Senior GTM Operations Manager

Overview

You build and maintain the operational infrastructure that Adyen's global GTM teams use to sell payment processing. This means Salesforce administration, tool integrations (Clay, Gong, etc.), process documentation, and project managing operational changes across regions. You report to the Head of GTM RevOps and work closely with sales leadership, marketing ops, and IT.

Role Snapshot

Company Context

Stage: Public (traded on Euronext Amsterdam)

Size: 5,344 employees

Growth: Established fintech player processing payments for major platforms and enterprises

Market Position: One of the leading global payment platforms competing with Stripe, Braintree, and traditional processors

GTM Reality

What GTM Looks Like at Adyen:

• Enterprise/mid-market focused sales motion selling payment infrastructure
• Global commercial teams across multiple regions (EMEA, APAC, Americas)
• Complex deals involving technical integration, compliance, and contract negotiation
• Mix of new logo acquisition and account expansion

Your Role in GTM:

• You don't sell - you enable sellers by building the systems they use
• You design processes, configure tools, and manage data integrity
• You're measured on project delivery, system adoption, and data quality

What You'll Actually Do

Time Breakdown

Salesforce Admin (30%) | Projects (35%) | Meetings (25%) | Firefighting (10%)

Key Activities

• Salesforce Configuration: Building custom objects, workflows, validation rules, reports, and dashboards. Managing permissions, page layouts, and record types across a complex org with multiple business units.
• Tool Integration & Management: Administering the GTM tech stack (Salesforce, Clay for data enrichment, Gong for conversation intelligence, plus likely others). Setting up integrations, managing licenses, training users.
• Process Design & Documentation: Mapping out how different GTM motions should work (lead routing, opportunity stages, forecasting cadence). Writing playbooks and SOPs. Getting buy-in from commercial leaders.
• Data Governance: Cleaning data, enforcing entry standards, building reports to surface data quality issues. A lot of time spent on duplicate management and ensuring CRM reflects reality.
• Project Management: Running cross-functional initiatives like CRM migrations, new tool rollouts, or territory restructures. Managing timelines, stakeholders, and change management.
• Stakeholder Management: Regular syncs with sales leaders, AEs, SDRs to understand pain points and translate needs into technical requirements.

The Honest Reality

What's Hard

• Scope Creep: Everyone has "quick asks" that turn into multi-week projects. You'll need to prioritize ruthlessly because there's always more to do than time available.
• Conflicting Priorities: Different regional leaders want different things. What works for Amsterdam doesn't work for Singapore. Building global solutions that satisfy everyone is tough.
• Legacy Systems: At a company this size, you're dealing with technical debt. Old workflows, deprecated fields, integrations built years ago that nobody wants to touch. Lots of "this is how it's always been done."
• Attribution & Impact: Your wins are invisible when everything works. You only hear from people when something breaks or they want something new. Hard to quantify your impact.
• Change Resistance: Sales teams don't love process changes. You'll spend energy on adoption and training, not just building things.
• Being Reactive: Despite wanting to be strategic, you'll spend time on urgent requests - broken reports, user access issues, data exports for leadership.

What Success Looks Like

• Projects ship on time and get adopted (measured by usage metrics, not just launch dates)
• Data quality improves (fewer duplicates, higher completion rates on key fields)
• Commercial teams stop complaining about specific pain points you addressed
• Leadership references your dashboards in QBRs and board meetings
• You ship 2-3 major operational improvements per quarter that measurably save time or improve visibility

Who You're Working With

Internal Stakeholders:

• GTM Leadership (VPs, Directors of Sales) - setting strategy and requirements
• Account Executives & SDRs - end users who need tools that work
• Marketing Ops - shared ownership of lead management and attribution
• IT/Engineering - partnership on integrations and technical architecture
• Finance/BI - data models need to align with revenue reporting

What They Care About:

• Sales teams: Tools that are intuitive and don't slow them down
• Leadership: Accurate forecasting, pipeline visibility, and operational efficiency
• IT: Security, scalability, not creating technical debt
• Finance: Clean data for rev rec and accurate reporting

Requirements

• 8+ years in GTM operations, revenue operations, or sales operations roles
• Deep Salesforce expertise - you should be able to build complex flows, reports, and custom objects without help
• Experience with modern sales tech stack (specific callouts: Clay, Gong)
• Proven track record managing operational projects across multiple regions or business units
• Strong stakeholder management - you need to influence without authority
• Data literacy - SQL or similar querying skills helpful for analysis
• Experience at scale - this isn't a startup where you're building from scratch, it's optimizing complex existing systems
• Based in Amsterdam or willing to relocate (this appears to be an office role)