GTM Revenue Operations and Strategy Leader

Overview

You're the GTM Revenue Operations and Strategy leader at Copado, a DevOps platform for Salesforce. You own the systems, processes, and data that the entire go-to-market team runs on—CRM, sales tools, territory design, forecasting, comp plans, and pipeline analytics. You'll work directly with sales, marketing, and customer success leadership to diagnose what's broken, design what's needed, and make sure it gets implemented.

Role Snapshot

Company Context

Stage: Growth-stage (likely Series C/D based on hiring a director-level RevOps leader)

Size: 4 employees listed for BlueWave Talent (the recruiting firm), but Copado is much larger—likely 200-500+ employees based on the maturity signal of hiring this role

Growth: Expanding Denver office, scaling GTM motion beyond initial product-market fit

Market Position: Niche but growing category—DevOps for Salesforce is specific, technical, and emerging as Salesforce orgs get more complex

GTM Reality

Product Context:
Copado sells to Salesforce admins, release managers, and IT leaders at companies that heavily customize Salesforce. It's a technical sale—buyers need to understand version control, CI/CD pipelines, and deployment automation. Deal cycles are likely 3-6 months for mid-market and 6-12 months for enterprise.

Go-to-Market Motion:

• Mix of inbound (content marketing, Salesforce ecosystem presence) and outbound (targeted account-based motions)
• Likely some partner/channel activity through Salesforce consulting firms
• Sales Engineers are critical—this is too technical for AEs to demo alone

Current State (Likely):

• CRM data is messy—fields aren't standardized, stages aren't consistent, forecasting is manual
• Territory assignments are ad hoc or based on legacy deals
• Sales and marketing aren't aligned on lead definitions or pipeline expectations
• Reporting is done in spreadsheets, not dashboards

What You'll Actually Do

Time Breakdown

Systems & Data (30%) | Strategic Projects (30%) | Meetings & Alignment (25%) | Reporting & Analysis (15%)

Key Activities

• CRM Administration & Data Hygiene: You own Salesforce (ironic, since you're selling to Salesforce admins). This means fixing data quality issues, building custom fields and workflows, training reps on proper usage, and running audits. You'll spend hours cleaning up duplicate accounts and chasing reps to update close dates.

• Forecasting & Pipeline Management: You build the weekly/monthly forecast process—defining what stages mean, setting coverage targets, running pipeline reviews with leadership. You'll spot trends (conversion rates dropping, deal velocity slowing) and figure out why. Expect to be in a lot of forecast calls where leadership questions your numbers.

• Territory & Capacity Planning: You design how accounts get assigned—by geography, industry, account size, or some combo. You model out how many reps are needed to hit the plan and how quota should be distributed. This involves a lot of spreadsheet work and negotiating with sales leadership who always want more territories than you think are viable.

• GTM Systems & Tools: You evaluate, implement, and maintain the tech stack—sales engagement platforms (Outreach, Salesloft), BI tools (Looker, Tableau), enrichment tools (ZoomInfo, 6sense). You're the one who gets Slacked at 9pm when Salesforce isn't syncing to the BI tool.

• Comp Plan Design & SPIFs: You work with finance to design commission structures and accelerators. You also run special incentive programs (SPIFs) to drive behavior. This means a lot of "why didn't I get paid for this deal?" conversations and building Excel models to test different payout scenarios.

• Sales Process & Methodology: You document how deals should progress, what's required at each stage, and where bottlenecks are. You partner with enablement to roll out new processes. Most reps will ignore your process unless leadership enforces it.

• Cross-Functional Projects: You run big initiatives like territory redesign, ICP refresh, or new product launch planning. This involves endless meetings coordinating sales, marketing, CS, product, and finance. Progress is slow and political.

The Honest Reality

What's Hard

• You're the middle layer between leadership's strategy and the team's execution. Leadership wants perfect forecasts and clean data. Reps want fewer fields to fill out and simpler processes. You're constantly managing conflicting priorities and getting blamed when things don't work.

• Data is always messier than you expect. Reps don't log activities consistently. Accounts are duplicated. Opportunity stages don't match reality. You'll spend a shocking amount of time on data cleanup that never feels "done."

• Change management is slow. You can design the perfect process, but if reps don't adopt it, it doesn't matter. Getting buy-in requires selling internally, training, and constant reinforcement. Most initiatives take 2-3x longer than planned.

• You're always reactive. Leadership needs a report by EOD. A rep's comp is wrong and they're escalating. Salesforce broke and no one can see their pipeline. Your strategic projects get interrupted constantly by operational fires.

• Cross-functional coordination is exhausting. Marketing defines MQLs differently than you'd like. Finance wants reports in a format your BI tool doesn't support. CS tracks expansion differently than sales. Every project requires aligning multiple teams who have their own priorities.

What Success Looks Like

• Forecast accuracy improves—leadership trusts your pipeline calls within 10% instead of deals constantly slipping
• Reps spend less time on admin and more time selling—you've automated manual tasks and simplified workflows
• Sales leadership makes better decisions—you've built dashboards that surface insights (e.g., which segments convert best, where deals stall)
• GTM efficiency improves—CAC goes down, sales cycles shorten, win rates increase because you've optimized territories and targeting

Who You're Supporting

Primary Internal Stakeholders:

• CRO / VP Sales: They want accurate forecasts, territory plans, and pipeline visibility. You're in their weekly forecast calls and quarterly planning sessions.
• Sales Managers: They need reports on rep performance, pipeline health, and deal velocity. You help them diagnose what's working and what's not.
• AEs and SDRs: They need tools that work, clear comp plans, and simple processes. They'll complain loudly when something breaks.
• Marketing: You define MQL-to-SQL conversion rates and manage lead routing. Expect tension over lead quality.
• CS/AM Leaders: You track expansion pipeline, renewal rates, and customer health metrics. They often feel like sales gets more attention.

What They Care About:

• Sales wants more leads, simpler processes, and faster commission payouts
• Marketing wants credit for pipeline influence and clearer feedback on lead quality
• Finance wants clean data for board reporting and accurate revenue forecasts
• Product wants feedback on feature adoption and win/loss themes

Requirements

• 5+ years in revenue operations, sales operations, or similar GTM ops role
• Strong Salesforce administration skills—you need to build custom objects, workflows, and reports without relying on an admin
• Experience designing and implementing sales processes at a B2B SaaS company
• Advanced Excel/Google Sheets modeling for territory planning, capacity planning, and comp scenarios
• Familiarity with modern GTM tech stack (Outreach/Salesloft, ZoomInfo, BI tools like Looker/Tableau)
• Ability to translate business needs into technical requirements and vice versa
• Experience managing cross-functional projects with multiple stakeholders
• Comfort with ambiguity—this role is part-defined, part "figure it out"
• Preference for candidates in or willing to relocate to Denver (they're building an office there)