Director Strategic Revenue Operations

Context & Impact:

As Lansweeper continues to mature its Revenue Operations function, this position takes on broader strategic ownership across forecasting, GTM planning, deal operations, commissions, and AI-native transformation of the RevOps engine.

As Director Strategic Revenue Operations, you are the person who tells leadership whether we are on track, explains why when we are not, and turns that into recommendations they can act on. Reporting to the COO and working closely with the CRO and CCO, you own the full funnel view from lead to closed won — and you help define what an AI-native revenue organization looks like at Lansweeper.

Your near-term goals: establish a forecast process leadership can plan against, build one version of the truth across Marketing, Sales and Customer Success, and progressively rebuild how RevOps works when agents and automation are available.

Challenge:

The main challenges you'll face are:

• Forecast predictability. Leadership needs a forecast it can plan against, with accuracy measured and improving cycle over cycle across segments, regions and categories.
• One version of the truth. Marketing, Sales and Customer Success each have their own view. You build the single funnel view all of them recognize as theirs — and you own the definitions that make it add up.
• An AI-native RevOps function. Not bolting AI onto today's processes, but asking what forecasting, analysis, planning and deal operations look like when agents do much of the work — and holding the business case from hypothesis to realized value.
• Authority without a reporting line. The systems, data and AI teams you depend on do not report to you. You get there with a business case and standards people accept.

Key Responsibilities:

Forecasting

• Set the forecast process, methodology, stage and category definitions and the tooling behind them — Sales leadership runs the forecast calls; you build the machine that makes their call reliable.
• Measure forecast accuracy every cycle by segment, region and category, report it alongside actuals, and drive it up.
• Challenge the roll-up, surface the risk and upside the number is hiding, and flag early where coverage does not support the commit.

Performance & Insight — Lead to Closed Won

• Own the golden set of sales and marketing reports reaching the CRO, CEO and board, and the definitions that make the full funnel add up: lead and MQL criteria, stage conversion, attribution and handoffs between Marketing, Sales and Customer Success.
• Partner with Marketing on spend, pipeline contribution, funnel velocity and conversion by source and segment.
• Set the operating rhythm: forecast, pipeline, monthly business and quarterly GTM reviews, with clear decisions, owners and follow-up.

Annual Planning

• Drive the annual GTM planning cycle with the CRO, CCO, COO, Finance and the data team, translating the growth ambition into segment, territory, quota and capacity models.
• Set the pipeline, coverage and marketing investment assumptions behind the plan, and run the quarterly re-forecast and in-year reallocation.

Sales Operations, Deal Desk & Pricing

• Run GTM sales operations as a service to the sales teams: deal structuring, data quality, account and lead assignment, territory and quota administration.
• Build and operate a real deal desk with standards, approval paths and turnaround commitments — quality enforced up front rather than corrected afterwards.
• Set pricing operations: discount governance, approval thresholds, price book maintenance and rollout of pricing and packaging changes.

Commissions

• Own commission plan design with the CRO, CCO and Finance, and the system behind it: mechanics, quota logic, accelerators, payout rules, and the accuracy and auditability of the payout cycle.
• Run rollout, seller queries and disputes against clear service levels.

GTM Data & Systems

• Establish GTM data quality and master data as a permanent capability, not a clean-up project, and enforce the data contract with the teams that own the systems.
• Translate GTM needs into a prioritized, business-cased demand list for GTM Apps, CRM, Data and Quote-to-Cash leaders.

AI

• Rebuild how Strategic RevOps works when agents and automation are available: forecasting and pipeline inspection, revenue and root-cause analysis, planning and scenario modelling, deal operations, data quality monitoring and recurring reporting.
• Identify where AI moves a number — and say plainly where it does not. Set the business priorities for GTM AI Labs and hold the business case from hypothesis to realized value.

Leadership

• Le