VP - Revenue and Business Operations

Revenue & Pipeline Ownership (Top Line → Pipeline → Sales)

–    Own the revenue number: accountable for QoQ top-line growth against board-approved targets across all business lines.

–    Pipeline architecture: build and continuously audit the pipeline (stage definitions, coverage ratios, velocity, conversion rates) so pipeline health is a leading, not lagging, indicator.

–    Sales performance: drive the sales team's forecast accuracy, win rates, deal cycle time and average deal size; personally step into strategic/escalated deals.

–    Forecasting discipline: run a rolling, data-backed revenue forecast reviewed weekly with Sales leadership and monthly with the CEO/COO.

Demand Generation (BDR → Marketing)

–    BDR engine: own outbound/BDR productivity — activity volume, meetings booked, SQL conversion — and keep it tightly coupled to sales capacity.

–    Marketing-to-pipeline alignment: ensure Marketing's campaigns, content and channels are ROI-accountable against pipeline generated, not vanity metrics.

–    Funnel handoffs: eliminate leakage at every MQL → SQL → SAL → Opportunity handoff through shared definitions and SLAs between Marketing, BDR and Sales.

Client Growth & Retention (Client Growth/Engagement → Customer WON)

–    Land-and-expand: build a systematic account growth motion (upsell, cross-sell, renewal) once a client is WON, working closely with Delivery/Account teams.

–    Engagement health: put NPS/CSAT, usage and relationship-health tracking in place so at-risk accounts surface early, not at renewal.

–    Win reviews: run structured win/loss analysis to feed insights back into Sales, Marketing and Product positioning.

Delivery, Cost & Margin (Delivery → Costs → Margin → Bottom Line)

–    Delivery linkage: partner with Delivery leadership so sold scope, staffing and utilization stay in sync — protecting both client outcomes and project economics.

–    Cost discipline: own visibility into cost-to-serve and operating costs across the revenue engine (Sales, Marketing, BDR, Delivery) and flag inefficiencies proactively.

–    Margin ownership: be directly accountable for gross and net margin by client/engagement, not just top-line bookings.

–    Bottom-line accountability: translate revenue and cost decisions into their P&L impact and defend that impact to the CEO/COO.

Governance, Reporting & Cross-Functional Command

–    Daily/weekly visibility: maintain a single source-of-truth dashboard spanning the full funnel and P&L, reviewed daily/weekly with the CEO and COO.

–    Corrective action: identify breakpoints anywhere in the Top Line-to-Bottom Line chain early, and drive the cross-functional fix — not just report the problem.

–    Operating rhythm: run weekly revenue/ops reviews, monthly business reviews (MBR) and quarterly business reviews (QBR) with Sales, Marketing, Finance and Delivery leads.

–    Finance partnership: work hand-in-glove with Finance on budgeting, forecasting accuracy and margin reporting; act as the operating bridge between GTM and Finance.

–    QoQ revenue growth vs. target

–    Pipeline coverage ratio & pipeline velocity

–    Sales win rate & forecast accuracy

–    BDR activity-to-SQL conversion

–    Marketing-sourced/influenced pipeline ROI

–    Client NPS/CSAT and net revenue retention

–    Cost-to-serve and delivery utilization

–    Gross margin and net margin by engagement

–    EBITDA / bottom-line contribution

–    Experience: 10–15+ years in Revenue Operations, Sales Operations, GTM leadership or a Business Operations/Chief-of-Staff role, with direct exposure to Sales, Marketing and Finance.

–     –    Track record: demonstrated ownership of a full revenue funnel and P&L outcome, ideally in a technology/IT services or digital business.

–    Analytical rigor: fluent in pipeline, funnel and margin analytics; comfortable building and defending dashboards, not just consuming them.

–    Cross-functional influence: proven ability to align Sales, Marketing, BDR, Delivery and Finance leaders around shared metrics without formal authority over all of them.

–    Executive presence: confident reporting directly to CEO/COO with daily/weekly accountability, including delivering difficult news early.

–    Education: MBA or equivalent preferred; background in Business Operations, Finance, Sales or Consulting is a strong plus.

–    Revenue growth is predictable, forecast accuracy is high, and there are no surprises at quarter-end — issues are surfaced and corrected weeks before they hit the number.

–    Sales, Marketing, BDR, Delivery and Finance operate against one shared set of definitions and one dashboard, not five different versions of the truth.

–    Margins improve or hold steady even as revenue scales, because cost-to-serve is actively managed, not discovered after the fact.