Director, Revenue Operations

About the Role

The Director, Revenue Operations owns the commercial operating system for the Ingredients + Specialties business — the process, technology, data, planning, and operating rhythm the entire go-to-market organization runs on. This is the "run the engine" seat: it does not sell, set price, build AI models, or author growth strategy. It makes the commercial machine faster, cleaner, and more predictable, and its distinctive contribution is owning the seams — the handoffs, definitions, and shared rails — where value is lost between functions.

What This Role Owns

• Commercial Operating System & GTM Process Architecture — Own the end-to-end commercial process (lead-to-cash / opportunity-to-order) with standards, playbooks, and stage definitions across the customer journey. Design and enforce clean handoffs across Marketing, Field and Virtual Sales, Customer Service, and Technical. Standardize globally, flex regionally across NA, EMEA, and LATAM.
• CRM & Commercial Technology Ownership — Own the commercial tech stack as business owner — Salesforce (SFDC/SFMC/SRM), Service Cloud, and connected systems — with IT delivering. Run the Commercial Operations Governance Council — the monthly intake that challenges, sequences, and prioritizes every enhancement request. Drive adoption and simplification — measured by usage and reduced administrative burden.
• Commercial Analytics, Reporting & KPIs — Own the single source of truth — dashboards, scorecards, the Sales Excellence (SFE) metric set, and the business definitions behind every number. Run the monthly reporting rhythm (performance and CX/NPS, repeatable by the 10th) and put clear signals in front of functional leaders to act on. Keep reporting descriptive and diagnostic; predictive and prescriptive analytics are commissioned from Data & AI and embedded here.
• Pipeline Operations — Own the pipeline process — cadence, hygiene, and forecast data integrity — while Sales owns the commit and the number. Instrument pipeline health — coverage, velocity, conversion, slippage — and surface risk early.
• Sales Planning: Coverage & Quota — Own the segmentation-to-coverage design and territory/quota governance, so segmentation drives coverage. BU leaders own the final deployment decision; this role owns the design, the rules, and the discipline. Run the quota-setting process and keep it linked to plan and the four I+S growth objectives.
• Sales Enablement Operations — Own the enablement operating infrastructure — content operations, competency frameworks, certification, and onboarding-to-tools. Partner with Commercial Development (under Sales, owning coaching and delivery) so content, data, and measurement stay one loop.
• Commercial Program Management & Operating Rhythm — Orchestrate the operating rhythm — MOR / MPR / QBR agendas, data packs, decisions, and action tracking. Operationalize the recurring programs — Winback, Retention, Spot-account, and Supplier Onboarding. Provide commercial PMO discipline for operational initiatives.
• Commercial Data Governance & Hygiene — Own customer and CRM data quality — account, customer, and opportunity master-data stewardship. Own the KPI business definitions; Data & AI owns the technical semantic layer that implements them.
• Total System Design & Handoff Ownership — The eight areas above are the parts of the system; this role's distinctive job is to make them work as one. End-to-end system integrator. Own how Marketing → Demand Gen → Sales → Pricing → Customer Service → Data & AI connect as one flow. Handoff design and enforcement — define every material handoff (MQL→SQL, lead→opportunity, opportunity→order, order→CS case, escalation→Sales, Field↔Virtual, KAM↔Field) with stage definitions, ownership, SLAs, and closed-loop measurement. Authority boundary — own the design, standards, instrumentation, and measurement of every handoff; the decision to move people or restructure a function stays with the owning line. Single ownership of the commercial tech stack — one business owner across Salesforce, Service Cloud, demand-gen attribution, CS case logging, and seller-facing tools, plus the rails through which pricing surfaces to sellers. One truth — own the KPI dictionary and business definitions so every metric means one thing across dashboards, MOR, and board packs. System-level scorecard — own the cross-functional metrics no single function can — seller time redeployed to customers, handoff cycle-time and leakage, SLA adherence, adoption, and the through-line from segmentation → coverage → productivity → CM$.

Building Human Capability

A governed operating model only works if the commercial teams can run it. This role closes that gap through clarity, accountability, and support for functional leaders — not mandate.

• Coach the sales manager — supply the tools, playbooks, dashboards, and enablement that make managers effective and let leaders drive decisions.
• Playbooks tied to the value levers — codify commercial playbooks for the plays that move the business: Field focus on higher-value accounts, KAM HQ-overlay, Virtual account-transition governance, Winback / Retention / Spot, demand-generation deployment, and the CS-escalation redesign. Adoption is the measure, not deployment.
• Change management as a standing capability — communications, training design, adoption instrumentation, and post-launch tuning for a continuous change agenda, not one-off rollouts.

Success Measures — First 12–18 Months

• Seller time given back — measurable seller capacity recovered from CS and administrative work via the escalation redesign and tiered SLAs.
• Coverage that follows value — Field capacity shifted from the low-value long tail to higher-value accounts.
• Trusted numbers — one agreed data set and KPI dictionary; monthly performance and CX/NPS packs land by the 10th.
• Rhythm that runs itself — MOR / MPR with clear decisions and closed-loop actions, and fewer escalations to the SVP.
• Adoption and lighter load — higher tool adoption with measurably less seller administrative time.
• Clean planning cycles — segmentation-driven coverage, territory, and quota set on time and aligned to plan.
• Boundaries holding — no role confusion with Sales, Pricing, Data & AI, or Strategy.

Qualifications & Experience

• Bachelor's degree required; advanced degree (MBA or analytical discipline) preferred.
• 10+ years in revenue / commercial operations, sales operations, commercial excellence, or GTM operations, including 3+ years leading teams.
• Business ownership of CRM and commercial systems (Salesforce preferred), including governance of an enhancement/change pipeline.
• Track record building commercial reporting, KPI frameworks, and forecasting/pipeline processes leaders run on.
• Sales-planning experience — segmentation-driven coverage, territory, and quota design and administration.
• Comfort in a global, matrixed, multi-region (NA / EMEA / LATAM) environment.
• PE-backed or value-creation-plan experience preferred; specialty chemicals, ingredients, or B2B distribution a plus.

Skills & Competencies

• Systems & process fluency — turns messy processes into standardized, instrumented workflows.
• Systems thinking — works the seams, not the boxes.
• Data and reporting rigor — precise definitions, defended data integrity, a clear performance story.
• Operating-rhythm discipline — cadences that drive decisions without bureaucracy.
• Enablement & change management — drives adoption through coaching, not mandate.
• Boundary-spanning influence — partners across functions without owning them.
• Commercial & value orientation — ties every deliverable to churn, win rate, margin, and CX.
• Bias to simplify — relentlessly cuts administrative burden on customer-facing teams.