Overview
You own revenue operations for Eleos Health's GTM org. You're building forecasting models, cleaning up Salesforce data, running pipeline reviews, and working with the SFDC/CPQ developer to fix system issues. You report to Em Radkowski (VP GTM Ops who just joined in January) and partner with sales leadership, CS, and marketing to make the revenue machine run smoother.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Revenue Operations Manager |
| Sales Motion | Supporting consultative healthcare sales |
| Deal Complexity | Enterprise (healthcare providers, compliance-heavy) |
| Sales Cycle | 3-6 months (healthcare buying cycles) |
| Deal Size | Unknown - likely $50K-200K+ based on provider size |
| Quota (est.) | N/A (operations role) |
Company Context
Stage: Unknown funding stage, but 278 employees and active hiring suggests Series B/C
Size: 278 employees
Growth: Hiring across GTM and R&D, new VP of GTM Ops just joined and is building the team from scratch
Market Position: Selling AI documentation tools to behavioral health providers - niche market with measurable ROI claims (70% doc time reduction, 2x client engagement)
GTM Reality
Pipeline Sources:
- Unknown split, but healthcare sales likely involves:
- Inbound from provider networks and referrals
- Outbound to clinics, therapy groups, behavioral health orgs
- Likely some channel partnerships with EHR providers or healthcare consultants
GTM Structure: The VP just joined in January and is hiring across RevOps, so you're building the infrastructure as the company scales. This means you're inheriting messy data, incomplete processes, and sales reps who've been doing things their own way.
What You'll Actually Do
Time Breakdown
Salesforce/Data (30%) | Forecasting/Reporting (25%) | Process Design (20%) | Meetings (25%)
Key Activities
- Pipeline reviews and forecasting: You run weekly pipeline reviews with sales leadership, build forecast models in spreadsheets, and figure out why the numbers don't match between SFDC and reality. Healthcare deals slip constantly, so you're re-forecasting every week.
- Salesforce cleanup and governance: You audit data quality, create required fields, fix duplicate accounts, and build validation rules. You're probably also dealing with legacy data from before there was a real RevOps function.
- Process documentation and training: You write the playbook for how reps should log activity, update opportunities, and move deals through stages. Then you train reps who don't want to be trained on process.
- Cross-functional projects: You work with the SFDC/CPQ developer on quote configuration issues, partner with marketing on lead routing and scoring, and help CS build out their health score model.
- Ad hoc analysis: Sales leadership asks for reports on conversion rates, sales velocity, rep performance, territory coverage. You pull data, build dashboards, present findings.
The Honest Reality
What's Hard
- Building from scratch: The VP just joined in January, which means RevOps is early-stage here. You're inheriting incomplete CRM data, undocumented processes, and reps resistant to new workflows. It's a lot of cleanup before you can build anything new.
- Healthcare sales complexity: Behavioral health clinics have long buying cycles, multiple stakeholders (clinicians, practice managers, IT, compliance), and regulatory concerns. This makes attribution messy and forecasting difficult.
- Limited research/context: There's no public funding info, competitor data, or customer reviews available, which suggests the company keeps a low profile. You'll spend time just figuring out the basics of how the business actually works.
- System constraints: You're working with a SFDC/CPQ developer, which means there are probably custom objects, broken integrations, or quote-to-cash issues that slow everything down.
What Success Looks Like
- Clean, usable pipeline data that leadership actually trusts for board meetings
- Forecast accuracy within 10-15% of actual closed revenue
- Reps following a consistent sales process with stage definitions that mean something
- Dashboards that answer the top 5 questions leadership asks every week without manual work
Who You're Supporting
Internal Stakeholders:
- VP of GTM Ops (your manager, new to the company, building the team)
- Sales leadership (AEs, SEs, managers trying to hit quota in healthcare)
- CS team (managing provider relationships post-sale)
- Marketing (lead gen, probably events and content for healthcare audience)
What They Need From You:
- Sales: Accurate pipeline visibility, territory planning, comp plan logic
- CS: Renewal tracking, expansion pipeline, customer health metrics
- Marketing: Lead quality feedback, conversion analysis, campaign ROI
- Finance: Reliable forecast, bookings reports, revenue recognition support
Requirements
- 3-5 years in RevOps, Sales Ops, or GTM analytics
- Strong Salesforce skills (reports, dashboards, workflow automation)
- Experience with CPQ or complex quoting systems
- Healthcare/regulated industry experience helpful (compliance, security, long sales cycles)
- Comfortable with ambiguity and building processes from scratch
- Strong Excel/Google Sheets skills for financial modeling and forecasting