Overview
You run revenue operations for Nasuni, an enterprise file data platform company selling to IT leaders at large organizations. You own GTM systems (CRM, BI, sales tools), forecasting methodology, territory planning, comp design, and the operational rigor that keeps a 585-person company scaling efficiently. You report to a RevOps leader who's direct about expectations: bring data, defend your reasoning, and be ready to explain your logic multiple times.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | VP-level RevOps leader, full GTM systems ownership |
| Sales Motion | Enterprise outbound-heavy (selling to IT orgs) |
| Deal Complexity | Enterprise/Strategic (large data management platform deals) |
| Sales Cycle | Likely 6-12 months (typical for enterprise infrastructure) |
| Deal Size | Likely $200K-1M+ ACV (enterprise file data platform) |
| Quota (est.) | Not applicable - measured on forecast accuracy, pipeline health, system uptime |
Company Context
Stage: Growth stage / Series D+ (585 employees, established product)
Size: 585 employees
Growth: Hiring a VP role suggests continued scaling and professionalization of GTM
Market Position: Established player in enterprise file data management - competing with traditional storage vendors and cloud-native alternatives
GTM Reality
Pipeline Sources:
- Primarily outbound - enterprise sales motion targeting IT leaders
- Some inbound from brand recognition in storage/data management space
- Likely partner channel through cloud providers (AWS, Azure, Google Cloud per website)
Sales Structure: Multi-level enterprise sales team - AEs, SEs, likely SDR/BDR function at this size
Typical Buyers: VPs/Directors of IT Infrastructure, CIOs, Head of Enterprise Architecture at mid-market to enterprise companies
Competitive Landscape
Main Competitors: Traditional enterprise storage vendors (NetApp, Dell EMC), cloud-native file storage solutions, hybrid cloud storage platforms
How They Differentiate: Unified platform for storage, protection, and management with ransomware protection and AI-readiness positioning
Common Objections: "We already have storage infrastructure," "Too expensive to rip and replace," "Cloud storage costs are unpredictable"
Win Themes: Cost savings vs traditional storage, rapid recovery, multi-cloud flexibility, ransomware protection
What You'll Actually Do
Time Breakdown
Systems/Tools (25%) | Forecasting/Planning (30%) | Strategic Projects (25%) | Meetings/Cross-func (20%)
Key Activities
- Forecasting Rigor: Build and enforce forecasting methodology. Weekly forecast reviews with sales leadership. Monthly QBRs with exec team. You own the accuracy of pipeline data and need to defend your numbers when they're questioned (which they will be).
- GTM Systems Management: Salesforce administration and optimization, BI tool management (Tableau/Looker/similar), sales engagement platform, configure-price-quote (CPQ) for complex enterprise deals. When Salesforce breaks or reports are wrong, you're the one who fixes it.
- Territory and Comp Planning: Annual territory carve-outs, quota setting, compensation plan design. You'll spend Q4 buried in spreadsheets modeling scenarios. Expect sales leaders to challenge your territory assignments and quota allocations.
- Strategic Planning: Build the annual revenue plan, quarterly planning process, board deck preparation. You translate messy sales reality into clean executive narratives. You create the models that show whether the company hits its growth targets.
- Cross-functional Projects: Partner with marketing on funnel metrics and attribution, finance on revenue recognition, product on packaging and pricing, CS on expansion motion. Lots of alignment meetings and Slack threads.
- Team Leadership: You inherit an existing RevOps team. You'll need to assess what's working, what needs to change, and likely hire 1-2 more people as the company scales.
The Honest Reality
What's Hard
- Constant Questioning: Your manager explicitly says she asks 'why' at least three times per day. Every recommendation needs data backing it. Every process change will be scrutinized. If you prefer autonomy without pushback, this isn't it.
- Systems Debt: At 585 people, there's guaranteed technical debt in the CRM and accumulated workarounds. You'll inherit messy data, custom fields nobody understands, and processes that need rebuilding while the sales team is actively using them.
- Forecast Pressure: You own the forecast accuracy. When deals slip, when pipeline is thin, when numbers miss - you're in the room explaining why. Executives will ask tough questions about your methodology.
- Enterprise Complexity: Long sales cycles, multi-stakeholder deals, complex pricing. Your systems and processes need to handle 6-12 month cycles with procurement delays, security reviews, and deals that stall in legal.
- Executive Visibility: Direct executive partnership means your work is highly visible. Mistakes are noticed. You're presenting to board-level stakeholders regularly.
What Success Looks Like
- Forecast accuracy within 5-10% quarter over quarter
- CRM data quality above 90% - reps actually trust the system
- Planning process runs smoothly without fire drills
- Sales team can self-serve most reporting needs
- Executive team trusts your pipeline analysis and strategic recommendations
- Successfully hire and develop your RevOps team
Who You're Working With
Direct Manager: RevOps leader who values accountability, data-driven decisions, and healthy debate. Not a "figure it out yourself" manager - she'll challenge your thinking and expect you to defend your approach.
Key Partners:
- CRO and sales leadership team (forecasting, planning, performance metrics)
- CFO and finance (revenue recognition, board reporting, financial planning)
- Marketing leadership (funnel metrics, attribution, lead quality)
- Sales team (system users who will complain when things don't work)
Requirements
- 10+ years in RevOps, sales ops, or related GTM operations roles with at least 3-5 years at director or VP level
- Deep Salesforce expertise - you've configured complex enterprise sales processes and can architect the system, not just use it
- Experience with enterprise B2B software sales motions - you understand 6-12 month cycles, multi-threading, complex deal structures
- Strong quantitative and analytical skills - you build financial models, analyze pipeline health, and translate data into executive insights
- Team leadership experience - you've hired, developed, and managed RevOps professionals
- Thick skin and data to back your positions - this manager will push back, and you need to be able to defend your reasoning with evidence
- Comfort with executive-level communication - you'll present to board members and C-suite regularly
- Experience scaling operations in a growth-stage B2B company (500-1000+ employees)