Vice President of Revenue Operations

Overview

You're the first VP of RevOps at PlayMetrics, a B2B SaaS company selling to youth sports organizations. You report to the CRO and build the RevOps function from the ground up - owning systems, data infrastructure, forecasting, and GTM process as the company scales toward $100M+ ARR. This is hands-on systems work combined with strategic planning alongside GTM leadership.

Role Snapshot

Company Context

Stage: Growth stage (scaling toward $100M+ ARR suggests Series B/C trajectory)

Size: Unknown, but "thousands" of customers suggests 100-300 employees

Growth: Actively hiring GTM leadership ("fast-growing"), at inflection point where manual processes are breaking

Market Position: Serving youth sports organizations - niche vertical SaaS market

GTM Reality

Current State:

• CRM is HubSpot but needs "stabilization" (translation: data is messy, processes aren't standardized, reporting is inconsistent)
• GTM tech stack exists but isn't fully optimized or integrated
• Sales and Marketing lack "execution rigor" (translation: forecasting is rough, pipeline visibility is poor, handoffs are broken)
• Company has grown fast enough that foundational RevOps work was deferred

Your Mission:

• Clean up the data mess in HubSpot and establish governance
• Build reporting infrastructure that GTM leaders actually trust
• Create processes that scale beyond tribal knowledge
• Own the tech stack roadmap and vendor relationships

What You'll Actually Do

Time Breakdown

Systems/Data Work (40%) | Strategic Planning (30%) | Cross-functional Projects (20%) | Team Building (10%)

Key Activities

• HubSpot Cleanup and Configuration: Audit existing setup, standardize fields and stages, rebuild broken automations, establish data governance rules. This is months of work to undo technical debt.
• Build Reporting Infrastructure: Create dashboards for pipeline, forecast accuracy, conversion metrics, rep productivity. Spend time in meetings explaining why the numbers changed from last week.
• GTM Process Design: Document and standardize lead routing, opportunity stages, forecasting methodology, territory planning. Get buy-in from sales managers who liked the old way.
• Tech Stack Optimization: Evaluate current tools (likely they have 10+ point solutions), rationalize what stays, implement new tools, manage integrations. Vendor demos and contract negotiations.
• Cross-functional Projects: Sales comp plan design, territory and quota planning, sales capacity modeling, Marketing attribution. Lots of spreadsheets and stakeholder alignment.
• Team Building: Eventually hire RevOps Analysts/Managers, but initially you're doing all the work yourself.

The Honest Reality

What's Hard

• Technical Debt is Real: The HubSpot instance is probably a mess - duplicate records, inconsistent naming, broken workflows, reports no one trusts. Fixing this while the business keeps running is like changing tires on a moving car.
• Everyone Wants Different Things: Sales wants real-time dashboards, Marketing wants attribution, Finance wants accurate forecasts, the CRO wants it all yesterday. You're constantly triaging and managing expectations.
• You're Building the Plane While Flying It: There's no existing team or documentation. You're figuring out what's broken, prioritizing fixes, and implementing solutions simultaneously while supporting active GTM motions.
• Change Management: Sales reps resist new processes. Managers want custom reports. Marketing doesn't want to be held accountable to pipeline metrics. You're selling internally constantly.
• It's Lonely at First: You're the only RevOps person. You're in back-to-back meetings, then working nights to actually execute the systems work. It'll be 6-12 months before you have a team.

What Success Looks Like

• HubSpot data quality goes from 60% to 95%+ and GTM teams trust the reports
• Forecast accuracy improves from ±30% to ±10% within two quarters
• Sales cycle time and conversion rates become predictable and improvable because you can actually measure them
• You hire 2-3 strong RevOps people and start delegating the execution work
• GTM leadership views you as a strategic partner, not just the "systems person"

Who You Work With

Direct Stakeholders:

• CRO (your boss) - wants strategic partnership and confidence in the numbers
• VP Sales / Sales Directors - want pipeline visibility, accurate forecasts, tools that help reps sell
• VP Marketing - wants lead volume credited properly, attribution clarity, campaign ROI
• CFO / Finance - wants clean data for board reporting and accurate revenue forecasting

What They Care About:

• Sales Leaders: "Can I trust my pipeline number? Why did my forecast change? Can you make this report show X?"
• Marketing: "Are we getting credit for pipeline? What's our CAC by channel? How many MQLs converted?"
• Finance: "Will we hit the number this quarter? What's our churn trend? Can you model next year's capacity?"
• CRO: "Do we have the infrastructure to scale to $100M? Are we making decisions on good data?"

Requirements

• 15+ years in B2B SaaS RevOps (they want someone who's seen this movie before)
• Experience scaling GTM through a similar inflection point (chaos to structure)
• Deep HubSpot expertise - you need to be hands-on technical, not just strategic
• Comfortable being the first and only RevOps person for 6-12 months
• Executive presence to partner with CRO and GTM leadership
• Track record building RevOps teams from scratch (you'll need to hire)
• Comfort with ambiguity and building while the business is growing fast
• Youth sports industry experience not required but understanding SMB/mid-market B2B SaaS is critical