Senior Revenue Operations Lead, Systems & Process

Manhattan Associates is building a more centralized and scalable Revenue Operations capability, and the Senior Revenue Operations Analyst, Systems & Process will help innovate and refine the operating infrastructure that makes sales process, pipeline management, forecasting, and executive reporting more trustworthy. This role will serve as the RevOps business owner for Salesforce.com structure, RevTech governance, sales methodology workflows, data quality, and change management, partnering closely with Sales, Marketing Operations, Customer Experience, Finance, IT, and enablement stakeholders. The ideal candidate brings deep SFDC fluency, strong process judgment, and practical experience translating GTM operating needs into scalable system requirements, not simply taking tickets or administering fields. Success in this role requires a systems thinker who can challenge weak process, improve field adoption, and use automation and AI-enabled RevOps tools thoughtfully to reduce friction and improve revenue team productivity.

Duties and Responsibilities

• Own the Salesforce revenue operating structure, including account/contact hierarchy, opportunity stages, forecast categories, required fields, stage exit criteria, activity capture, and field-level governance standards.

• Operationalize sales methodology in CRM by translating qualification criteria, manager inspection points, deal review motions, and field coaching needs into repeatable Salesforce workflows. Facilitate adoption and reinforce clean forecasting behavior.

• Govern the RevTech ecosystem, including sales intelligence, forecasting, conversation intelligence, outreach/sequencing, enrichment, intent, account scoring, and related productivity tools.

• Lead data quality and hygiene programs covering account ownership rules, duplicate management, opportunity hygiene, close-date discipline, stage aging, missing-field logic, source attribution quality, and tool usage data.

• Manage the RevOps systems roadmap by maintaining the enhancement backlog, clarifying business requirements, prioritizing changes, coordinating UAT, publishing release notes, and tracking adoption. Also, serve as the revenue business owner for SFDC enhancements, integrations, permissions, and scalable system design, partnering with IT.

• Rationalize and improve RevOps tooling by assessing tool overlap, ownership models, utilization, data flows, business value, and opportunities to consolidate or better integrate the stack.

• Identify practical AI and automation opportunities within GTM systems, such as workflow automation, AI-assisted data quality checks, account/deal insights, guided next best actions, and reduced manual seller effort.

• Drive cross-functional alignment with Marketing Ops, Customer Experience Ops, Finance, Sales leadership, Partner Operations, and Enablement so process, data, and systems decisions support the full customer lifecycle.

How We’ll Measure Success

• Current-state SFDC and RevTech audit completed with prioritized gaps, ownership recommendations, and an actionable systems roadmap.

• Sales process and field governance map published and adopted across core revenue teams, with clear standards for required fields, stage gates, and manager inspection points.

• Opportunity stage and forecast category definitions documented, approved, embedded in Salesforce workflows, and used consistently in pipeline and forecast reviews.

• Data hygiene scorecard established and improved across completeness, accuracy, duplicate management, close-date discipline, stage aging, source attribution, and required-field compliance.

• CRM enhancement backlog delivery operating on a clear cadence with disciplined prioritization, requirements documentation, UAT participation, release notes, and adoption tracking.

• RevTech ownership and rationalization model implemented with clearer tool ownership, usage visibility, vendor value assessment, and fewer unsupported or redundant workflows.

• Sales methodology-to-CRM mapping live in Salesforce and actively used by managers to inspect deal quality, qualification, risks, and progression.

• CRM and tool adoption measurably improved through usage dashboards, field enablement, feedback loops, and targeted automation that reduces low-value m