Senior Sales Ops Analyst

Overview

You're the primary Sales Ops Analyst supporting Recurly's commercial team, reporting directly to the VP of Revenue Operations. You'll spend most of your time in Salesforce and BI tools, ensuring pipeline data is accurate, building executive dashboards, and supporting territory and comp planning. You're the go-to person when reps have CRM issues or when leadership needs to understand why forecast changed week-over-week.

Role Snapshot

Company Context

Stage: Late-stage/Mature (1100+ employees, established product)

Size: 1106 employees

Growth: Expanding RevOps function suggests they're scaling GTM operations and need better infrastructure

Market Position: Established player in subscription billing/management competing against Stripe Billing, Chargebee, Zuora, and others. Crowded category.

GTM Reality

You Support:

• Likely 60-80 quota-carrying reps (mix of SMB AEs, Mid-Market AEs, Enterprise AEs)
• SDR/BDR team of 15-25 people
• Customer Success team handling renewals and expansion

Your Systems:

• Salesforce (primary CRM - expect it to be complex with custom objects for subscriptions/recurring revenue)
• BI tool (Tableau, Looker, or similar)
• Sales engagement platform (Outreach, Salesloft)
• CPQ or quoting tool
• Possibly Clari or similar forecasting tool

Data Challenges:

• Subscription data is messy - renewals, expansions, contractions, downgrades all need tracking
• Reps don't always update stages or close dates consistently
• Multiple product lines (Recurly Subscriptions, Commerce, Engage, RevRec) create complexity

What You'll Actually Do

Time Breakdown

Reporting/Dashboards (35%) | Salesforce Admin (25%) | Ad-hoc Analysis (20%) | Planning Projects (15%) | Meetings (5%)

Key Activities

• Weekly Pipeline Reviews: Pull reports for Monday sales meetings showing pipeline coverage, forecast changes, deal slippage. Leadership will ask why numbers moved - you need to have answers. Expect to spend 4-6 hours every Monday morning on this.

• Salesforce Administration: Field updates, workflow rules, validation rules, user permissions. Reps will Slack you constantly about fields not working or records they can't see. You're triaging 5-10 of these per day.

• Territory & Quota Planning: Q4 gets intense - building territory models, analyzing account distribution, supporting comp plan changes. This is high-stakes work where mistakes impact people's earnings. Expect 60-hour weeks in November/December.

• Data Hygiene Projects: Deduping accounts, standardizing industry fields, fixing opportunity stage history. Unglamorous but critical. If data is wrong, every forecast is wrong.

• Executive Dashboards: Building and maintaining dashboards for CRO, VP Sales, VP CS. They want real-time visibility into pipeline health, rep productivity, conversion rates. You're refreshing these weekly and explaining variances.

• Process Documentation: Writing playbooks for how reps should use Salesforce, when to move stages, how to calculate deal size for subscription products. Reps ignore these but you still need them.

The Honest Reality

What's Hard

• You're always reacting: Sales leadership needs analysis yesterday. You'll be interrupted constantly with urgent requests that derail your project work. "Can you pull this by EOD?" means drop everything.

• Data is never clean: Reps enter garbage data. You spend 30% of your time cleaning instead of analyzing. You'll build something elegant and then realize the underlying data makes it meaningless.

• You own problems you didn't create: Forecast is off? Salesforce is slow? Territories are unbalanced? RevOps gets blamed. You're doing damage control for decisions made before you joined.

• Subscription metrics are complex: This isn't transactional sales - you're tracking ARR, MRR, churn, expansion, contraction, net retention. One deal can have multiple line items with different renewal dates. Your models get complicated fast.

What Success Looks Like

• Forecast accuracy improves from ±20% to ±10% because your pipeline inspection caught slipping deals early
• CRO stops asking "why are these numbers different" because your dashboards all reconcile
• Territory planning happens in 3 weeks instead of 8 weeks because you built better models
• Reps complain less about Salesforce because you fixed the top 10 friction points

Who You're Working With

Direct Manager:

• VP Revenue Operations (Kathleen Daly) - she owns the whole RevOps function, you're probably one of 2-4 people on her team

Key Stakeholders:

• CRO or VP Sales - wants weekly pipeline reviews, accurate forecasts, territory optimization
• Sales Managers - need dashboards showing rep activity, pipeline coverage, deal progression
• Finance - needs your ARR/booking numbers to reconcile with their revenue recognition
• SDR/BDR Manager - needs lead assignment rules, activity reporting, conversion metrics
• CS Leadership - needs renewal pipeline visibility, churn analysis, expansion opportunity tracking

What They Care About:

• Accuracy: Numbers need to be right. One error in a board deck and you lose credibility for months.
• Speed: They want analysis now, not next week. You're balancing thoroughness with urgency.
• Insights: Not just "pipeline is $10M" but "pipeline is light in Enterprise segment, here's why, here's what we should do about it."

Requirements

• 4+ years in Sales Ops or Revenue Ops, ideally at a B2B SaaS company selling to mid-market or enterprise
• Expert-level Salesforce skills - you should be able to build reports, dashboards, and workflows without help
• Strong SQL or equivalent - you'll be pulling data from multiple systems and need to join tables
• Experience with subscription/recurring revenue metrics - ARR, MRR, churn, NDR, etc.
• Proficiency in Excel/Google Sheets (pivot tables, vlookups, complex formulas)
• Experience with a BI tool (Tableau, Looker, Power BI)
• Ability to work independently - you'll get strategic direction but need to figure out the execution
• Tolerance for ambiguity - processes aren't fully documented, you'll be building them as you go