Overview
You're the Director of Revenue Technology at Luxury Presence, owning Salesforce and eventually the full GTM tech stack (marketing automation, sales engagement, CSM tools, data enrichment, etc.). You work with an Enterprise Architect (Carrie Donovan) to modernize how sales, marketing, and customer success teams operate. This isn't just keeping the lights on - you're expected to think strategically about AI and automation while also handling Salesforce requests from reps.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Revenue Technology Leader (Rev Ops) |
| Sales Motion | N/A - Internal enablement role |
| Deal Complexity | N/A - Supporting GTM teams |
| Sales Cycle | N/A |
| Deal Size | N/A |
| Quota (est.) | N/A - Measured on system uptime, adoption, process improvement |
Company Context
Stage: Growth stage (840 employees, mature product)
Size: 840 employees
Growth: Actively hiring across GTM functions based on VP posting
Market Position: Established player in luxury real estate marketing tech - competing against traditional web agencies and newer proptech platforms
GTM Reality
Who You're Supporting:
- Sales team selling to real estate agents, teams, and brokerages
- Marketing team running demand gen campaigns
- Customer success managing renewals and upsells in real estate vertical
Current State: Salesforce is running but needs modernization. Other GTM tools exist but ownership is fragmented. VP is thinking about AI/automation transformation but needs someone to actually build and execute it.
Reporting Structure: You report to VP of GTM Strategy & Operations (Andrew de Geofroy). You'll partner closely with Enterprise Architect on technical decisions.
What You'll Actually Do
Time Breakdown
Salesforce Admin (30%) | Strategic Projects (35%) | Stakeholder Management (20%) | Team Leadership (15%)
Key Activities
- Salesforce Administration: Handle field updates, workflow changes, report requests, user provisioning, debug broken automations. The daily ticket queue from reps who can't find records or need new fields added.
- Tech Stack Expansion: Gradually take ownership of other GTM tools - Outreach/Salesloft, HubSpot/Marketo, Gainsight/Totango, ZoomInfo, etc. Audit what's working, consolidate redundant tools, evaluate new vendors.
- Process Design: Work with sales/marketing/CS leaders to redesign workflows. Map out lead routing, opportunity stages, renewal processes. Build the automations to support them.
- AI/Automation Strategy: Figure out where AI and automation can actually help (lead scoring, email assistance, forecasting, data entry elimination). Run pilots, measure ROI, scale what works.
- Team Leadership: Hire and manage RevOps team members over time. You're building the function, not just running it solo.
- Vendor Management: Negotiate contracts, manage renewals, handle escalations when tools break. Be the technical voice in procurement discussions.
- Data Hygiene: Build rules and processes to keep CRM data clean. Real estate agents don't always follow data entry discipline - you'll need automation and enforcement.
The Honest Reality
What's Hard
- You're the bottleneck: Every team wants their tool configured their way. You'll have to prioritize ruthlessly and say no to feature requests that don't scale.
- Legacy tech debt: 840 employees means years of accumulated Salesforce customizations, redundant fields, broken automations. You'll spend months just understanding what's there before you can improve it.
- Competing priorities: Sales wants lead response time faster. Marketing wants attribution tracking. CS wants better renewal visibility. You can't fix everything at once.
- Change management: Getting reps to adopt new tools or processes is hard. You'll build something great and have to drag people into using it.
- Hiring and building: You're not inheriting a team - you have to build one. That means writing job descriptions, interviewing, onboarding while also doing the IC work.
- Real estate vertical quirks: Real estate sales cycles and customer behavior are different from typical SaaS. What works at other companies might not translate.
What Success Looks Like
- Salesforce system uptime and responsiveness - tickets resolved in SLA, no major outages
- Tool adoption rates increasing - reps actually use what you build
- Process cycle times decreasing - faster lead response, cleaner handoffs, fewer manual steps
- Cost optimization - consolidating redundant tools, negotiating better contracts
- Strategic initiatives shipped - AI pilots launched, automation ROI proven, new capabilities rolled out
- Team built and performing - hiring quality talent, low turnover, clear career paths
Who You're Supporting
Primary Stakeholders:
- VP of GTM Strategy & Operations (your boss)
- Head of Sales / Sales Directors
- CMO / Head of Marketing
- Head of Customer Success
- Enterprise Architect (technical partner)
- CFO / Finance (for forecasting, reporting, budgets)
What They Care About:
- Sales Leaders: Lead routing speed, pipeline visibility, accurate forecasting, mobile access for field reps
- Marketing: Attribution tracking, MQL definition and tracking, campaign ROI, lead scoring accuracy
- CS: Renewal alerts, health scores, expansion opportunity identification, churn prediction
- Finance: Clean revenue data, forecasting accuracy, bookings vs. billings tracking
- Enterprise Architect: Technical architecture, security, scalability, integration patterns
Requirements
- Deep Salesforce expertise - you should know Sales Cloud, Service Cloud, and ideally Marketing Cloud or Pardot
- Experience managing a GTM tech stack beyond just Salesforce (marketing automation, sales engagement, BI tools)
- Team leadership experience - you've hired, managed, and developed RevOps or systems team members
- Product management thinking - you prioritize ruthlessly, measure impact, iterate based on data
- Technical enough to evaluate APIs, integrations, data models - you don't need to code but you understand how systems connect
- Change management skills - you've successfully rolled out new tools or processes to reluctant users
- Forward-thinking about AI/automation - you're reading about AI use cases in revenue teams and thinking about what's actually practical
- Stakeholder management - you can navigate competing priorities from sales, marketing, and CS leaders without getting steamrolled
- Real estate or vertical SaaS experience is probably helpful but not explicitly required