| Jira Backlog Ownership and Delivery Governance (approximately 25%) - Own the Revenue Operations project backlog in Jira as the single accountable person for its accuracy, structure, and currency.
- Maintain completeness of required fields on every ticket — assignee, effort, impact, ELT sponsor, functional sponsor, priority, target date, and confidence level — and run a regular triage cadence to close gaps rather than accumulate them.
- Run the team stand-ups, including agenda, follow-ups, and documented actions.
- Track delivery dates and confidence levels across the portfolio, and escalate items trending toward a slip early enough that the date can be defended or renegotiated deliberately.
- Produce the recurring delivery reporting used by Revenue Operations leadership and executive stakeholders, including weekly progress summaries and the monthly roadmap view organized by executive sponsor.
- Directly manage a defined subset of projects end to end — scoping, planning, coordination, delivery, and closeout.
- Maintain the distinction between business-as-usual requests and project work so that ad hoc demand does not silently consume roadmap capacity.
Program Delivery Support Across Revenue Operations (approximately 75%) - Partner with each Revenue Operations function to drive the projects they own, providing the project management discipline that allows specialists to stay focused on their discipline.
- Deal Desk — support quote-to-cash process improvements, CPQ and order form changes, bookings policy updates, and the coordination required across Sales, Legal, and Finance.
- Business Intelligence — coordinate dashboard and reporting delivery, including requirements capture, stakeholder review of wireframes, user acceptance, and launch communication.
- GTM Systems — support release planning and execution, including testing coordination, documentation, enablement, and post-release validation across Salesforce and the wider GTM stack.
- Sales Operations — support planning cycles, territory and quota coordination, forecasting process changes, and recurring commercial operating rhythms.
- GTM Strategy — support strategic programs and executive deliverables, including board, steering committee, and monthly operating review content coordination.
- Identify and drive resolution of cross-functional dependencies between these teams, which are frequently the real cause of delay rather than any single team’s capacity.
Stakeholder Coordination and Communication - Act as the coordination point between Revenue Operations and its stakeholders across Sales, Marketing, Customer Success, Finance, and Partnerships.
- Schedule and drive the working sessions, reviews, and follow-ups that keep projects moving, and ensure the right people are present rather than merely invited.
- Hold stakeholders outside Revenue Operations accountable for their inputs, approvals, and testing commitments, escalating through the Director, GTM Strategy where required.
- Communicate status, changes, and delays clearly and early — no stakeholder should learn about a missed date from the absence of a deliverable.
- Ensure delivered work is communicated to the teams who benefit from it, so that improvements are adopted rather than unnoticed.
Intake, Prioritization, and Capacity Support - Operate the intake process for new Revenue Operations requests, ensuring each is captured with enough detail to be scoped and prioritized.
- Support the Director, GTM Strategy and VP, Revenue Operations in prioritization decisions by maintaining a current, accurate view of committed work and available capacity.
- When new priority work is accepted, document what is being deferred as a consequence so that trade-offs are explicit.
- Track effort and cycle time to build a defensible evidence base for future capacity and headcount planning.
Process, Documentation, and Continuous Improvement - Maintain project documentation, decision logs, runbooks, and process documentation so that knowledge does not sit exclusively with individuals.
- Define and improve the team’s delivery standards, templates, and ways of working, including Jira configuration, workflows, and reporting views.
- Run retrospectives on significant deliveries and convert findings into changes to how the team operates.
- Identify opportunities to automate recurring project reporting and administration, including through AI tooling available to the team.
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