Head of GTM Operations

We’re Heidi

We're building the future of healthcare by giving every clinician the earth's finest AI Care Partner. Our platform has absorbed the administrative chaos of 175 million patient visits and supported 67 million clinical hours. Today, we support 2.8 million patient sessions a week across 190+ countries, in 110 languages and over 200 specialties.

Healthcare systems are failing us; clinicians spend more time on documentation than on patients, and the human connection that makes medicine worth practicing is eroding. Our mission is simple: double the world’s capacity for care and strengthen the human connection at its heart.

We found product-market fit with a freemium medical scribe that clinicians love. Now, we're expanding. Every task a clinician hands to Heidi is a patient who feels more attended to, a health system unclogged, and a clinician who gets to be a clinician again.

We’ve grown annual recurring revenue from $1 million to $50 million in two years.

To go further, we’ve secured US$340 million: a $100 million Series C led by Blackbird, with Phoenix Court, Point72 Private Investments and Headline, alongside a $240 million growth investment led by General Catalyst’s Customer Value Fund.

If you want to join us in doing work worth shipping, jump in.

The role

We're scaling across the US, Canada, UK, Australia, and into Europe and Asia. The GTM engine has outgrown the operational backbone underneath it. We've decided to invest in a senior leader who can build the function from the ground up rather than scaling further on duct tape.

You’ll own the GTM platform, commercial ontology, and operational metrics. Decide what's globally locked so that the regions can configure agents locally. You are accountable for the ontology, integrity, performance, and AI-readiness of the GTM platform, as well as maintaining clear definitions for our operational metrics across GTM.

What you’ll do

Data ontology and integrity

Define and own the global customer data model so every customer is represented in the same shape — product events, contract, billing amount, tier (custom or standard), region, and ICP segment — regardless of region or how they were sold, making segmentation, attribution, and lifecycle work reliable.

Lock down the core, globally consistent fields and explicitly define which attributes regions may configure locally, keeping the foundation stable while leaving room for legitimate regional variation.

Govern field creation through a clear request-and-review process: regional teams propose new fields, and you either approve them into the global model or push them down to the application layer to prevent schema sprawl.

Systems and tooling

Own HubSpot administration across CRM, Marketing Hub, and Sales Hub — objects, properties, permissions, automation, and integrations — as the system of record the entire revenue org runs on.

Own Segment, Braze, and the GTM-facing dbt models and pipelines that turn raw event and CRM data into revenue-ready datasets. Warehouse infrastructure and data governance are owned by Data.

Build and maintain the integrations with product usage data, finance/billing systems, and partner platforms so the revenue stack reflects a complete, current picture of every customer.

Lead build-vs-buy decisions for new tooling, and own vendor management and contract negotiation for the GTM Ops stack to control cost, drive consolidation, and avoid lock-in.

Pipeline and funnel management

Define and maintain the canonical funnel stages and the entry/exit criteria that govern movement between them (MQL, SQL, SAL, Opportunity, Closed Won/Lost), so every region reports against the same definitions and stage transitions are auditable.

Instrument and publish stage-to-stage conversion rates cut by segment, region, and ICP, giving leaders a consistent view of where deals stall and a basis for comparing performance across teams.

Set the pipeline hygiene standards — required fields, stale-deal handling, close-date discipline, and next-step expectations — and enforce them systematically through automation and reporting rather than manual clean-up.

Own the sales velocity model and its underlying metrics (average deal size, win rate, sales-cycle length, and rep throughput), surfacing the levers that move pipeline efficiency and feeding them into planning.

Run a structured win/loss program that systematically captures why deals are won and lost, and close the loop by feeding those insights back into product, marketing, and enablement.

Revenue operations

Stand up and run the deal desk: codify discount governance, ICP-tied commercial levers, and tiered approval thresholds so non-standard deals move quickly without eroding margin or setting precedents the business regrets.

Roll out and reinforce a common sales methodology (MEDDPICC or the chosen framework), embedding it into CRM fields, deal reviews, and forecasting so it shapes day-to-day rep behaviour rather than living in a slide deck.

Build the systems and tooling behind onboarding and enablement — content management, certification, and ramp tracking — in partnership with the regional enablement leads who own delivery.

GTM reporting & analytics

Establish and maintain a single source of truth for revenue metrics, so pipeline, productivity, and retention numbers reconcile no matter who pulls them or which tool they come from.

Build board-ready GTM dashboards spanning pipeline, funnel, productivity, retention, and attribution, presented with enough rigour and consistency to be trusted in executive and board settings.

Own the data and reporting infrastructure behind the Weekly, Monthly, and Quarterly Business Reviews (WBR / MBR / QBR), including the metric definitions and refresh cadence each relies on.

Deliver self-serve analytics that let sales, marketing, and CS leaders answer their own questions, reducing the dependence on a central analyst for routine reporting.

Architecture & reliability standards

Define the integration patterns the GTM stack runs on — event-driven, idempotent, retried, with clear sources of truth and propagation rules — so systems connect consistently instead of through brittle one-off point integrations.

Set and publish service-level objectives for revenue-critical systems (lead routing, scoring, billing-event flow, attribution), making reliability expectations explicit, measurable, and owned.

Own the on-call rotation and incident response for GTM-platform issues, so failures in revenue-critical flows are detected, triaged, and resolved with real engineering discipline.

Maintain architecture decision records (ADRs) for every significant choice and review them quarterly, so the rationale behind the platform is documented, transparent, and revisited as the org scales.

What you'll bring

Experience owning GTM Ops, RevOps or revenue systems at a globally distributed company with multi-product growth.

Has scaled, not just maintained, a GTM ops function at a SaaS company between $50M and $200M ARR.

Hands-on fluency with HubSpot (or Salesforce), Segment, Braze, SQL, dbt, and warehouse pipelines.

Track record of hiring and developing GTM Ops talent.

Passion for AI, shown through hands-on building, prototyping, or side projects.

You default to building over requesting.

You're confident in your thinking and open to being wrong. Great ideas win regardless of who surfaces them.

How we show up

Build for the next decade, not next quarter . Our targets are outrageous on purpose. The world's health doesn't have the luxury of incrementalism.

Lead, don't wait . We treat tomorrow's problems today. Sometimes we build what's needed before it's wanted, and we're fine with that.

Follow the evidence . Trust the patient. We pursue truth relentlessly. But when the subjective and objective disagree, we treat the patient, not the numbers. Ego is a comorbidity we can't afford.

Own the outcome .