Director of Enterprise Revenue Operations

Overview

You'll build and run the revenue operations engine for Clio's enterprise segment—selling legal practice management software in deals that range from $100K-$500K+ to mid-size and large law firms. You report to the SVP of Enterprise and partner with the CRO. Clio has been selling to solo practitioners and small firms for years; now they're moving upmarket and need someone to design the entire GTM machine.

Role Snapshot

Company Context

Stage: Series F ($900M round)

Size: 2,400 employees

Growth: Scaling aggressively into enterprise after dominating SMB legal tech. The $900M round signals big growth plans.

Market Position: Category leader in SMB legal practice management. Enterprise motion is new territory—they're figuring out how to sell to 50+ attorney firms and legal departments that need different buying processes, security reviews, and implementation support.

GTM Reality

Enterprise Motion Maturity: Early. Clio's core business is SMB (solo attorneys, 2-10 person firms) with self-serve and inside sales. Enterprise is a newer play—they're learning how to navigate procurement, multi-stakeholder deals, and longer implementations.

What Exists Today:

• Strong product-market fit in SMB
• Some enterprise deals closing, but inconsistent process
• Sales team that knows SMB cold, learning enterprise
• CS playbook built for small firms, not 100-attorney implementations

What You're Building:

• Enterprise sales methodology and stages
• Deal review cadence and forecasting rigor
• Enterprise CS motion (onboarding, QBRs, expansion plays)
• Comp plans that reward enterprise complexity
• Tech stack integration (likely Salesforce, Gong, etc.)
• Enablement curriculum for selling to IT, Managing Partners, and Ops leaders

What You'll Actually Do

Time Breakdown

Process Design (30%) | Cross-functional Alignment (25%) | Data/Reporting (20%) | Enablement (15%) | Hiring/Team Building (10%)

Key Activities

• Sales Process Architecture: Define stages, exit criteria, required activities for enterprise deals. Right now it's ad hoc—you'll standardize it so deals don't stall in "verbal commit" for months.

• Forecasting & Pipeline Reviews: Build the weekly/monthly deal review rhythm. You'll sit in on pipeline calls, spot gaps, and coach leaders on forecast accuracy. Expect to rebuild how they categorize and weight opportunities.

• CS & Expansion Playbook: Enterprise customers need QBRs, executive sponsors, and proactive expansion motions. You'll design the CS workflow, define account tiering, and create upsell/cross-sell plays.

• Comp Plan Design: Work with Finance and the CRO to build comp structures that make sense for 6-9 month sales cycles and multi-year contracts. Expect debates about split credit between AEs and SEs.

• Enablement: Partner with Sales Enablement (or build it yourself) to train reps on enterprise selling. Think: how to run a security review, navigate procurement, position ROI for a 200-person firm.

• Data & Dashboards: Build reporting that actually helps. Conversion rates by stage, time-in-stage metrics, rep activity benchmarks, CS health scores. You'll probably inherit messy Salesforce data and need to clean it up.

• Tool Stack Optimization: Salesforce is a given. You'll likely add or refine tools—Clari for forecasting, Gong for deal inspection, Outreach or Salesloft if they're doing outbound, ChurnZero or Gainsight for CS.

The Honest Reality

What's Hard

• You're building from scratch: Processes that work for SMB deals don't translate to enterprise. You'll face resistance from people who want to keep doing what's worked for years. Expect to prove ROI on every process change.

• Cross-functional chaos: You're coordinating Sales, CS, Marketing, Product, Legal, Finance. Everyone has opinions. Getting alignment takes patience and political capital.

• Data is a mess: Clio's been optimizing for volume SMB sales. Enterprise data hygiene (custom fields, opportunity types, close reasons) probably doesn't exist yet. You'll spend time cleaning before you can analyze.

• Competing priorities: The SMB business is still the cash cow. You'll fight for resources, budget, and attention while the enterprise segment is still small.

• Pace of change: You're at a 2,400-person company that just raised $900M. Priorities shift. Executives have big opinions. The enterprise strategy itself might evolve while you're building the machine.

What Success Looks Like

• Predictable pipeline: In 6 months, the SVP can forecast enterprise revenue within 10% accuracy.
• Faster ramp: New enterprise AEs hit 50% of quota in 90 days instead of 6+ months.
• Higher win rates: Enterprise close rates improve from ~15-20% to 25-30% because deals are better qualified and managed.
• Retention/expansion: Enterprise customers renew at 95%+ and expand by 20-30% annually because CS has a real playbook.
• You've hired 2-3 people: You're not doing everything yourself anymore—there's an ops analyst and maybe a sales enablement lead.

Who You Partner With

Internal Stakeholders:

• SVP of Enterprise: Your direct boss. They own the number; you own the machine.
• CRO: Sets overall revenue strategy. You align enterprise ops to company-wide GTM.
• VP Sales (SMB): You'll coordinate but not overlap—keep processes separate where needed.
• VP Customer Success: Enterprise CS motion needs to be white-glove. You'll co-design it.
• Sales Enablement: If it exists. If not, you're building content and training.
• Finance: Comp plans, territory design, commission disputes.
• IT/Systems: Salesforce admin, integrations, security.

External:

• You're not customer-facing, but you'll listen to deal reviews and CS calls to understand what's breaking.

Requirements

• 8+ years in revenue operations, with at least 3 years leading ops for an enterprise sales segment (not SMB)
• Experience building GTM processes from scratch—you've done this at a company that moved upmarket or launched a new segment
• Deep Salesforce expertise; you've designed complex opportunity stages, forecasting categories, and reporting hierarchies
• Strong cross-functional leadership—you can influence VPs without direct authority
• Data-driven but not paralyzed by analysis; you ship MVPs and iterate
• Experience with enterprise sales cycles (6+ months, multi-stakeholder, procurement, security reviews)
• Comfortable in ambiguity—this role doesn't have a playbook yet
• Bonus: Legal tech or vertical SaaS experience (you'll ramp faster on the buyer)