Director/Senior Director of Revenue Operations

About the Role

We're seeking a strategic Director/Senior Director of Revenue Operations to own the systems, productivity, and analytics that power our revenue organization across the full customer lifecycle — from initial outreach through renewal.

This role sits at the center of revenue execution, with end-to-end visibility into every stage of the funnel: prospecting and outreach, pipeline and conversion, close, onboarding, and renewal/expansion.

You'll partner closely with Marketing, Inside/Outside Sales, Finance, Energy Markets, and our Customer Organization to ensure alignment across the revenue lifecycle, translating revenue strategy into operational execution — owning forecasting, pipeline management, go-to-market efficiency, and customer growth.

Critically, you'll be the person who connects the dots across the funnel: surfacing risks, opportunities, and performance trends as they emerge at any stage, and elevating the right insights and recommended actions to leadership. Because a signed contract at Voltus is just the start of revenue generation, not the end of it — value depends on enrolled assets actually performing in market events — this role also owns the forecasting and reporting that connects committed contract value to realized, performance-based revenue.

Full Lifecycle Ownership

• Own end-to-end visibility across the full customer lifecycle funnel — initial outreach, pipeline progression, close, onboarding, and renewal — ensuring data, process, and reporting connect seamlessly across each stage

• Build the reporting and analytics infrastructure to flag leading indicators of risk or opportunity at any point in the journey and route them to the right owner in real time

• Serve as the connective tissue between Sales, Marketing, and the Customer Org so handoffs (lead → pipeline → customer → renewal) are governed by consistent data and process, not disconnected systems

• Design and own a customer health score — combining enrollment status, market-event performance, engagement, and support signals — that flags at-risk customers early and gives Sales, Customer Success, and Energy Markets a shared, actionable view for coordinated intervention

• Regularly synthesize cross-funnel insights into clear, action-oriented recommendations for sales and executive leadership

• Own forecasting and reporting that tracks contracted value through enrollment, market participation, and dispatch performance to realized revenue — partnering with Energy Markets and Finance to reconcile committed vs. realized revenue and flag performance risk before it hits the P&L

Team Leadership

• Manage and develop a team spanning sales productivity, analytics, and operations — mentoring managers within the function

Forecasting & Analytics

• Own accurate revenue forecasting and pipeline analytics across the full funnel, including renewal/retention forecasting in partnership with the Customer Org and Finance; present findings directly to sales and executive leadership

Planning Infrastructure

• Build planning infrastructure for scale: Sales and Customer Success headcount modeling, territory design, capacity planning, quota setting/allocation, and potential quota/comp redesign across segments — in partnership with Sales and Customer leadership — as new markets and segments come online

Systems & Tooling

• Lead the cross-functional GTM systems roadmap (CRM, forecasting, and business intelligence platforms) spanning outreach through renewal tooling, in partnership with IT/Systems teams

• Partner with Inside Sales, Outside Sales, Customer Success, and training to align tooling and process changes with rep productivity goals

Process & Standardization

• Drive standardization of GTM processes across the full customer journey, from prospecting through renewal

• Define and track core RevOps KPIs across the funnel (win rate, sales cycle length, rep ramp time, pipeline coverage, renewal, expansion rate)

• Own CRM pipeline hygiene — stage definitions, probability methodology, and data-quality standards — and hold the team accountable to consistent, trustworthy pipeline data leadership can act on