Senior Revenue Operations Analyst

Overview

You're the RevOps analyst building the reporting infrastructure that tells Trulioo's GTM leadership where revenue stands and where it's headed. You work in SQL and Tableau daily to track bookings, pipeline health, and churn across Marketing, Sales, and Customer Success. You report to the RevOps Director in Dublin but operate as the strategic RevOps partner for the Vancouver-based GTM team.

Role Snapshot

Company Context

Stage: Growth stage (368 employees, established identity verification player)

Size: 368 employees globally

Growth: Active hiring for strategic roles, indicates expansion phase

Market Position: Established player in KYC/KYB/AML verification space serving banking, crypto, forex, payments sectors

What You'll Actually Do

Time Breakdown

Data Analysis & Reporting (40%) | Dashboarding & Visualization (25%) | 
Cross-functional Projects (20%) | Executive Prep & Meetings (15%)

Key Activities

• Full-Funnel Reporting: Build and maintain dashboards tracking MQL→SQL→Opportunity→Closed Won across Marketing, Sales, and CS. You're pulling data from Salesforce, marketing automation, and CS platforms, then joining it in SQL to create single-source-of-truth reporting.
• Pipeline Analysis: Run weekly/monthly pipeline reviews—calculating coverage ratios, stage conversion rates, velocity metrics. You're identifying bottlenecks (e.g., "Why is Stage 2→3 conversion dropping?" or "Why did Q4 pipeline build slow down?") and presenting findings to GTM leaders.
• Bookings & Churn Deep-Dives: Analyze closed business to understand what's driving wins/losses. Segment by industry, deal size, region, sales rep. Build churn cohort analyses to predict revenue retention. You're answering questions like "What's our net retention by customer segment?" and "Which ICPs have the highest LTV?"
• Target Setting & Incentive Design: Partner with Finance and GTM leadership on quota modeling, territory planning, and comp plan design. You're running scenarios ("If we hire 5 more AEs, what pipeline do we need?") and building models to validate targets.
• Executive & Board Reporting: Prepare monthly/quarterly revenue review decks for exec team and board meetings. You're creating the slides that show actuals vs. plan, forecast accuracy, key metric trends. These get scrutinized heavily.
• Time Zone Bridging: Join calls with your Dublin manager in the morning (Vancouver time), then be available for Vancouver GTM team questions during their workday. You're the RevOps resource on the ground when your manager is offline.

The Honest Reality

What's Hard

• Data Quality Grind: Salesforce data is messy. Reps don't always update stages correctly, close dates slip without notes, opportunities sit in limbo. You spend significant time cleaning data before you can analyze it—and you'll be constantly educating the GTM team on data hygiene.
• Time Zone Complexity: Your manager is 8-9 hours ahead in Dublin. You'll do morning syncs when they're ending their day, which limits real-time collaboration. Projects need clear async communication or they stall.
• High-Stakes Visibility: Your work goes to the CEO and board. If your numbers are wrong or your analysis misses something, it's visible at the highest level. The pressure to be accurate is constant.
• Moving Targets: In a growth-stage company, GTM strategy shifts—new markets, new products, reorgs. Your reporting needs to adapt quickly, which means rebuilding dashboards and redefining metrics more often than you'd like.
• Balancing Strategic vs. Tactical: Leadership wants deep strategic insights, but the sales team needs their dashboard fixed now. You're constantly prioritizing between high-impact projects and urgent operational requests.

What Success Looks Like

• GTM leadership uses your dashboards in every pipeline review and QBR—they're the source of truth, not just "nice to have" reports
• You catch pipeline issues early (e.g., coverage dropping below 3x) so leadership can course-correct before it's a crisis
• Your forecast models are consistently within 5-10% of actual results, making Finance and the board trust your projections
• You identify a key insight (e.g., "Deals sourced from partners convert 2x faster") that changes GTM strategy

Who You're Supporting

Primary Stakeholders:

• VP/Director of Sales (pipeline management, quota setting)
• VP Marketing (funnel conversion, MQL quality)
• VP Customer Success (retention, expansion metrics)
• CFO/Finance (forecasting, board reporting)
• Your manager in Dublin (strategic projects, cross-regional initiatives)

What They Need From You:

• Sales wants to know why pipeline is up/down and what to do about it
• Marketing wants attribution reporting and proof their programs drive revenue
• CS wants early warning on churn risk and upsell opportunity signals
• Finance wants accurate forecasts and variance explanations
• Your manager wants you to execute autonomously and represent RevOps in Vancouver

Requirements

• 5-8 years in Revenue Operations, Sales Operations, or GTM Analytics (ideally in B2B SaaS)
• Advanced SQL skills—you're writing complex queries with joins, window functions, CTEs daily
• Expert in Tableau or Power BI (they mention both)—building production dashboards, not just ad-hoc reports
• Deep understanding of SaaS metrics (ARR, NRR, pipeline coverage, velocity, CAC, LTV)
• Experience building reports for exec/board audiences—you know how to distill complex data into clear narratives
• Comfortable working independently across time zones—your manager won't be online when you are
• Strong communication skills—you're translating data findings into actionable recommendations for non-analysts

The Setup

You're in the Vancouver office (they call it a "hub"), working with the local GTM team day-to-day. Your direct manager is the RevOps Director in Dublin, so you report up through a different geography. This means:

• Autonomy: You own RevOps analytics for Vancouver without someone looking over your shoulder
• Isolation Risk: You might feel disconnected from the broader RevOps team in Dublin/other offices
• Bridge Role: You're the link between global RevOps strategy and local GTM execution—you need to balance both perspectives

They emphasize "not an order taker" and "challenge assumptions"—they want someone who pushes back when data doesn't support the narrative leadership wants to hear. If you're conflict-averse or just want to build dashboards someone else designed, this isn't the role.