stakeholders with data
- Project management skills - you'll be running multiple initiatives
- Located in AMER or EMEA time zones