RevOps Lead

Overview

You're building revenue operations infrastructure from scratch at CoverForce, a company selling white-label insurance distribution software to enterprise brokers, agencies, and platforms. You'll be the sole RevOps person working across Sales, Marketing, Partnerships, and Finance - fixing CRM chaos, building forecasting models, creating comp plans, and establishing the foundational processes needed to scale. Most of your counterparts will be in Sales or BizOps/Finance, and you'll report directly to leadership with regular board exposure.

Role Snapshot

Company Context

Stage: Likely Seed to Series A (47 employees, "growing exponentially" per post)

Size: 47 employees

Growth: Actively hiring across GTM, suggests recent traction or funding

Market Position: Infrastructure play in commercial insurance distribution - selling picks and shovels (API, white-label platforms, AI capabilities) to brokers/agencies/wholesalers rather than being an insurance company themselves

Product Complexity: B2B SaaS selling into insurance distribution - involves integrations, white-label deployments, API implementations. Likely 6-12+ month sales cycles with enterprise buyers.

GTM Reality

Current State (what you're walking into):

• CRM is probably a mess - incomplete data, inconsistent stage definitions, deals sitting in wrong stages
• Sales process exists but isn't documented or enforced consistently
• Forecasting is likely spreadsheet-based and manual
• No formal enablement program - new hires shadow calls and figure it out
• Dashboards either don't exist or are one-off requests pulling from multiple sources
• Comp plans probably work but aren't systematized for scaling

GTM Motion (inferred):

• Enterprise sales to insurance distributors (brokers, agencies, wholesalers)
• Likely founder-led sales transitioning to formal sales team
• Partnership channel may be significant (selling through agency networks, insurtechs)
• Probably 60% outbound, 30% partnerships, 10% inbound at this stage

Your Stakeholders:

• Sales team (probably 3-8 AEs/AMs)
• Partnerships team (selling through networks/platforms)
• Marketing (demand gen, likely 1-2 people)
• Finance/BizOps (Sam Beadles, who posted this)
• CEO/leadership (you'll be in board prep meetings)

What You'll Actually Do

Time Breakdown

Systems/CRM Work (35%) | Data/Analytics (30%) | Process/Enablement (20%) | Strategic Projects (15%)

Key Activities

• CRM Hygiene & Salesforce Admin: You'll spend hours cleaning up duplicate records, fixing stage definitions, enforcing data entry standards, building automations for lead routing, and training reps to actually use the fields correctly. Every week you'll find new data quality issues.

• Dashboarding & Reporting: Building and maintaining executive dashboards (pipeline coverage, win rates, sales velocity), weekly forecast reports, monthly/quarterly board decks. You'll be the person who knows where every number comes from and gets pinged when something looks off.

• Forecasting & Planning: Running weekly forecast calls, building models for quota capacity planning, analyzing pipeline health, identifying risk/upside. You'll be the one telling leadership whether they'll hit the quarter and where the gaps are.

• Comp Plan Design & Management: Building quota structures, designing commission plans, tracking attainment, resolving disputes about deal credit. You'll deal with reps questioning their comp calculations and need to have the data to back up every dollar.

• Sales Enablement: Creating onboarding materials, documenting sales processes, building talk tracks and competitive battle cards, running training sessions. You're doing this because it doesn't exist yet, not because you have an enablement background.

• Tool Stack Management: Evaluating and implementing tools (sales engagement, conversation intelligence, CPQ if needed), managing licenses, integrating systems. You'll inherit some tools and need to decide what to keep/replace.

• Cross-functional Projects: Working with Finance on revenue forecasting, with Marketing on attribution and lead quality, with Partnerships on co-selling metrics. Lots of Slack messages and ad-hoc requests.

The Honest Reality

What's Hard

• Building while the plane is flying: The company is growing, sales team wants to sell, but systems and processes are half-baked. You'll be fixing things that break while trying to build for tomorrow. Expect to get pulled into firefighting.

• Lack of established best practices: There's no playbook to follow - you're creating it. What works at a 200-person company may not work here. You'll make decisions without perfect information and iterate.

• Conflicting priorities across stakeholders: Sales wants faster deal cycles and less admin. Finance wants clean data and tight controls. Marketing wants attribution credit. You're in the middle negotiating trade-offs.

• Limited resources: You're solo. No team to delegate to. If something needs to be done - a dashboard built, a process documented, a training delivered - you're doing it yourself or it's not happening.

• Data quality battles: Getting reps to enter data consistently is a never-ending fight. You'll build the perfect workflow and someone will find a workaround. Every forecast call surfaces new data gaps.

• Scope creep: At a 47-person company, "RevOps" bleeds into analytics, BizOps, FP&A, and general problem-solving. You'll get pulled into projects that aren't really RevOps but need someone analytical to own them.

What Success Looks Like

• Forecast accuracy: You're within 10-15% of the forecast you give leadership 30 days before quarter-end. Sales leadership trusts your pipeline calls.

• Data trust: Executives stop questioning the numbers. The board deck pulls directly from dashboards you maintain. People use Salesforce because it actually reflects reality.

• Scalable processes: You've documented and automated the core GTM workflows. When the team doubles in size next year, things don't break.

• Faster ramp times: New AEs are productive faster because there's actual onboarding, not just "shadow some calls and figure it out."

• Time saved: Sales reps spend less time on admin and more time selling because you've removed friction and automated reporting.

Who You're Supporting

Internal Stakeholders:

• Sales Leadership: Needs pipeline visibility, accurate forecasts, and confidence in the data
• AEs/AMs: Want tools that help them sell, not slow them down. Need clarity on comp.
• Partnerships Team: Needs attribution tracking for co-selling, partner-sourced pipeline visibility
• Marketing: Wants to prove ROI, understand what converts, optimize spend
• Finance/BizOps: Needs clean revenue data, headcount models, board-ready metrics
• CEO/Executive Team: Wants to understand GTM efficiency, where to invest, whether they'll hit goals

What They Care About:

• Sales: "Make my life easier and help me hit quota"
• Finance: "Give me data I can trust and explain variances"
• Leadership: "Tell me if we'll hit the number and what levers to pull"
• Marketing: "Prove which channels work so I can justify budget"

Requirements

• 3-5 years in BizOps, GTM operations, or strategy consulting - You've built dashboards, analyzed funnels, and worked cross-functionally before. Consulting background means you can scope ambiguous problems.

• Early-stage B2B SaaS experience (Seed-Series C) - You understand what "building from scratch" means. You've seen scrappy operations and know how to prioritize when resources are limited.

• Salesforce proficiency - You can build reports, dashboards, workflows, and custom fields without needing an admin. You know what good CRM hygiene looks like.

• Strong in Excel/Google Sheets - You build financial models, forecast models, and complex analyses in spreadsheets. You're comfortable with pivot tables, lookups, and formulas.

• Data analysis skills - You can pull data from multiple sources, clean it, find insights, and present recommendations. SQL or BI tool experience is a plus.

• Communication skills - You'll present to executives and train sales reps. You need to explain technical concepts simply and influence without authority.

• Ownership mentality - No one is telling you what to do. You see problems, prioritize what matters, and execute. You're comfortable with ambiguity.

• NYC-based preferred - They want someone in person or hybrid. At this stage, a lot of learning happens through osmosis and hallway conversations.