Overview
You're the RevOps support for the State and Local sales team at Peregrine, which sells data unification software to law enforcement, 911 centers, emergency management, and fire departments. You build the systems and reports that help AEs track deals through long government sales cycles, and you work with the VP of GTM Ops to forecast revenue and optimize the sales process.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Revenue Operations - Segment-Focused |
| Sales Motion | Enabling outbound-heavy enterprise sales |
| Deal Complexity | Enterprise/Strategic (government procurement) |
| Sales Cycle | 6-18 months (government RFPs and budget cycles) |
| Deal Size | Likely $100K-$500K+ ACV (multi-year contracts) |
| Quota (est.) | No quota - measured on forecast accuracy, pipeline health, process efficiency |
Company Context
Stage: Series B/C (430 employees suggests well-funded growth stage)
Size: 430 employees
Growth: Actively hiring across GTM operations, expanding market presence in public safety
Market Position: Category challenger in public safety data infrastructure - competing against legacy systems and manual processes more than modern SaaS competitors
GTM Reality
Pipeline Sources:
- 80% Outbound - State and Local deals rarely come inbound. AEs are working RFPs, conferences, existing agency relationships
- 15% Referrals - word-of-mouth between agencies is important in this market
- 5% Inbound - occasional inquiries from agencies researching solutions
SDR/AE Structure: Likely dedicated AEs with some SDR support, but State/Local is mostly AE-driven relationship selling
SE Support: Almost certainly have Solutions Engineers given the technical complexity of data unification demos
Competitive Landscape
Main Competitors: Legacy records management systems (RMS), custom-built integrations, manual data sharing processes, incumbent vendors with long government contracts
How They Differentiate: Modern data platform vs legacy systems, unified data view across disparate sources, faster deployment than custom builds
Common Objections: Budget cycles ("we're not buying until next fiscal year"), procurement requirements, change management resistance, integration complexity with existing systems
Win Themes: Officer safety through better data access, faster case clearance rates, reduction in manual data entry, cross-agency collaboration
What You'll Actually Do
Time Breakdown
Salesforce/Systems Work (40%) | Reporting & Forecasting (30%) | Deal/Process Support (20%) | Strategic Projects (10%)
Key Activities
- Pipeline Management: You spend hours each week cleaning up Salesforce - updating stages, fixing dates, chasing AEs for notes. Government deals slip constantly (budget didn't pass, RFP got delayed, agency leadership changed), so you're constantly reconciling what's actually going to close vs what AEs say will close.
- Forecast Reporting: You build weekly/monthly forecast reports for leadership. State and Local deals are notoriously unpredictable because of government budget cycles, so you're learning to read signals beyond what's in SFDC - has the RFP been issued? Is budget allocated? Who's the champion?
- Territory & Comp Planning: You help define territories (which states, which agency types), build account segmentation models, and support annual compensation planning. This involves a lot of Excel modeling and debates about coverage models.
- Deal Support: When big deals get complex (multi-agency partnerships, state-wide contracts), you jump in to help AEs structure the opportunity, coordinate with finance on pricing, and track all the procurement milestones. Government deals have a million approval steps you need to track.
The Honest Reality
What's Hard
- Government sales cycles make forecasting nearly impossible. Deals push quarter after quarter because budget didn't pass or procurement requirements changed. You'll be explaining to leadership why your forecast was wrong, again.
- Data hygiene is a constant battle. AEs are busy working deals and don't always update SFDC promptly. You'll spend a lot of time being the "Salesforce police" and building reports that inevitably have data quality issues.
- You're supporting sales to government agencies, which means understanding procurement processes, fiscal year timing, grant funding cycles, and RFP requirements. It's a learning curve if you haven't done gov tech before.
- You sit between sales (who want flexibility) and finance (who want predictability). You're constantly mediating between "just let me sell" and "we need accurate forecasts for the board."
What Success Looks Like
- Forecast accuracy within 10-15% by quarter end for your segment
- Pipeline coverage ratios that give the business confidence in future quarters
- AEs actually using the reports and dashboards you build instead of building their own spreadsheets
- Faster deal velocity because you've documented the procurement process patterns and can help AEs navigate them
Who You're Supporting
Internal Stakeholders:
- State and Local AEs (your primary customers - probably 5-10 reps)
- VP GTM Operations (your boss - David Zwerin)
- Finance team (need your forecasts for board reporting)
- Sales leadership (need visibility into pipeline health)
What They Need From You:
- Clean, reliable pipeline data
- Early warning on deals that might slip
- Process improvements that help them close faster
- Territory and account strategy recommendations
Requirements
- 3-5 years in revenue operations, sales operations, or analytics roles
- Strong Salesforce admin skills - you'll be building reports, workflows, dashboards constantly
- Excel/Google Sheets modeling skills for territory planning and forecasting
- Understanding of B2B or B2G sales processes - ideally some exposure to government/public sector sales cycles
- Ability to work with sales teams who don't always love ops (you need to be consultative, not just enforce process)
- Comfort with ambiguity - you're building systems for a market (public safety) that doesn't operate like typical SaaS