Senior Manager, Revenue Strategy and Planning

Overview

You own revenue planning and forecasting for a public SaaS company selling learning management software to enterprise and mid-market customers. You work with the VP of Rev Ops, GTM leaders (sales, CS, marketing), finance, and data teams to build plans, track performance against targets, and figure out why numbers are hitting or missing. You're the person who answers "are we going to make the quarter?" and "what needs to change to hit next year's target?"

Role Snapshot

Company Context

Stage: Public company (established)

Size: ~1,025 employees

Growth: Mature SaaS business with multiple GTM motions (enterprise, mid-market, SMB segments across industries)

Market Position: Established player in learning management systems, competing in a crowded but growing market with traditional LMS providers and newer entrants

What You'll Actually Do

Time Breakdown

Planning & Forecasting (40%) | Analysis & Insights (30%) | Strategic Projects (20%) | Meetings (10%)

Key Activities

• Own the planning cycle: Run annual and quarterly planning. This means building capacity models (how many AEs do we need to hit $X?), setting quotas, allocating territories, and getting alignment across sales, CS, marketing, and finance. Lots of spreadsheets, lots of meetings where stakeholders argue about assumptions.

• Forecast weekly/monthly revenue: Build and maintain forecast models. Track commit vs. best case vs. pipeline. Run weekly forecast calls where you pressure-test deals with sales leaders. You're the person who knows which deals are real and which are going to slip.

• Analyze pipeline health: Look at coverage ratios, conversion rates by stage, velocity trends, deal slippage patterns. Figure out where the bottlenecks are (not enough pipeline? Poor conversion? Long cycles?) and present findings to leadership with recommendations.

• Drive strategic initiatives: When leadership decides to change sales comp, reorganize territories, launch a new market segment, or change the sales process—you build the plan, model the impact, track the rollout. You're translating strategic ideas into operational reality.

• Partner with data/analytics and finance: Work with data teams to build reports and dashboards. Reconcile your revenue view with finance's bookings view. Explain discrepancies. Fight about timing and definitions.

• Enable decision-making: Create board deck materials, QBR presentations, and executive summaries. You're packaging complex analysis into "here's what's happening and here's what we should do about it."

The Honest Reality

What's Hard

• You're always wrong: Forecasts are never perfect. You'll be off, and people will ask why. Even when you're directionally right, someone will focus on the variance. It's uncomfortable being the bearer of bad news when the quarter isn't shaping up.

• Politics and opinions: Everyone has a take on planning and forecasting. Sales leaders think their teams need lower quotas. Finance wants conservative forecasts. Marketing wants credit for pipeline. You're in the middle, trying to be objective while managing strong personalities with different incentives.

• Constant context-switching: You're juggling weekly forecasts, quarterly planning, annual strategic projects, and ad-hoc executive requests. It's rare to have a day where you go deep on one thing. You're often in back-to-back meetings explaining numbers.

• Data quality issues: CRM data is messy. Sales reps don't update stages consistently. Deal close dates slip without explanation. You spend significant time cleaning data and chasing people to update Salesforce before you can even analyze anything.

• Moving targets: Business priorities shift. A strategic initiative you spent weeks planning gets deprioritized. Leadership wants a totally different cut of the data than what you prepared. You rebuild models frequently.

What Success Looks Like

• Forecast accuracy within 5-10%: Your commit forecast consistently lands close to actual results, which builds credibility with leadership and finance.

• Plans that work operationally: When you design a new territory structure or quota allocation, it actually gets adopted and doesn't blow up in the first quarter. Sales leaders view your plans as fair and executable.

• Trusted advisor to leadership: GTM executives come to you first when they're thinking through a strategic decision. You've earned a reputation for combining analytical rigor with practical business judgment.

• Projects ship on time: When you own a strategic initiative (new comp plan, market expansion, process change), it launches when promised and the organization adopts it without major drama.

Who You Work With

Key Partners:

• VP of Rev Ops: Your boss—sets priorities, owns the relationship with CRO
• GTM Leaders (VPs of Sales, CS, Marketing): The stakeholders whose teams you're planning for and forecasting
• Finance/FP&A: Revenue accounting, bookings reconciliation, investor reporting
• Data/Analytics Team: BI engineers, data analysts who build dashboards and pull data
• Sales Ops, CS Ops, Marketing Ops: Tactical execution partners for systems and process changes

What They Need From You:

• Accurate, defensible forecasts and plans
• Clear recommendations backed by data
• Fast turnaround on exec requests ("we need this analysis by tomorrow's meeting")
• Translation between finance language and sales language

Requirements

• 5-7+ years in revenue operations, sales operations, FP&A, or strategy at a B2B SaaS company (they want someone who's done this before at scale)
• Strong financial modeling and Excel/Sheets skills: Building complex models with multiple scenarios, capacity planning, quota setting
• Experience with revenue planning and forecasting: You've owned or been deeply involved in annual planning, quarterly forecasting, and pipeline analytics
• Analytical and problem-solving mindset: Comfortable digging into data to find root causes, testing hypotheses, and making recommendations
• Cross-functional collaboration: You've worked successfully with sales, finance, marketing, and data teams—managing conflicting priorities and getting alignment
• Salesforce and BI tool expertise: Deep familiarity with CRM data structures, reporting, and tools like Tableau, Looker, or similar
• Communication skills: You can present complex analysis to executives clearly and concisely, both in writing and verbally
• Familiarity with AI/automation tools: The posting mentions "modern technology, including AI-driven capabilities"—they want someone who's exploring how to use AI for forecasting, planning, or insights (though this is likely aspirational more than a hard requirement)

Why This Role Exists

Docebo is a mature, public SaaS company with meaningful revenue scale. At this stage, forecasting accuracy and planning rigor directly impact investor confidence, executive decision-making, and the company's ability to hit public commitments. This role exists because the business is complex enough (multiple segments, products, GTM motions) that someone needs to own the planning process full-time and ensure the organization is operating from a single source of truth on the revenue outlook. You're the connective tissue between strategy (what should we do?) and execution (are we actually doing it?).