Head of Revenue Operations

Overview

You're the Head of Revenue Operations at Arcoro, a construction-specific HR software company with ~182 employees. You report to the CFO and own the systems, processes, and data that connect Finance, Sales, Marketing, and Customer Experience. You're building forecasting rigor, managing the tech stack (Salesforce, HubSpot, NetSuite, ChurnZero), and creating scalable processes as the company grows.

Role Snapshot

Company Context

Stage: Likely bootstrapped or PE-backed (CFO-led suggests financial discipline)

Size: 182 employees

Growth: Hiring for senior RevOps leadership suggests active scaling, need to professionalize operations

Market Position: Niche vertical player in construction HR - specific product-market fit in a focused industry

GTM Reality

What You're Supporting:

• Sales team selling HR software to construction companies (general contractors, specialty trades, heavy civil)
• Customer Experience team managing renewals and expansion
• Marketing team generating leads
• Finance team needing accurate forecasting and revenue recognition

Current State:

• Systems exist (Salesforce, HubSpot, NetSuite, ChurnZero) but likely need optimization
• Forecasting probably lacks rigor - CFO wants predictability
• Cross-functional alignment likely inconsistent
• Processes probably built ad-hoc as company grew

Your Mandate:

• Build systems and processes that scale beyond current headcount
• Create forecasting methodology that Finance can trust
• Establish single source of truth for pipeline and revenue data

Competitive Landscape

Market Reality:

• Construction is a specific vertical with unique HR needs (jobsite workers, union/prevailing wage, safety compliance)
• Likely competing against general HR platforms (BambooHR, Paylocity, ADP) and other construction-specific tools
• Long sales cycles typical for construction software - industry is relationship-driven and risk-averse

RevOps Implications:

• Need to track industry-specific metrics and qualification criteria
• Deal stages probably don't match standard SaaS playbooks
• Customer success motions tied to construction seasonality and project cycles

What You'll Actually Do

Time Breakdown

Systems Admin (30%) | Data/Analytics (25%) | Cross-functional Projects (25%) | Strategic Planning (20%)

Key Activities

• Salesforce Administration: You're the Salesforce admin. That means handling user requests, building custom fields and workflows, troubleshooting broken automation, managing integrations, and keeping data clean. Sales reps will Slack you constantly when something breaks or they need a new report.

• Forecasting & Pipeline Analysis: You build the weekly/monthly forecast models, pull pipeline reports for leadership, analyze conversion rates by stage, identify where deals are stalling, and present pipeline health to the CFO. You'll spend a lot of time in Excel/Google Sheets reconciling data across systems.

• Process Design & Documentation: You document the lead-to-cash process, define what qualifies as an SQL vs opportunity, create territory and account assignment rules, build out the customer journey stages, and write the playbooks for how Sales and CS should use the systems. Expect resistance when you change existing workflows.

• Cross-functional Alignment: You sit in meetings with Sales, Marketing, CS, and Finance to ensure everyone's using the same definitions, metrics, and processes. You mediate disputes about lead quality, forecast accuracy, and compensation attribution. You're the translator between technical Finance requirements and GTM team needs.

• Tech Stack Management: You own vendor relationships for Salesforce, HubSpot, NetSuite, ChurnZero, and any other revenue tools. That means contract renewals, user provisioning, training, evaluating new tools, managing integrations, and troubleshooting when systems don't talk to each other properly.

• Revenue Reporting: You build dashboards for leadership showing bookings, pipeline coverage, win rates, sales velocity, churn rates, and expansion metrics. You'll be asked to cut data a dozen different ways for board decks and QBRs.

The Honest Reality

What's Hard

• You're the bottleneck: Every system request, data question, and process change flows through you. Sales wants speed, Finance wants accuracy, Marketing wants credit - you're in the middle trying to balance competing priorities with limited bandwidth.

• Data quality is messy: Reps don't log activities consistently, deal stages aren't updated, contact data is incomplete, duplicate records exist, and you'll spend significant time cleaning up data just to produce accurate reports. You're constantly chasing people to update Salesforce.

• Systems don't integrate cleanly: Salesforce, HubSpot, NetSuite, and ChurnZero all have their own data models. Syncing them requires custom middleware, field mapping, and constant troubleshooting when something breaks. You'll lose hours debugging failed API calls.

• Resistance to process changes: Sales reps hate new processes that add clicks. Finance needs audit trails that slow things down. CS wants flexibility that breaks standardization. You're implementing changes that people will push back on because it changes their workflow.

• CFO reporting line has trade-offs: You get budget authority and strategic influence, but Finance priorities (accuracy, compliance, revenue recognition) sometimes conflict with GTM priorities (speed, flexibility, rep autonomy). You're building for financial rigor in a sales environment.

What Success Looks Like

• Forecast accuracy within 10% by quarter - CFO trusts your pipeline model
• Sub-24-hour response time on critical system issues - Sales isn't blocked
• Clean data hygiene: >90% opportunity stages updated weekly, minimal duplicate records
• Automated reporting that eliminates manual spreadsheet work
• Cross-functional alignment on definitions: everyone agrees what "qualified" and "closed-won" mean

Who You're Supporting

Internal Stakeholders:

• CFO (your boss) - needs accurate forecasting, revenue metrics, financial reporting integration
• VP/Director of Sales - needs pipeline visibility, rep performance metrics, territory planning
• Marketing leadership - needs lead tracking, attribution, campaign ROI
• Customer Experience leadership - needs renewal/churn metrics, health scores, expansion pipeline
• Individual reps and CSMs - need functioning systems and quick support

What They Care About:

• CFO: Predictability, accuracy, audit trails, revenue recognition compliance
• Sales: Easy-to-use systems, accurate comp calculations, pipeline visibility
• Marketing: Proof that their programs generate revenue, lead quality metrics
• CS: Early warning on churn risk, expansion opportunity identification

Requirements

• 7-10+ years in revenue operations, sales operations, or similar roles in B2B SaaS
• Deep hands-on experience with Salesforce (admin certification preferred), HubSpot, NetSuite, and customer success platforms like ChurnZero or Gainsight
• Strong in Excel/Google Sheets - you're building financial models and complex reports
• Experience building forecasting methodologies and operating rhythms
• Track record managing cross-functional projects with Sales, Marketing, CS, and Finance
• Comfortable in a scaling environment (moving from ad-hoc to systematic)
• Construction industry or vertical SaaS experience helpful but not required
• Willingness to be hands-on - this isn't pure strategy, you're doing the Salesforce admin work yourself
• Strong communication skills - you're translating between finance-speak and sales-speak constantly