Revenue Operations Analyst/Manager - Post-Sales Focus

Overview

You'll support PandaDoc's post-sale teams (Account Management, Customer Success, Support) by building operational infrastructure that drives net dollar retention and customer satisfaction. You're turning chaotic post-sale processes into structured workflows, analyzing customer health metrics, and managing cross-functional projects. You work with PandaDoc's document automation platform - think proposals, quotes, contracts, e-signatures for mid-market to enterprise customers.

Role Snapshot

Company Context

Stage: Growth stage (878 employees)

Market: Document automation/agreement management - competing with DocuSign, Adobe Sign, Proposify, and others in a crowded space

Product: All-in-one platform for creating proposals, quotes, contracts, e-signatures, and payment collection

Customer Base: Mid-market to enterprise across various industries - software companies and e-commerce are mentioned specifically

Tech Integration: Heavy CRM integration requirements (Salesforce, HubSpot, etc.) plus payment and collaboration tools

What You'll Actually Do

Time Breakdown

Project Management (35%) | Data Analysis (25%) | System Admin (20%) | Meetings (20%)

Key Activities

• Building operational programs: Creating playbooks, setting up workflows in Salesforce/Gainsight, defining when customers get passed from implementation to CSM to AM. A lot of "who owns what when" documentation.

• Analyzing retention metrics: Digging into why customers churn or don't expand. Building dashboards showing health scores, usage patterns, renewal risk. Presenting findings to leadership and translating data into action items for the teams.

• Managing cross-functional projects: Coordinating initiatives like new customer onboarding improvements, support ticket routing changes, or expansion motion rollouts. Lots of Slack threads, project timelines, and status updates.

• Troubleshooting system issues: Figuring out why customer data isn't syncing correctly, why automation broke, why reports are showing wrong numbers. You're the person who gets tagged when something in the post-sale tech stack isn't working.

• Defining and tracking KPIs: Setting up how the post-sale teams measure success - NRR targets, CSAT scores, time-to-value metrics, expansion pipeline. Then building reporting to track against those metrics and identifying gaps.

The Honest Reality

What's Hard

• Competing priorities across three teams: AM wants expansion tracking, CSM wants better health scoring, Support wants ticket workflow improvements. You're constantly negotiating what gets built first with limited resources and everyone thinks their need is most urgent.

• Messy data and legacy systems: You'll inherit incomplete processes, inconsistent data entry, and systems that were set up by people who left. A lot of your early months is archaeology - figuring out what's broken and why before you can fix it.

• Program management without authority: You're managing projects but don't control the people doing the work. Success requires influencing AM managers, CSM leads, and Support directors to prioritize your initiatives when they have their own fires to put out.

• Reactive firefighting vs strategic work: You want to build strategic programs but spend significant time troubleshooting urgent issues - broken automations, reporting errors, or system changes that broke something unexpectedly.

What Success Looks Like

• Measurable retention improvement: NRR trending up, churn rate decreasing - and you can directly tie it to processes or systems you implemented
• Operational efficiency gains: CSMs managing more accounts effectively, AM hitting expansion targets, Support tickets resolved faster - because workflows you built are working
• Leadership trusts your analysis: When executives ask about post-sale performance, they come to you first because your data is reliable and your recommendations are actionable

Who You're Working With

Direct Stakeholders:

• Account Management team (focused on expansion/upsell)
• Customer Success Managers (focused on retention/adoption)
• Support team (handling technical issues)
• Post-sale leadership (VP CS, Director of AM, etc.)

What They Need From You:

• AM: Pipeline visibility, account segmentation, expansion play guidance
• CSM: Health scoring, risk identification, capacity planning
• Support: Efficient ticket routing, SLA tracking, escalation processes
• Leadership: Clear metrics, performance insights, strategic recommendations

Requirements

• RevOps or post-sale ops experience: You've supported CSM, AM, or Support teams before - you understand renewal motions, health scoring, and customer lifecycle stages

• Strong project management skills: The posting specifically calls out "all-star in program management" - you can manage multiple complex initiatives simultaneously without dropping balls

• Systems proficiency: Comfortable working in CRM systems (likely Salesforce), customer success platforms (possibly Gainsight/ChurnZero), and support tools. You can build reports, configure workflows, and troubleshoot integrations.

• Analytical capability: Can pull data, identify trends, and turn analysis into actionable recommendations. SQL or similar querying is likely helpful but may not be required.

• Problem-solving mindset: The posting emphasizes "complex problem solving" and "turning chaos into clarity" - you need to be comfortable with ambiguity and figuring things out independently

• Communication skills: You're translating between technical systems and business teams, presenting to leadership, and writing documentation that non-ops people can follow