Latam Rev Ops Leader

BU Revenue Operations Lead

Senior commercial performance and GTM operations partner to the Business Unit General Manager

Indicative level: To discuss

Reporting: Solid line to central Revenue Operations; strong partnering relationship with the BU General Manager

Team: Direct management of a BU-aligned Revenue Operations Analyst

Role purpose

The BU Revenue Operations Lead is the principal Revenue Operations partner to the BU General Manager, supporting GTM decision-making and driving the BU towards its commercial outcomes.

Working as part of a BU partnering pod with the Commercial Finance Director, the role provides the GM and BU leadership team with an integrated, forward-looking view of commercial performance. It explains what is happening, why it is happening, what is likely to happen next and what management action is required.

The role is responsible for improving the effectiveness and efficiency of the BU's revenue-growth engine. It converts the BU's strategic and operating plans, actual performance, pipeline, customer position, professional services outlook and commercial initiatives into a credible forecast across bookings, churn, price increases and professional services.

The BU Revenue Operations Lead directly partners with the BU-aligned Sales leadership and any GTM teams or pods aligned to the BU. The role applies the standards, data, processes and tooling established by central Revenue Operations teams, while ensuring that BU-specific market, product, customer and delivery context is incorporated into enterprise planning and performance management.

Supported by a BU-aligned analyst, the role turns data into commercial insight, insight into decisions and decisions into measurable action.

Key responsibilities GM and BU leadership partnership

• Be the GM's partner on GTM decision-making and driving the BU towards its GTM outcomes.
• Operate as part of a BU partnering pod with the Commercial Finance Director, bringing together commercial, operational and financial perspectives.
• Provide the GM and BU leadership team with a clear and integrated view of current performance, future outlook, material risks and opportunities.
• Translate commercial performance into specific decisions, interventions and accountabilities.
• Constructively challenge the assumptions, plans and execution of BU GTM leaders.
• Help the GM make evidence-based trade-offs between commercial priorities, investment, capacity and expected outcomes.
• Ensure that agreed actions are completed and that their effect on performance is measured.
• Coordinate with Core Finance and People where workforce, organizational, performance or capacity matters require their involvement.

Commercial performance insight

• Own the integrated BU commercial-performance narrative across aggregate CARR, bookings, pipeline, churn, renewals, price increases, professional services, and CARR-to-ARR conversion.
• Explain the underlying drivers of performance rather than simply reporting results.
• Identify material variances against budget, forecast and strategic plan, establishing their root causes and likely future impact.
• Connect performance across the commercial lifecycle, including pipeline generation, conversion, renewal coverage, pricing execution, professional services delivery, sales capacity and operational execution.
• Provide forward-looking insight into where the BU is likely to outperform or underperform.
• Ensure the GM receives a concise, decision-relevant view of performance rather than disconnected functional reporting.
• Represent the BU's commercial and professional services context in central performance reviews and planning processes.

Forecasting and scenario management

• Own the development, challenge and quality assurance of the BU's integrated operational commercial forecast across bookings, churn, price increases and professional services.
• Translate the BU plan, actual performance, pipeline position, renewal cohorts, professional services outlook and commercial initiatives into a credible forward-looking forecast.
• Assess whether Sales forecasts are supported by pipeline evidence, deal progression, historical conversion, expected timing and informed commercial judgment.
• Assess whether the professional services outlook is supported by bookings, backlog, delivery capacity, project timing and other relevant operating evidence.
• Challenge material assumptions and ensure that risks, opportunities and dependencies are visible.
• Own the explanation of forecast movements and the actions required to address potential underperformance.
• Develop scenario analysis showing the impact of changes in conversion, timing, retention, pricing, professional services demand and delivery, capacity and productivity.
• Work with the Commercial Finance Director to reconcile the operational commercial forecast with the BU financial forecast.
• Provide complete, timely and standardized forecast inputs that enable central Revenue Operations and Finance to produce an accurate consolidated Cyncly view.

Accountability boundary. Sales leadership remains responsible for forecast submissions and deal execution. Professional Services leadership remains responsible for delivery execution and its underlying operating inputs. The BU Revenue Operations Lead is responsible for independent challenge, forecast quality and the consolidated BU commercial outlook.

Pipeline quality and sales execution

• Partner directly with BU-aligned Sales leaders and any GTM teams or pods aligned to the BU.
• Ensure that pipeline-management and pipeline-quality actions established by central Revenue Operations are implemented within the BU.
• Monitor pipeline coverage, quality, stage progression, conversion, velocity, aging and slippage.
• Translate identified pipeline issues into clear actions for Sales leadership and track their completion.
• Identify where pipeline performance puts the BU plan at risk and recommend appropriate interventions.
• Use performance evidence to distinguish between issues relating to pipeline generation, territory potential, sales execution, capability, capacity, product-market conditions or process constraints.
• Provide BU context and feedback to central Revenue Operations on the effectiveness of pipeline standards, processes and tooling.

GTM effectiveness and efficiency

• Assess whether the BU's GTM motions are producing the intended commercial outcomes efficiently and sustainably.
• Identify opportunities to improve pipeline generation, conversion, velocity, productivity, retention, price realization, professional services performance and cross-sell.
• Evaluate the effectiveness of material commercial initiatives and recommend where the BU should accelerate, change or stop activity.
• Connect investment and commercial capacity to expected revenue outcomes.
• Track whether interventions deliver the expected benefit and identify where further action is required.
• Use enterprise benchmarks and centrally defined frameworks to assess BU performance while accounting for relevant BU-specific conditions.
• Promote adoption of centrally provided technology, automation, processes and best practice.

