Senior GTM Strategy & Ops Manager (Deployment)

Who You Are

An operator with strong analytical rigor. You’re comfortable distilling complex, ambiguous problems into the key insights and decisions that matter.

A builder, not a coordinator. You don’t just map the process, you roll up your sleeves and build the system, the model, and the playbook.

Commercially sharp. You understand that how we deploy technical resources is a margin, reputation, and revenue lever, not just an operational detail.

Relationship-oriented. You know your effectiveness depends on your ability to influence Sales, technical teams, and leadership without owning them.

High ownership, high slope. You see the gap, you propose the solution, you execute.

5 - 8 years across a variety of relevant experiences (with 2+ years of operating experience required): Investment banking / VC / PE / Consulting, Biz Ops & Strategy, Revenue Strategy & Operations, Professional Services, Deployment, or Technical Program Management

What You’ll Do

• Own the deployment operating model. Define the roles and responsibilities of Sales Engineers, Deployment Strategists, Deployment Success Managers, Deployed Software Engineers, and Solutions Engineers, and how each is leveraged during the sales process, during the pilot, and post-purchase.
• Design the pilot motion. Scope what the pilot process looks like, who owns which responsibilities, and what a clean handoff between sales and deployment, and from pilot into production, actually looks like.
• Drive ARR. Partner with sales & deployment leaders to identify process gaps or ways to accelerate deals to maximize ARR.
• Create the system that deploys our technical resources optimally across the prospective and current customer base, and determine the headcount required to meet demand as we scale.
• Build the pilot and deployment playbooks. Define what work gets done at each stage, what we own versus what we expect customers to do, and the standards that make outcomes repeatable rather than heroic.
• Build KPI reporting that shows the business, and our customers, what a healthy, efficient deployment looks like, from time-to-value to resource utilization.
• Partner closely with Sales, the post-sales Customer team, and Leadership to ensure technical resources are deployed where they create the most value, and the realities of deployment shape how we sell.