Director, Revenue Operations (B2B SaaS)

WHY STOREFORCE

StoreForce helps retailers connect decisions, execution, and performance across their stores. We work with complex, well-known retailers around the world, and we have meaningful room to grow both through new clients and within the clients that already trust us. This role will sit close to the work, have real access to leadership, and materially shape how our sales organization scales.

OVERVIEW

Make the right sales behaviors repeatable, visible, and durable.

StoreForce has strong sales leadership, meaningful opportunity inside our existing client base, and a growing set of plays for winning new business. What we need now is someone who can turn those ideas into consistent execution across the team.

Reporting to the Chief Revenue Officer (CRO), the Director of Revenue Operations will build the operating rhythm that makes good ideas stick. This person will bring rigor to account planning, pipeline management, forecasting, expansion, and follow-through. They will know what matters commercially, make it visible, and work with the team until it becomes how we operate every week.

This is not a traditional Salesforce administrator role nor a second sales leader. The CRO will set sales strategy, coach the team, and lead our most important pursuits. The Director of Revenue Operations will translate that direction into clear actions, useful inspection, and sustained execution so the CRO and sellers can spend more time coaching, selling, and closing.

This role is fully remote with moderate national and international travel required.

THE PERSON WE’RE LOOKING FOR

You are a commercially minded operator who enjoys helping a talented team become more consistent. You can move comfortably between the detail of a late account plan and the larger question of where growth is coming from. You are direct without being heavy-handed, analytical without hiding behind the data, and persistent without creating unnecessary process.

You make things happen. When a direction is agreed, you create the structure and follow-through needed to carry it all the way into the field.

You know what good enterprise SaaS selling looks like. You can distinguish a meaningful commercial signal from activity that merely looks busy.

You can hold experienced people accountable without relying on hierarchy. Your credibility comes from judgment, preparation, consistency, and a willingness to help.

You build with the team, not around it. You listen, ask plainspoken questions, and improve the system as you learn.

You are comfortable in a growing, evolving company where not every answer or process already exists.

You care about outcomes more than ownership lines and bring a low-ego, sleeves-rolled-up approach to cross-functional work.

RESPONSIBILITIES

1. Execution and Operating Cadence

Translate sales strategy and priorities into a manageable set of actions, owners, milestones, and measures.

Run the recurring cadence for pipeline, forecast, deal progression, and account-plan review in close partnership with the CRO.

Reinforce the agreed revenue KPIs through the weekly operating cadence, ensuring the team understands what is being measured, why it matters, and what actions are required when performance is off track. Follow through with persistence and good judgment. Help the team understand why the work matters and remove obstacles where you can. When commitments are missed repeatedly, name it plainly and hold the line. The job is durable execution, not activity that looks busy.

Spot when a play or process is not working, diagnose why, and improve it rather than adding bureaucracy.

2. Account Planning and Expansion

Set a practical standard for strong account plans and coach the team toward it.

Build repeatable land-and-expand plays across sister brands, regions, and StoreForce products.

Keep expansion opportunities moving from analysis to action, with clear ownership and measurable progress.

3. Pipeline, Forecasting, and Insight

Create a shared, fact-based view of pipeline health, deal risk, forecast, conversion, velocity, and win/loss patterns.

Own the revenue KPI framework, including the leading and lagging indicators used to measure pipeline creation, pipeline coverage, forecast accuracy, conversion, deal velocity, win/loss, expansion, productivity, and attainment. Ensure definitions are clear, reporting is trusted, and metrics are used to drive action rather than simply describe performance.

Ask the next useful question when the data exposes a gap. Turn reporting into decisions and actions, not another set of dashboards.

Partner with the CRO on coverage strategy, territory design, and capacity planning to ensure resources are aligned with market opportunity and growth objectives.

Partner with Finance on quota setting, incentive design and compensation modeling that reinforces desired commercial behaviors and supports the annual go-to-market objectives.

4. Process, Enablement, and Systems

Document the few processes and playbooks that genuinely help the team execute, then drive their adoption.

Reinforce new sales approaches through coaching, inspection, and feedback until they become durable field behavior.

Work with our existing Salesforce and analytics resources to define what the systems need to deliver. You should be fluent enough to ask for the right things, but you will not be expected to serve as the hands-on Salesforce administrator.

Partner closely with Sales, Marketing, Client Success, Finance, and Product where the sales motion crosses functional lines.

WHAT SUCCESS LOOKS LIKE

In the first 12 to 18 months, this leader will:

Establish and drive adoption of AI-enabled workflows across account planning, opportunity management, prospect research, enhance deal inspection and forecasting, creating measurable productivity improvements for the sales team

Establish a simple, dependable weekly operating cadence for pipeline, deal progression, account plans, and commitments. Expectations are clear, follow-up is consistent, and agreed actions do not disappear between meetings.

Within the first 90 days, baseline the numbers that matter (forecast accuracy, deal-cycle time, win rate, and account-plan coverage), and set clear targets against them with the CRO, so that “better” has a definition both of you agree on.

Establish a clear revenue scorecard and KPI framework that leadership trusts and the sales team uses consistently to inspect performance, identify risk, and drive action.

Raise the quality of account planning across the team. Our most important clients and prospects have practical plans with clear objectives, relationships, next steps, owners, and dates.

Turn white-space analysis into an active expansion motion across brands, banners, geographies, and products. Opportunities are prioritized, assigned, progressed, and measured.

Improve confidence in the forecast by creating stronger pipeline discipline, clearer inspection, and more reliable inputs. Risks and gaps surface early enough for the team to act.

Operationalize our sales plays, including value and ROI communication, so they show up consistently from the first conversation through proof of value, QBRs, expansion, and renewal.

Build useful visibility into performance by segment and region, helping leadership decide where to focus and where different motions may be needed.

Clarify the right approach to smaller, faster-moving opportunities that sit below our traditional enterprise ICP, then help stand up the motion if the opportunity warrants it.

Create leverage for the CRO. Sales leadership spends less time chasing updates and policing process, and more time coaching the team, shaping strategy, and closing important business.

KEY PERFORMANCE INDICATORS (KPIs)

Salesforce CRM adoption and data quality/completeness rate across the sales team;

Sales process compliance: percentage of deals and activities followin