Capacity, quota and territory effectiveness

• Assess whether the BU's sales capacity, quota levels, territory design and account allocation are appropriate for its plan and market opportunity.
• Identify imbalances in capacity, coverage, productivity or opportunity allocation and recommend corrective action.
• Monitor quota attainment distribution, sales productivity, ramp performance, vacancies and available capacity against plan.
• Work with central Revenue Operations and Finance on quota setting, territory design and capacity-planning processes.
• Ensure that BU requirements and market context are appropriately reflected within centrally governed methodologies.
• Quantify the likely effect of capacity gaps or design choices on bookings and forecast delivery.

Workforce and new-joiner execution

• Maintain visibility of joiners, leavers, vacancies, transfers and organizational changes affecting BU commercial capacity.
• Ensure new joiners and other workforce changes are flagged promptly to the relevant central teams.
• Coordinate with central teams to ensure that new joiners are provisioned with the appropriate territories, quotas, CRM access, reporting, onboarding and compensation-plan inputs.
• Track ramp progress and identify where recruitment, onboarding, enablement or provisioning delays put the BU plan at risk.
• Reconcile the BU's operational capacity view with Finance, People and central Revenue Operations records.
• Translate workforce movements into their expected effect on productivity, capacity and commercial outcomes.

Commercial performance management

• Work with BU Sales leaders to identify material individual and team performance issues using objective performance evidence.
• Assess performance across attainment, productivity, activity, pipeline, conversion, retention and other relevant measures.
• Diagnose whether underperformance is driven by capability, capacity, territory design, pipeline, execution, product-market conditions or operational constraints.
• Support the accountable Sales leader in defining appropriate interventions and measuring whether performance improves.
• Provide objective analysis for performance-management discussions while leaving formal people-management accountability with the relevant leader and People Partner.
• Identify recurring issues that require changes to enablement, central policy, process, data or technology.

Planning and performance cadence

Lead the Revenue Operations contribution to the BU's principal planning and performance processes, including:

• Strategic planning.
• Annual budget and target setting.
• 3+9, 6+6 and 9+3 forecast cycles, covering bookings, churn, price increases and professional services.
• Weekly pipeline and commercial forecasting.
• Monthly BU performance and management business reviews.
• Quarterly business reviews.
• Commercial initiative and benefit tracking.
• Capacity, quota and territory planning.
• Scenario analysis and investment business cases.
• Mid-year and year-end performance assessments.

The role is expected to shape assumptions, test the achievability of plans and recommend actions - not simply populate centrally issued standards.

Operating model and key relationships

The BU Revenue Operations Lead is the vertical integrator between the BU and Cyncly's horizontal central Revenue Operations teams.

Central Revenue Operations leaders partner with the SoC, CRO, CMO and SVP Professional Services at enterprise level in the same way that the BU Revenue Operations Lead partners with the GM at BU level.

AreaCentral Revenue OperationsBU Revenue Operations Lead

Executive partnership Partners with the SoC, CRO, CMO and SVP Professional Services. Partners with the BU GM and BU-aligned Sales leadership. Forecasting Defines methodology, cadence and consolidation requirements across bookings, churn, price increases and professional services. Challenges and stands behind group level insights and actions. Challenges inputs and owns the credible, integrated BU forecast and narrative across all four dimensions. Pipeline management Establishes standards, measures and required actions. Ensures BU execution and resolves or escalates vertical issues. Reporting and data Provides common definitions, data models, dashboards and tooling. Interprets performance and converts insight into BU decisions and action. Quota and territories Defines methodology, governance and core processes. Assesses BU suitability and recommends evidence-based adjustments. Workforce data Maintains enterprise processes, systems and provisioning services. Ensures workforce changes are identified and reflected in BU capacity. Performance management Provides frameworks, benchmarks and common performance data. Diagnoses BU performance issues and supports accountable Sales leaders. GTM effectiveness Provides enterprise standards, technology and best practice. Drives local adoption and measures the resulting commercial impact. Enterprise consolidation Produces aggregate Cyncly performance and forecast views. Provides complete BU inputs, context and explanation.

Operating-model principle: Central Revenue Operations partners horizontally with enterprise GTM executives; BU Revenue Operations partners vertically with the GM and BU-aligned GTM leadership.

Key stakeholders

• BU General Manager.
• BU Commercial Finance Director.
• BU-aligned Sales leadership.
• BU-aligned GTM teams or pods.
• Central Revenue Operations leaders and specialist teams.
• SoC, CRO, CMO and SVP Professional Services organizations.
• Core Finance.
• People Business Partner.
• Data, technology and systems teams.

Measures of success

Success will be assessed through a balanced combination of BU commercial outcomes and Revenue Operations effectiveness, including:

• Performance against bookings, churn, price-increase and professional services plans.
• Forecast accuracy, bias and visibility of material risks and opportunities across bookings, churn, price increases and professional services.
• Pipeline coverage, quality, conversion, velocity and slippage.
• Renewal performance, GRR and price realization.
• Professional services outlook and performance, using the relevant BU measures for bookings, backlog, delivery, capacity and timing.
• Cross-sell performance and growth in products per customer.
• Sales capacity, productivity, ramp and quota-attainment distribution.
• Accuracy and clarity of the BU's CARR-to-ARR bridge.
• Timeliness and quality of strategic plan, forecast and MBR submissions.
• Completion and measurable impact of agreed commercial interventions.
• Adoption of central Revenue Operations standards, processes, dashboards and tooling.
• Quality of BU inputs and commentary supporting the consolidated Cyncly view.
• Effectiveness and development of the BU Revenue Operations Analyst.