GTM Operations Leader

Overview

You're building the operational backbone for Drata's go-to-market teams (Sales, Customer Success, Partnerships). You'll design the dashboards, automate manual processes, own forecasting and planning cycles, and make sure leadership has the data they need to make decisions. This is a cross-functional role where you're partnering with GTM leadership to scale execution, not just running reports.

Role Snapshot

Company Context

Stage: Series D+ / Late-stage growth (based on 680 employees)

Size: 680 employees

Growth: Actively scaling GTM teams, building out operations infrastructure

Market Position: Drata operates in the compliance automation space (SOC 2, ISO 27001, etc.)—a technical, high-stakes product category where buying cycles involve security, IT, and compliance stakeholders

Product: Security compliance automation platform that helps companies get and maintain certifications like SOC 2

GTM Reality

GTM Structure:

• Sales team selling new logos (likely mid-market and enterprise)
• Customer Success team managing retention, expansion, and renewals
• Partnerships team (probably security/compliance consultants, MSPs, auditors)
• All three teams need shared infrastructure, reporting, and process

Current State:

• Company has grown to 680 people but operations infrastructure hasn't kept pace
• Processes are likely inconsistent across teams
• Manual work that should be automated
• Leadership needs better visibility into pipeline, forecasts, and customer health

What This Role Is Fixing:

• Fragmented data across Salesforce, Gainsight, and other tools
• Manual reporting and dashboard creation
• Lack of standardized processes for planning, forecasting, QBRs
• Territory planning and capacity modeling as they scale headcount

What You'll Actually Do

Time Breakdown

Systems & Automation (30%) | Reporting & Analytics (25%) | Strategic Planning (25%) | Cross-functional Projects (20%)

Key Activities

• Build and maintain dashboards: You're the person making sure Sales, CS, and Partnerships leadership can see pipeline, bookings, churn, expansion, and team performance in real-time. This means Salesforce reports, Tableau/Looker dashboards, or whatever BI tool they use.

• Automate manual processes: Find the repetitive work GTM teams are doing manually (lead routing, data entry, renewal tracking, commission calculations) and build workflows to automate it. This is Salesforce flows, Zapier, or custom integrations.

• Run planning and forecasting cadences: Own the weekly/monthly/quarterly forecasting process. You're collecting inputs from team leads, consolidating the data, pressure-testing assumptions, and presenting to the exec team.

• Design territory and capacity plans: As they hire more AEs, CSMs, and SDRs, you're modeling out coverage ratios, quota distribution, account assignments, and making sure they're not over/under-staffed in segments.

• Own data hygiene and systems administration: Make sure Salesforce, Gainsight, and other tools are configured correctly, data is clean, integrations work, and people are trained on how to use them.

• Partner with GTM leaders on strategic projects: Comp plan redesign, new product launches, market segmentation, pricing changes—any big GTM initiative needs ops support to model it out and execute.

The Honest Reality

What's Hard

• You're building, not maintaining: This isn't a "keep the lights on" role. You're creating processes and infrastructure from scratch, which means ambiguity, pushback, and trial-and-error.

• Stakeholder management is constant: You're balancing competing priorities from Sales, CS, and Partnerships leaders who all want their team's needs prioritized. Getting alignment takes diplomacy.

• Data is messy: You'll spend time cleaning up bad data, fixing broken integrations, and dealing with legacy decisions in Salesforce. It's not glamorous.

• You're measured on GTM team execution, not just your own output: If forecasting is off or dashboards don't help people make better decisions, that's on you—even if the root cause is elsewhere.

What Success Looks Like

• GTM teams hit their forecasts consistently: Your planning and tracking processes help teams execute predictably quarter over quarter.

• Leadership has real-time visibility: Execs can answer "how are we tracking to plan?" without waiting for someone to pull a report.

• Manual work gets automated: Things that used to take hours (routing leads, updating records, calculating commissions) now happen automatically.

• You build a repeatable operating rhythm: Weekly pipeline reviews, monthly business reviews, and quarterly planning happen on a consistent cadence with clear inputs and outputs.

Who You're Supporting

Primary Stakeholders:

• SVP Customer Success (your direct boss)
• CRO / VP Sales
• VP Partnerships
• CS team leads and AE managers

What They Care About:

• Predictability: Can they trust the forecast? Do they have early warning signs when things are off track?
• Efficiency: Are their teams spending time on high-value activities or administrative BS?
• Scalability: Can their processes handle 2x headcount without breaking?
• Data-driven decisions: Do they have the data and analysis to make good calls on hiring, comp, territories, pricing, etc.?

Requirements

• 5+ years in GTM operations, revenue operations, or sales operations roles
• Deep Salesforce expertise (admin-level configuration, reporting, workflows)
• Experience building dashboards and reports in BI tools (Tableau, Looker, Mode, etc.)
• Track record of designing and running forecasting/planning processes at scale
• Strong analytical skills—you can model scenarios, find insights in data, and communicate findings to non-technical stakeholders
• Cross-functional leadership experience—you've influenced teams you don't manage
• Comfort with ambiguity and building from scratch (this isn't a well-defined playbook role)
• Bonus: experience with customer success platforms (Gainsight, ChurnZero, Catalyst) and compliance/security industry knowledge