RevOps Lead

Overview

You're the solo RevOps person building GTM infrastructure from the ground up at a 47-person company selling white-label insurance distribution software to enterprise brokers, agencies, and platforms. You'll spend half your time on tactical CRM and data hygiene work, and half on strategic projects like compensation planning, forecasting models, and board reporting. You report into BizOps/Finance and work across Sales, Marketing, and Partnerships.

Role Snapshot

Company Context

Stage: Early-stage (47 employees, likely Seed-Series B based on size)

Size: 47 employees

Growth: "Growing exponentially" per post - actively hiring, expanding GTM team

Market Position: Selling picks and shovels to insurance distributors - not selling insurance directly, but the infrastructure layer. Competing in a traditional industry that's digitizing slowly.

GTM Reality

Pipeline Sources:

• Likely 70%+ outbound/partnerships - enterprise insurance distributors don't often search for API platforms
• Some inbound from industry conferences and word-of-mouth in insurance circles
• Partnership channel probably meaningful (banks, PEOs, insurtechs mentioned as customers)

Sales Team Structure: Small team at 47 total employees - likely 1-2 AEs, maybe an SDR, heavy reliance on founder/exec selling

Deal Motion: Long enterprise sales cycles selling to IT leaders and business ops at insurance brokerages and platforms

Competitive Landscape

Main Competitors: Applied Epic, Vertafore, and other insurance distribution platforms; custom-built internal tools at larger brokerages

How They Differentiate: API-first, white-label, AI-powered (95%+ accuracy reading submission docs), modular approach vs monolithic legacy systems

Common Objections: "We already have a system," concerns about data migration, skepticism about AI accuracy in complex commercial insurance

Win Themes: Speed to market, flexibility/modularity, modern tech stack vs legacy competitors

What You'll Actually Do

Time Breakdown

CRM/Data Hygiene (30%) | Reporting/Analysis (25%) | Systems/Automation (20%) | Strategic Projects (15%) | Meetings (10%)

Key Activities

• Salesforce Administration: Daily data cleanup, fixing pipeline stages, ensuring reps log activities correctly, building/maintaining custom fields and objects. The CRM is probably messy at this stage.
• Dashboard Building: Creating and maintaining reports for sales leadership, board decks, and forecasting. Tableau or Looker work pulling from Salesforce, maybe HubSpot for marketing.
• Compensation & Quota Management: Building quota models, tracking attainment, working with Finance on commission calculations. Likely updating spreadsheets and dealing with mid-quarter changes.
• Sales Enablement Creation: Writing sales playbooks, creating pitch decks, documenting objection handling, onboarding new reps. You're the person who codifies what's working.
• Process Documentation: Setting up lead routing, opportunity stage criteria, forecasting methodology. Creating the playbook as you go.
• Cross-functional Meetings: Weekly syncs with Sales, Marketing, Partnerships, and Finance. You're the connective tissue between teams.
• OKR/Metrics Cadence: Running quarterly planning, tracking KPIs, building the rhythm of the business alongside leadership.

The Honest Reality

What's Hard

• You're solo, so everything RevOps-related falls to you. No team to delegate to when you're underwater.
• Data quality will be a constant battle at this stage - reps won't log properly, fields will be misused, you'll spend hours cleaning before every board meeting.
• Priorities shift quickly at early-stage companies. That automation project gets deprioritized when the CEO needs a board deck rebuilt.
• You're building systems while the business is growing, which means requirements change mid-project. The comp plan you designed in January might be obsolete by March.
• Insurance is a slow-moving, relationship-driven industry. Your sales cycle data will be messy because deals slip quarters regularly.
• You'll be in Salesforce more than you'd like, doing manual data work that you wish you had time to automate.

What Success Looks Like

• Sales leadership can run pipeline review without surprises because forecasting is accurate within 15%
• New AE hires ramp in 90 days instead of 6 months because you built clear enablement materials
• Board decks get built in 2 hours instead of 2 days because your dashboards are reliable
• Compensation disputes drop to zero because your tracking is transparent and automated
• You've automated 3-4 manual processes that used to take hours each week

Who You're Supporting

Primary Stakeholders:

• Head of Sales / CRO (small team, probably VP-level)
• Finance/BizOps leadership (your reporting line)
• 1-3 AEs selling to enterprise insurance buyers
• Marketing lead (smaller function at this stage)
• Partnerships lead (important channel for insurance sales)

What They Need From You:

• Sales needs: Clean pipeline visibility, enablement materials, comp tracking, tools that work
• Finance needs: Accurate forecasts, board-ready metrics, quota/comp models
• Marketing needs: Lead routing, attribution reporting, campaign performance data
• Partnerships needs: Co-selling workflows, partner-sourced deal tracking

Requirements

• 3-5 years in BizOps, GTM operations, or management consulting with early-stage exposure
• Hands-on experience with Salesforce (admin-level comfort, not just user)
• Strong in Excel/Google Sheets - comp models, forecasting, scenario planning
• Experience building dashboards (Tableau, Looker, or similar)
• Comfortable working without clear requirements - you define the problems and solutions
• B2B SaaS experience preferred (insurance industry experience not required but helpful)
• Ability to context-switch between tactical execution and strategic planning
• Based in NYC or willing to relocate (hybrid work, need to be in office regularly)