VP of Revenue Operations

Overview

You're the VP of RevOps at a PE-backed SaaS company doing $250M in revenue. You own all revenue systems (Salesforce, analytics tools, forecasting models), GTM processes, territory design, comp planning, and the data infrastructure that the C-suite uses to make decisions. You're equal parts strategic advisor and operational executor, balancing PE reporting requirements with enabling the sales org to hit their numbers.

Role Snapshot

Company Context

Stage: PE-backed, $250M revenue (mature growth stage)

Size: Likely 500-1,500 employees based on revenue scale

Growth: PE ownership means focus on profitability, efficiency metrics (magic number, CAC payback, NDR), and likely prep for another exit event

Market Position: Established player - at this scale they're either a category leader or strong #2/#3 in their space

What You'll Actually Do

Time Breakdown

Strategic Planning (25%) | Systems & Data (30%) | Cross-functional Execution (25%) | Team Management (20%)

Key Activities

• Board & Executive Reporting: You own the revenue forecast, pipeline health metrics, and efficiency reporting that goes to the PE board. You're in monthly/quarterly business reviews presenting funnel analysis, conversion trends, and where the business is vs. plan. Expect scrutiny on every variance.

• Systems Architecture & Optimization: You're responsible for the entire revenue tech stack - Salesforce, analytics platforms (Tableau, Looker, etc.), forecasting tools, compensation platforms, and integrations. You're constantly balancing "this process is broken" requests from sales with technical debt, cost optimization, and scalability.

• Territory & Comp Planning: You design sales territories, set quotas, build compensation plans, and model out hiring plans. This happens annually but you're tweaking throughout the year based on performance data. At this scale, bad territory design costs millions.

• Cross-Functional Process Design: You're the connective tissue between sales, marketing, customer success, finance, and product. You build and enforce the processes for lead routing, opportunity management, renewals, expansion plays, and forecasting. Half your time is in meetings aligning stakeholders who all want different things.

• Analytics & Insights: Your team builds the dashboards and reports that the entire GTM org runs on. Sales leaders want pipeline coverage data, marketing wants attribution reporting, finance wants accurate forecasts, the CEO wants a single source of truth. You're constantly prioritizing whose fire to put out first.

• Team Management: You're managing managers - directors of sales ops, marketing ops, systems, analytics. You're coaching them, removing blockers, and making sure projects ship on time. At this scale, you're less in the weeds and more orchestrating workstreams.

The Honest Reality

What's Hard

• PE Pressure: You're operating under constant scrutiny on efficiency metrics. The PE firm wants growth without proportional headcount/spend increases. You're asked to "do more with less" while sales is screaming they need more headcount and better tools.

• Stakeholder Management at Scale: Everyone has opinions on territories, comp plans, and systems changes. Sales VPs want their reps paid more, finance wants costs down, marketing wants credit for pipeline, CS wants renewals counted differently. You spend enormous time in meetings negotiating compromises.

• Technical Debt & System Complexity: At $250M scale, your Salesforce instance is a beast—custom objects, old integrations, band-aid solutions from years of growth. Every "simple" change breaks something. You're constantly triaging what to fix vs. what to live with.

• Forecast Accuracy Pressure: Your forecast goes to the board. If you're wrong, the CEO is explaining the miss to private equity investors. You're balancing sales leaders sandbagging with actual pipeline health and trying to predict human behavior at scale.

• Change Management: Getting 200+ sales reps to adopt a new process or tool is brutal. Expect pushback, shortcuts, and people ignoring new systems until you enforce it top-down.

What Success Looks Like

• You consistently deliver forecast accuracy within 5% - the board trusts your numbers
• Key efficiency metrics improve year-over-year (CAC payback shortens, sales capacity utilization increases, time-to-productivity for new reps decreases)
• Your systems and processes scale without breaking as the company adds new products, segments, or geographies
• Sales leaders stop complaining about territories and comp plans (or at least their complaints decrease)
• You've built a team that can execute without you in every meeting

Who You're Working With

Direct Reports:

• Director of Sales Operations
• Director of Marketing Operations
• Director of Business Systems / Salesforce
• Manager/Director of Revenue Analytics
• Potentially: Sales Enablement, Deal Desk leads

Key Stakeholders:

• CRO: Your likely boss - you're their strategic partner on all GTM decisions
• CFO: You provide the revenue data that feeds financial planning
• VP Sales (multiple): They want their teams enabled and their territories fair
• CMO: Constant negotiations on lead quality, attribution, and funnel definitions
• Chief Customer Officer: Alignment on renewal processes and expansion motions
• PE Board Members: You're presenting business health metrics quarterly

Requirements

• 10+ years in revenue operations or GTM roles, with at least 3-5 years at VP level or managing large ops teams
• Experience scaling RevOps at high-growth SaaS companies, ideally through $100M+ ARR
• Deep expertise in Salesforce administration/architecture and building complex revenue systems
• Strong analytical skills - you need to model territories, forecast accurately, and diagnose funnel issues with data
• Experience working with PE-backed companies or public companies with board reporting requirements
• Proven ability to influence cross-functionally at the executive level without direct authority
• Experience managing and developing teams of 5+ people across multiple functions
• Background in both strategic planning (annual planning, comp design, GTM strategy) and operational execution (fixing broken processes, implementing systems)
• Comfortable presenting complex data to C-suite and board audiences
• Track record of improving revenue efficiency metrics and scaling processes