Revenue Operations Manager

Overview

You'll own revenue operations for a franchise junk removal company with 2000+ employees. Your job is to map how leads become customers, identify where things break or leak, and build frameworks that make the revenue engine more predictable. You're translating between Marketing, Sales, Operations, Finance, BI, and individual franchise owners - lots of stakeholder management across groups with different priorities.

Role Snapshot

Company Context

Stage: Mature/Established (2036 employees, been around since 1989)

Size: 2000+ employees across franchise network

Growth: Franchise model with individual operators - likely focused on operational efficiency and scaling existing footprint

Market Position: Category leader in junk removal with strong brand recognition

GTM Reality

Revenue Model:

• Consumer services with both residential and commercial customers
• Franchise model means you're supporting both corporate and individual franchise operators
• Likely mix of inbound (brand searches, repeat customers) and local marketing efforts
• Service-based revenue with recurring commercial accounts and one-off residential jobs

Complexity:

• Franchise structure means you're dealing with corporate systems AND individual operator needs
• Multiple customer segments (residential, property management, commercial, construction)
• Revenue flows through franchise territories with different local dynamics

What You'll Actually Do

Time Breakdown

Data Analysis & Mapping (30%) | Stakeholder Meetings (35%) | Documentation & Framework Building (25%) | Systems Work (10%)

Key Activities

• Revenue Mapping: You spend time in spreadsheets and systems tracing how a lead becomes revenue - where's the handoff from marketing to sales? How do franchisees track opportunities? Where does data get messy or lost? You're documenting the actual process, not the idealized one.
• Cross-Functional Alignment: You're in a lot of meetings with Marketing (lead quality and attribution), Sales (pipeline management), Operations (service delivery), Finance (revenue recognition), and BI (reporting). Each team has their own tools and definitions. You're the translator building shared frameworks.
• Bottleneck Identification: You dig into the numbers to find where things slow down or fall apart - are leads getting to franchisees fast enough? Where do deals stall? What's the conversion rate at each stage and why does it vary by region? You're the person who spots patterns others miss.
• Framework Building: You create processes, documentation, and dashboards that make the business more predictable. Could be a new lead scoring system, a standardized pipeline reporting structure, or a framework for measuring franchise performance. Lots of Confluence docs and spreadsheet templates.
• Systems Work: You work with CRM and other tools, though this isn't a pure systems admin role. You're defining what data needs to be captured and how it should flow, then working with BI or IT to implement it. Less clicking in Salesforce, more defining business requirements.

The Honest Reality

What's Hard

• Franchise Complexity: You're dealing with corporate priorities AND individual franchise owners who run their own businesses. Getting alignment across that structure is slow. Franchisees may resist new processes if it adds work to their day.
• Data Quality Issues: The data is probably messy - different franchises using systems differently, incomplete records, manual workarounds. You'll spend significant time cleaning and standardizing before you can analyze anything meaningful.
• Cross-Functional Politics: Marketing wants credit for leads, Sales wants more qualified opportunities, Finance wants accurate forecasts, Operations cares about service capacity. You're navigating competing priorities and building consensus, which means lots of meetings and stakeholder management.
• Build-From-Scratch Role: The post says "strategy execution, not CRM admin" but in reality you're probably inheriting some chaos and need to build structure from the ground up. That's rewarding but also means ambiguity and slow progress early on.
• Measuring Impact: RevOps wins are often invisible - better forecast accuracy, faster lead routing, cleaner data. You're fixing plumbing, not closing deals, so your impact can be hard to showcase.

What Success Looks Like

• Forecast accuracy improves - Finance can predict revenue within 5-10% consistently
• Lead-to-customer conversion rates increase because bottlenecks are removed
• Cross-functional teams stop arguing about numbers and use the same dashboards
• Franchise owners actually adopt new processes because they're simple and useful
• You ship tangible artifacts - new reporting frameworks, pipeline definitions, lead scoring models that people reference daily

Who You're Supporting

Internal Stakeholders:

• Marketing (lead generation and attribution)
• Sales (pipeline management and forecasting)
• Operations (capacity planning and service delivery)
• Finance (revenue recognition and forecasting)
• BI (data infrastructure and reporting)
• Franchise owners (individual operators with varying sophistication)

What They Care About:

• Marketing: Proving their programs drive revenue, not just leads
• Sales: Getting better quality leads faster and predictable pipeline
• Operations: Having capacity to fulfill demand without over/under staffing
• Finance: Accurate forecasts and clean revenue data for reporting
• Franchisees: Simple processes that don't add administrative burden

Requirements

• Experience mapping revenue processes across multiple teams/systems - you've seen messy operations and know how to bring structure
• Strong analytical skills - you're comfortable in Excel/SQL pulling and analyzing data to find insights
• Cross-functional communication - you can translate technical concepts for business teams and vice versa
• Franchise or multi-unit operations experience is a plus - understanding distributed business models
• CRM experience (likely Salesforce or HubSpot) but you're defining strategy, not just clicking buttons
• Comfort with ambiguity - this is a build role, not a maintenance role
• Based in Vancouver or Toronto with ability to be in-office every other week