Senior Revenue Strategy & Planning Analyst

Overview

You're the person building the spreadsheets and models that determine how Invoca scales its Sales org. You forecast revenue, design territory plans, figure out how many reps they need to hire, model quota distributions, and pressure-test whether their booking targets are realistic. You sit between Sales, Finance, and Rev Ops leadership, translating business strategy into executable plans.

Role Snapshot

Company Context

Stage: Series F ($83M raised in 2022, $1.1B valuation)

Size: 390 employees

Growth: Crossed $100M run-rate revenue in 2022, recently acquired Symbl.ai to expand AI capabilities. Mature growth stage - focused on efficient scaling rather than hyper-growth.

Market Position: Category leader in AI-powered call tracking and analytics for enterprise. Competes with CallRail, CallTrackingMetrics, Marchex. They win on enterprise features, AI depth, and integration ecosystem (Google Ads, Salesforce, etc.).

GTM Reality

What Invoca Sells: AI call tracking and revenue execution platform. Customers are enterprise marketing and sales teams (think automotive dealers, healthcare systems, home services franchises) who need to track, analyze, and optimize inbound phone calls. Deal sizes likely $50K-$500K+ ACV based on call volume and use case complexity.

GTM Motion:

• Mix of outbound (ABM for enterprise) and inbound (strong SEO/content presence, G2 leader)
• Multi-threaded enterprise sales with 3-6 month cycles
• Likely has dedicated SDR/BDR team feeding pipeline to AEs
• Sales Engineers support technical demos and integrations

Your Role in This: You're not selling - you're building the planning infrastructure that tells Sales leadership:

• How many reps do we need in Q3?
• Is our $X quota per rep realistic given pipeline coverage?
• How should we split quotas between new business and expansion?
• What comp plan will drive the right behaviors?

What You'll Actually Do

Time Breakdown

Modeling & Analysis (50%) | Cross-functional Meetings (30%) | Reporting & Documentation (20%)

Key Activities

• Quarterly/Annual Planning: You own the capacity model. This means forecasting bookings by segment, determining how many reps Sales needs to hit the number, modeling ramp times for new hires, and stress-testing assumptions with historical data. You present this to Finance and the CRO.

• Quota & Comp Design: You build the models that determine individual rep quotas and comp structures. This involves analyzing historical attainment, segmenting territories, ensuring quotas are challenging but achievable, and modeling payout scenarios to keep comp plans aligned with bookings goals.

• Forecast Management: You don't own the Sales forecast, but you pressure-test it. You compare pipeline coverage ratios to historical norms, flag risk in specific segments, and help Sales leadership understand if their commit numbers are realistic or sandbagged.

• Ad-hoc Analysis: Sales leadership asks questions like "What happens to our number if we shift 3 reps from Mid-Market to Enterprise?" or "How does our win rate vary by deal size?" You pull data, build models, and provide recommendations.

• Cross-functional Partnership: You're in a lot of meetings with Sales leaders (VP Sales, RVPs), Finance (FP&A team), and Rev Ops colleagues (systems, ops, enablement). You translate business requests into analytical problems and vice versa.

The Honest Reality

What's Hard

• Political Nuance: You're building models that determine people's paychecks and career progression. Sales leaders will push back on quotas they think are too high. Finance will push for aggressive targets. You need to defend your assumptions with data while navigating competing agendas.

• Incomplete Data: Your models are only as good as your inputs. CRM data is messy. Reps don't always log activities. Deal close dates slip. You spend a lot of time cleaning data and making educated guesses when perfect information doesn't exist.

• Repetitive Cycles: Planning happens on a predictable calendar. Q4 is always annual planning season. Every quarter you're updating the same capacity models with new assumptions. The work can feel cyclical - you're doing versions of the same analysis over and over.

• High Visibility, Low Control: Your models inform major decisions (hiring, comp, quotas), but you don't make those decisions. Leadership might ignore your recommendations for non-analytical reasons. You need to be comfortable influencing without authority.

What Success Looks Like

• Forecast Accuracy: Your booking forecasts are within 5-10% of actuals quarter over quarter. Sales leadership trusts your models enough to make hiring decisions based on them.

• Quota Attainment Distribution: Your quota model produces a bell curve - most reps hit 80-120% of quota, not everyone at 50% or 150%. This means you calibrated correctly.

• Stakeholder Trust: Sales and Finance leadership ask for your input early in planning cycles. You're in the room when big decisions get made, not just delivering analysis afterward.

Who You're Supporting

Primary Stakeholders:

• VP Sales / CRO (sets strategy, wants data to back decisions)
• Sales Leaders / RVPs (need quota plans and hiring justification)
• Finance / FP&A (wants accurate forecasts and spend accountability)
• Rev Ops Leadership (owns systems and process, you own the numbers)

What They Care About:

• Accuracy: Can they trust your forecasts to make hiring and budget decisions?
• Speed: Can you turn around analysis quickly when priorities shift?
• Business Acumen: Do you understand the GTM motion well enough to ask smart questions and catch bad assumptions?
• Communication: Can you explain complex models to non-technical executives?

Requirements

• Advanced Excel/Google Sheets: You live in spreadsheets. Pivot tables, VLOOKUP, complex formulas, scenario modeling. If you can't build a waterfall forecast model from scratch, this isn't the role.

• SaaS Metrics Fluency: You need to deeply understand ARR, bookings, pipeline coverage, win rates, sales capacity, quota attainment, ramp time, CAC payback. These aren't buzzwords - you're modeling them daily.

• SQL or BI Tool Experience: You pull your own data from Salesforce, data warehouses, or BI tools (Tableau, Looker, etc.). You can't wait for someone else to run queries for you.

• Cross-functional Communication: You explain technical analysis to non-technical executives. You translate vague business questions ("Are we hiring fast enough?") into specific analytical problems.

• Ownership Mentality: You own planning models end-to-end. When something breaks or doesn't make sense, you fix it. You don't need to be told what analysis to run - you anticipate questions.

• Experience in Rev Ops, FP&A, or Strategy: Ideally 4-6+ years in a planning, analytics, or strategy role at a SaaS company. You've been through multiple planning cycles and know what good looks like.

The Fine Print

Work Style: Lots of deep work (building models, analyzing data) mixed with frequent meetings (presenting to leadership, aligning with stakeholders). Planning cycles are intense - expect long hours in Q4 during annual planning and at quarter-end during forecast updates.

Career Path: This role typically leads to Senior Manager or Director of Revenue Strategy/Planning, or pivots to FP&A leadership, Sales Strategy, or COO-track roles.

Culture Notes: Glassdoor shows 3.7/5 stars with mixed reviews. Common themes: strong product and smart people, but some criticism around leadership changes and slower growth. Rev Ops roles tend to be more insulated from Sales drama, but you're still tied to company performance.

Remote Reality: Fully remote, but you'll be in a lot of Zoom meetings across time zones (they have offices in Santa Barbara and other locations). Expect overlap hours for East Coast / West Coast collaboration.