GTM Revenue Excellence Manager/Specialist

Overview

You're building the operational infrastructure for how Autodesk's sales teams go to market. You'll design policies (pricing approvals, deal desk workflows), optimize processes (quote-to-cash, forecasting), and manage tech integrations (Salesforce, CPQ, billing systems) that enable revenue across construction, manufacturing, and media/entertainment verticals. You work with Sr. Director Sri Vellimedu on the GTM Revenue Excellence team.

Role Snapshot

Company Context

Stage: Public (NASDAQ: ADSK)

Size: 15,398 employees globally

Growth: $5B+ ARR, transitioned from perpetual to subscription over last 7 years. Now focused on platform consolidation (Autodesk Platform Services) and construction cloud growth.

Market Position: Category leader in CAD/design software. AutoCAD, Revit, Fusion 360, and Construction Cloud are industry standards. Competes with Dassault Systèmes, Bentley Systems, PTC in various segments.

GTM Reality

Revenue Complexity:

• Multi-product portfolio (30+ products from $300/year to $10M+ enterprise deals)
• Three main segments: Architecture/Engineering/Construction (AEC), Manufacturing, Media & Entertainment
• Mix of transactional e-commerce, inside sales, field AEs, and strategic account teams
• Global operations across 50+ countries with complex regional pricing

Your Scope:

• You're defining "how we sell" at scale - pricing policies, discount approval matrices, territory carving rules
• You sit between Sales Leadership, Finance (revenue recognition), Legal (contract terms), and Sales Ops (system execution)
• Most of your work is cross-functional projects with 8-15 stakeholders

What You'll Actually Do

Time Breakdown

Project Work (40%) | Meetings/Alignment (30%) | Analysis (20%) | Firefighting (10%)

Key Activities

• Process Design: You document workflows for deal approvals, non-standard terms escalation, or territory assignment rules. You're writing the playbook that 1,000+ sellers follow. Expect lots of flowcharts and "if/then" logic.
• Systems Configuration: You work with Salesforce admins and CPQ developers to build approval workflows, validation rules, and automation. You write requirements docs for what needs to happen in systems when a rep submits a $500K professional services deal.
• Policy Creation: You draft policies on pricing authority (who can discount what %), non-standard payment terms, or what requires VP approval. You balance Sales wanting flexibility vs Finance wanting control.
• Cross-functional Alignment: You spend 8-10 hours/week in meetings getting Legal, Finance, Product, Sales Leadership, and IT aligned on changes. You're often the "why can't we just..." translator between groups.
• Data Analysis: You pull reports on deal cycle time, discount trends, approval bottlenecks, or system adoption. You're trying to find where the GTM motion is breaking and quantify the impact.

The Honest Reality

What's Hard

• Slow-moving consensus building: Changes affecting revenue require CFO, CRO, and Legal sign-off. Projects you think take 2 weeks take 3 months. You'll spend lots of time in "alignment meetings" getting people to agree.
• You're often saying 'no': Sales wants approval for a weird deal structure. You have to say "this violates revenue recognition rules" or "this breaks our territory model." You're the policy enforcer, not always popular.
• Ambiguous requirements: Stakeholders say "we need a better discount approval process" but can't articulate what "better" means. You spend time interviewing 12 people to figure out what they actually need.
• Legacy system debt: Autodesk has 20+ years of M&A integrations. You'll hit weird data issues, old system dependencies, or "we've always done it this way" resistance.
• Global complexity: What works for US Enterprise doesn't work for EMEA SMB. You're constantly designing for exceptions and regional nuances.

What Success Looks Like

• You ship a new CPQ approval workflow that reduces deal desk turnaround from 3 days to 4 hours
• Finance signs off on your revenue recognition policy changes without requiring 6 rounds of revisions
• Sales Leadership says "this actually makes sense" when you roll out new territory assignments
• System uptime: your processes don't break at quarter-end when 500 deals are getting submitted

Who You Work With

Internal Stakeholders:

• Sales Leadership (VPs, RVPs): They want speed and flexibility. You're explaining why guardrails exist.
• Finance/RevRec team: They want controls and compliance. You're translating their rules into seller-friendly processes.
• Sales Ops: They execute what you design. You need their input on what's actually feasible in Salesforce.
• IT/Systems teams: They build what you spec. You're writing tickets and managing dev cycles.
• Deal Desk: They live in your processes daily. They tell you what's broken.

What They Care About:

• Sales cares about: Can I get this deal approved by Friday?
• Finance cares about: Does this comply with ASC 606 revenue recognition?
• IT cares about: Is this technically feasible without breaking our data model?

Requirements

• 3-5 years in Revenue Operations, Sales Operations, or Deal Desk at a B2B software company (enterprise SaaS experience preferred)
• Understanding of subscription revenue models, CPQ systems (Salesforce CPQ, Apttus, or similar), and quote-to-cash processes
• Experience designing approval workflows, pricing policies, or sales compensation structures
• Strong cross-functional project management - you've herded cats across Sales, Finance, Legal, and IT before
• Data analysis skills (SQL preferred, Excel/Sheets mandatory) - you can pull data to prove "this process takes 47 hours on average"
• Comfort with ambiguity - you can take a vague request like "fix our territory model" and turn it into a scoped project
• Autodesk likely wants someone who's done this at scale (1,000+ person sales org) given their size