Global Head of RevOps

Overview

You'll run the global RevOps organization for Pigment, an enterprise business planning platform that's closing in on $100M ARR after three straight years of doubling. You're responsible for systems (Salesforce, planning tools, data warehouse), GTM analytics, forecasting accuracy, territory and quota planning, and process optimization. You report to the Interim CFO (Jay Peir, ex-Tableau EVP) and work directly with the CRO and regional sales leaders to support a 669-person company that's scaling fast.

Role Snapshot

Company Context

Stage: Late-stage (likely Series C/D based on size and ARR trajectory)

Size: 669 employees

Growth: Doubled ARR three straight years, approaching $100M ARR

Market Position: Competing in enterprise business planning/FP&A software against established players like Anaplan, Planful, and newer entrants. Just launched AI agents that automate model building - attempting to differentiate on speed and AI capabilities.

Recent News: Launched Modeler Agent to automate complex planning model creation

What RevOps Looks Like Here

Why This Role Exists Now: They've been doubling year-over-year and are hitting the complexity wall. What worked at $25M ARR breaks at $100M ARR. You're being brought in to professionalize systems, clean up data, improve forecast accuracy, and build the infrastructure to support $200M+ ARR without chaos.

Current State (Likely):

• Salesforce is probably a mess - custom fields everywhere, data quality issues, reporting doesn't match actuals
• Forecasting is still mostly gut-feel with spreadsheets rather than predictive analytics
• Territory and quota planning happens once a year and immediately goes stale
• Different regions operate differently - no standard process
• Commission disputes eat up time because systems don't track properly
• Deal desk requests pile up because there's no self-service workflow

Your Mission: Build the operating system that lets Pigment keep doubling without imploding.

What You'll Actually Do

Time Breakdown

Systems/Data (25%) | Analytics/Forecasting (25%) | Planning/Strategy (30%) | Team/Meetings (20%)

Key Activities

• Systems Architecture: You're deciding whether to rip-and-replace parts of the tech stack or incrementally improve. Salesforce needs governance - field proliferation, integration debt, automation that breaks. You're probably evaluating new tools for commission tracking, territory planning, or forecasting. Every vendor wants a meeting.

• Forecast Management: You run the weekly forecast call with the CRO and present the number to the CFO/board. You're constantly debugging why the Salesforce forecast doesn't match what sales leaders are saying, chasing pipeline hygiene, and trying to build models that predict slippage. Most of your time is spent figuring out why the forecast was wrong last quarter.

• GTM Planning: You own annual territory carving, quota setting, and capacity modeling. This means spreadsheets showing rep productivity by segment, region, and product line. You're constantly re-running scenarios about hiring plans and quota targets. Sales leaders want more reps than you can hire. Finance wants higher quotas than are realistic.

• Process & Enablement: You're writing and enforcing the rules - what fields are required at each stage, when deals need legal/security review, how discounting approval works. You build playbooks that most reps ignore until their deal gets stuck. You run training on how to actually use Salesforce that people forget immediately.

• Analytics & Reporting: The exec team wants dashboards showing conversion rates, pipeline coverage, rep productivity, deal velocity. You're constantly building reports, only to have someone point out the data is wrong because half the team doesn't log activities. You spend a lot of time cleaning data and explaining why metrics changed.

• Deal Desk & Operations: Your team handles non-standard deals, contract reviews, approval workflows. When a rep wants to discount 40% to close a deal, it lands on your team. When procurement wants custom terms, your team triages it to legal. The volume scales with ARR - at $100M you're probably doing hundreds of deals per quarter.

The Honest Reality

What's Hard

• You inherit technical debt: The systems were built for $20M ARR, and now they're duct-taped together at $100M. You'll spend your first 6 months just understanding what's broken and building a roadmap to fix it. Sales leaders will complain about tools not working while simultaneously resisting any process change.

• You're caught between Finance and Sales: Finance wants perfect forecasting, clean data, and tight controls. Sales wants speed, flexibility, and fewer barriers. You spend half your time negotiating between them. When the forecast is off, both sides blame RevOps.

• Data quality is a constant battle: Reps don't update Salesforce consistently. Fields mean different things in different regions. Historical data migrations left gaps. You build a beautiful dashboard and immediately get asked why the numbers don't match the CRO's spreadsheet. You'll spend 30% of your time on data cleanup that gets messy again in weeks.

• Change management is slow: You know the current territory model is broken, but changing it means re-assigning accounts, which means angry AEs and political fights. You know the stage definitions should change, but that means retraining 100+ GTM people and rebuilding reports. Every improvement requires convincing skeptical stakeholders.

• You're understaffed for scope: At $100M ARR with 669 employees, you probably have 5-8 people trying to support a global GTM org across multiple products and geos. You're constantly triaging - deciding what breaks if you don't fix it vs what can wait another quarter.

What Success Looks Like

• Forecast accuracy improves: You get within 5-10% of the quarterly number consistently. Sales leaders stop surprising you with pipeline gaps on the last week of the quarter.

• Sales efficiency metrics go up: Time-to-productivity for new reps decreases. Deal cycle times compress because process is clearer. Win rates improve because you can actually see patterns in what's working.

• You reduce operational friction: Deal approvals that took days now take hours. Commission disputes drop because tracking is accurate. Reps spend less time on admin and more time selling.

• The business trusts the data: When the exec team asks about win rates by segment, you have an answer in 2 minutes, and everyone believes it. Decisions get made on data instead of gut feel and politics.

• You build a real team: You hire strong ops managers, analysts, and enablement people who can run functions independently. You're doing strategy instead of constantly firefighting.

Who You're Selling To

Primary Buyers:

• CFO / Head of FP&A at mid-market to enterprise companies
• VP Finance / Director of Financial Planning

What They Care About:

• Replacing slow, spreadsheet-based planning processes
• Real-time visibility into business performance
• Reducing planning cycle time from weeks to days

Requirements

• 7-10+ years in RevOps or Sales Ops, with at least 3 years leading a team through $50M to $150M+ ARR scale
• Enterprise B2B SaaS experience with long sales cycles and complex deal structures
• Deep Salesforce expertise (Admin certified level), CPQ, commission systems, forecasting tools, data warehouses
• Strong analytical skills - comfortable with SQL, Excel/Sheets modeling, BI tools (Looker, Tableau)
• Strategic operator who can balance long-term vision with short-term firefighting
• Executive presence to present forecasts and hold your own with sales leaders and sophisticated CFO
• Proven change management experience - successfully changed GTM process at scale
• Thrives in scale-up chaos and comfortable with ambiguity and rapid iteration
• Based in NYC or willing to relocate for in-office/hybrid role