Senior RevOps Manager

Overview

You'll build and own revenue operations for beqom, an HR SaaS company that sells compensation management and pay equity software to enterprises. You'll be implementing systems, creating forecasting models, defining sales processes, and serving as the data bridge between sales leadership and reps. This is a build-it-from-scratch role—they're just now creating a RevOps function.

Role Snapshot

Company Context

Stage: Growth stage (232 employees, 40+ S&P 500 customers, now building out RevOps)

Size: 232 employees

Growth: Actively building out revenue functions—hiring two RevOps roles simultaneously signals they're investing in scale

Market Position: Established player in compensation management with notable enterprise logos, competing in a space with players like Lattice, Workday, and specialized comp tools

GTM Reality

Pipeline Sources:

• Likely inbound-heavy from brand reputation (40+ S&P 500 customers)
• Some outbound to similar enterprise accounts
• Strong emphasis on existing customer expansion given HR software buying patterns

SDR/AE Structure: Unknown, but at 232 employees likely has dedicated SDRs feeding AEs

SE Support: Likely has sales engineers given technical implementation of compensation systems

Competitive Landscape

Main Competitors: Workday (compensation module), Lattice, 15Five, specialized comp tools, internal spreadsheet processes

How They Differentiate: Focus on pay equity and AI-powered compensation intelligence, built specifically for compensation vs general HR platforms

Common Objections: "We already have compensation in our HRIS," integration complexity, change management with HR teams

Win Themes: Pay equity compliance pressure, better data than spreadsheets, purpose-built vs bolted-on module

What You'll Actually Do

Time Breakdown

Systems & Data (40%) | Sales Process & Enablement (35%) | Forecasting & Analysis (25%)

Key Activities

• CRM hygiene and automation: Building out Salesforce workflows, making sure reps log activities consistently, creating dashboards that leadership actually uses. You'll spend a lot of time cleaning data and building reports.
• Forecasting and pipeline reviews: Creating weekly/monthly forecast models, running pipeline review meetings, identifying deals that are slipping. You'll be the person asking reps the uncomfortable questions about deal status.
• Sales process definition: Documenting what actually happens in the sales cycle, identifying bottlenecks (like legal reviews or security questionnaires), creating stage exit criteria that reps will ignore until you enforce them.
• Territory planning and quota setting: Analyzing historical data to set quotas, carving territories, making the math work when leadership wants aggressive targets. You'll be in Excel building models and negotiating with sales leadership.
• Tool stack management: Evaluating and implementing sales tools (prospecting, engagement, analytics), getting sales to actually use them, owning vendor relationships.
• Cross-functional coordination: Being the bridge between sales, marketing, finance, and CS. You'll spend time in meetings aligning on definitions (what's an MQL? when is a deal "closed-won"?).

The Honest Reality

What's Hard

• Building from scratch with limited resources: They're just creating this function, so you won't have established processes or historical data. You'll be making decisions without perfect information.
• Sales reps won't follow process initially: Getting reps to log activities, update stages, and follow new workflows is like herding cats. You need to balance being the data cop with being helpful.
• Competing priorities: Sales leadership wants aggressive growth numbers. Finance wants conservative forecasts. Marketing wants credit for pipeline. You're in the middle trying to find truth.
• System limitations: You'll hit walls with what Salesforce or other tools can do. Workarounds and manual processes will be necessary until you can build or buy better solutions.
• Firefighting vs strategic work: Broken dashboards and urgent forecast questions will eat into time you wanted for strategic projects.

What Success Looks Like

• Forecast accuracy within 10-15% of actuals quarter over quarter
• Sales leadership can see pipeline health and risks in real-time without asking you
• Deal cycle time decreases as you identify and remove bottlenecks
• Sales team adoption of CRM and processes hits 80%+ compliance
• You've automated reporting that used to take hours of manual work

Who You're Working With

Direct Stakeholders:

• Head of Sales (your primary partner—they want visibility and predictability)
• Sales reps and managers (your "customers"—they want tools that help them sell, not admin burden)
• Finance (they want accurate forecasts and revenue recognition clarity)
• Marketing (alignment on lead quality and attribution)
• CS leadership (retention and expansion metrics)

What They Care About:

• Sales: "Make my life easier, not harder. Give me tools that help me sell."
• Leadership: "Can I trust this forecast? Where are the risks? What's our pipeline coverage?"
• Finance: "When will revenue hit? How confident are we? What's our retention rate?"

Requirements

• 5+ years in revenue operations, sales operations, or similar analytical role in B2B SaaS
• Strong Salesforce admin skills (you'll be building reports, workflows, and customizations)
• Excel/Google Sheets power user (pivot tables, VLOOKUPs, modeling)
• Experience building forecasting models and running pipeline reviews
• Ability to balance being data-driven with pragmatic (perfect data doesn't exist)
• Comfortable challenging sales leaders with data when forecasts don't match reality
• Experience in enterprise B2B sales environment (ideally HR tech or similar)
• Self-starter who can build processes from scratch without a playbook