Revenue Operations

Overview

You own the revenue tech stack (primarily Salesforce), build reports and dashboards for the GTM team, and ensure data accuracy across the sales funnel. You work with sales leadership on forecasting, pipeline management, territory planning, and process optimization. You're the person sales reps ping when Salesforce breaks and the person executives ask when they need pipeline analysis for board meetings.

Role Snapshot

Company Context

Stage: Growth stage (171 employees)

Size: 171 employees

Growth: Hiring aggressively, fast-growing in Canada

Market Position: Selling AI contract tools to lawyers (in-house legal + law firms)

GTM Motion: Likely mix of outbound to legal departments and inbound from legal tech buyers. Deals probably $20K-$100K+ ACV given the buyer and product complexity.

Sales Team Size: Probably 10-20 quota-carrying reps at this headcount

What You'll Actually Do

Time Breakdown

Salesforce Admin (30%) | Reporting/Analysis (30%) | Sales Support (20%) | Process/Projects (20%)

Key Activities

• Salesforce Maintenance: Configure fields, build automation (workflows, validation rules), manage user permissions, troubleshoot when reps can't see data or something breaks. You're the in-house Salesforce expert.
• Data Hygiene: Clean duplicate accounts, enforce data entry standards, merge records, audit pipeline for garbage data. Sales reps are sloppy - you're constantly chasing them to update close dates and stage progressions.
• Forecasting & Pipeline Review: Pull weekly pipeline snapshots, build forecast models, highlight slippage risks. You sit in pipeline review meetings and provide the data leadership uses to hold reps accountable.
• Reporting & Dashboards: Build and maintain reports for sales leaders, finance, and executives. Activity metrics (calls, meetings booked), conversion rates by stage, rep scorecards, territory performance, etc. Ad hoc requests come in constantly.
• Sales Enablement Support: Help roll out new tools, train reps on Salesforce best practices, document processes. When sales gets a new email tool or dialer, you own the integration and training.
• GTM Analytics: Partner with finance on unit economics, CAC payback, and sales productivity. Partner with marketing on lead quality and conversion rates. You're translating sales activity into business metrics.
• Process Improvement: Identify bottlenecks in the sales process and propose fixes. Maybe it's a workflow that automates lead routing, or a new stage in the pipeline, or a change to territory assignments.

The Honest Reality

What's Hard

• Sales reps don't care about data hygiene. You'll beg them to update close dates, remove dead opps, and enter notes. Most won't listen until their manager forces them.
• Your data is only as good as what gets entered. You'll spend hours cleaning up messes - duplicate accounts, wrong stages, fake opps created to pad pipeline. Garbage in, garbage out.
• Everyone wants custom reports and they want them now. Sales leaders want rep scorecards, finance wants ARR waterfalls, marketing wants attribution analysis. You're juggling 10 requests with vague requirements.
• Salesforce breaks in weird ways. A workflow stops firing, a field gets deleted, integrations fail. You're expected to diagnose and fix it even if you didn't build it.
• At 171 people, processes are half-baked. You'll inherit a Salesforce instance someone else configured, with fields no one uses and automations no one understands. You'll spend months untangling it.
• Sales leadership will ask questions you can't answer because the data doesn't exist or isn't tracked. Then they'll ask why you don't have the data.

What Success Looks Like

• Forecasts are accurate within 10-15% each quarter because pipeline data is clean
• Sales leaders trust your reports and use them to make decisions (hiring, territory design, comp plans)
• Reps actually use the dashboards you build instead of keeping their own spreadsheets
• You ship process improvements that save reps time (automated lead routing, simplified data entry, integrated tools)
• Finance stops finding discrepancies between Salesforce and the financial system

Who You Work With

Internal Partners:

• Sales Leadership (VP Sales, Directors) - your primary stakeholders. They want pipeline visibility, forecast accuracy, rep performance data.
• Account Executives & SDRs - they use the systems you manage and complain when things don't work. You train them and enforce data standards.
• Marketing - you track lead flow, conversion rates, campaign attribution. Constant debates about lead quality.
• Finance - they need bookings data, ARR reports, and help reconciling Salesforce to the financial system.
• Product (sometimes) - share feedback from sales on what's blocking deals or what features prospects want.

What They Need From You:

• Sales needs Salesforce to work and reports that show them where they stand
• Leadership needs accurate forecasts and visibility into pipeline health
• Finance needs clean bookings data they can tie to revenue
• Marketing needs to prove their leads convert

Tech Stack You'll Own

Core Systems:

• Salesforce (Sales Cloud, probably Service Cloud for post-sale)
• Marketing automation (HubSpot, Marketo, or similar)
• Sales engagement tools (Outreach, Salesloft, Apollo, or similar)
• Data enrichment (ZoomInfo, Clearbit, or similar)

Analytics:

• Salesforce reports/dashboards (basic)
• Potentially Tableau, Looker, or Mode if they have a BI tool
• Excel/Google Sheets for ad hoc analysis

Integrations:

• Salesforce ↔ Marketing automation
• Salesforce ↔ Accounting system (NetSuite, QuickBooks, etc.)
• Salesforce ↔ Sales engagement tools

Requirements

• 2-4 years in RevOps, Sales Ops, or Salesforce Admin role
• Salesforce Admin certification (or ability to get it quickly)
• Strong with Salesforce: custom objects, workflows, validation rules, reports, dashboards
• SaaS sales fluency - you understand the funnel, pipeline stages, sales metrics (win rate, ASP, velocity)
• Comfortable with data analysis - Excel/Sheets, SQL is a plus but not required
• You've worked at a growth-stage SaaS company (50-300 people) and know what "messy but scaling" looks like
• Can translate between technical and non-technical people - explain Salesforce logic to sales reps, explain sales process to engineers
• Self-sufficient - you don't wait for someone to tell you what to fix, you see problems and solve them