Revenue Operations Manager

About the role

As Revenue Operations Manager for Enterprise GTM, you will own the measurement layer of our go-to-market engine. You will be the key to what is in the pipeline, what is converting, what is slipping, and, most importantly, why, and the . Your primary customers are our enterprise new logo and expansion teams across healthcare and life sciences, financial and professional services, TMT and energy, and public sector.

We treat go-to-market as an engineered system. Architecture and design sit with the Director you report to. Instrumentation, measurement, and diagnosis sit with you.

This is an individual contributor role with a wide mandate and real exposure. You will not manage a team. You will own numbers that go to the VP of Enterprise GTM, the executive staff, and the board.

What you'll do

Own the enterprise reporting layer

• Build and maintain dashboards that give real-time visibility into pipeline health, stage conversion, sales velocity, coverage ratios, and attainment against plan, cut by vertical, segment, and rep.
• Establish a single agreed definition for every core metric (pipeline created, qualified pipeline, coverage multiple, win rate, cycle time, ACV, committed vs. consumed) and defend it. One number, one source, one definition.
• Report bookings, recognized revenue, and consumption as the distinct measures they are, and make the bridge between them legible to people who do not live in the model.
• Run the operating cadence: weekly pipeline reviews, forecast calls in Salesforce and Clari, MBRs, QBRs, and the enterprise section of board reporting.
• Build stakeholder-specific, self-serve views so vertical leaders, sales development, and partnerships can answer their own routine questions without opening a ticket with you.

Turn the data into insight

• Answer the hard "why" questions, e.g., why Stage 3 conversion dropped in financial services, which sourcing motions produce the highest-ACV enterprise deals, where multi-year agreements stall in legal review.
• Build leading indicators and early-warning triggers so leadership sees a coverage or velocity problem 60 days out rather than in the last week of the quarter.
• Pressure-test the forecast. Deliver an independent bottoms-up call and be willing to disagree with the field's number in front of senior leaders.
• Diagnose where to reallocate capacity, headcount, and pipeline generation effort across verticals, and bring the recommendation, not just the chart.
• Produce the analysis behind strategic bets: segmentation changes, territory restructuring, pricing and packaging shifts, new vertical entry.

Instrument the funnel and the systems that feed it