VP, Head of GTM Operations

About the Role

GTM Operations at Concord Servicing is the infrastructure and strategy layer behind our go-to-market organization. We are actively building that engine: client health scoring across three business units, an ICP-fit scoring model with Clay, our first AI agent for prospect research, deal-level pipeline attribution, and an in-house outbound program. There is a great deal still to build.

Reporting directly to the CMO, the VP, Head of GTM Operations will own that engine end to end and set its direction. You will partner daily with marketing on top-of-funnel campaigns and account-based plays, with the CRO and the sales organization on the outbound motion, and with the Managing Directors who lead our Consumer, Commercial, and Capital Markets business units for embedded base upsell strategies and reporting. You will lead a lean team, including a Revenue Operations Lead (a hands-on GTM architect) and the analysts in our Mexico City operations center. You will also produce the pipeline and funnel reporting that goes to our private equity sponsor monthly and to our board quarterly, and your numbers will hold up under partner-level scrutiny.

This is an owner-operator role. You open the tools and build. You will be hands-on in Clay tables, HubSpot workflows, enrichment logic, scoring models, and agent configuration, shipping the work in tandem with others and then teach your team to run it. You can defend a number in a board meeting and change a workflow the same afternoon.

The right person brings structure to undefined problems, moves with urgency, holds a clear point of view about how a modern go-to-market engine should run, and raises the standard of everyone who works around them.

This role is remote within the United States.

What You’ll Do

This is a leadership role with full ownership of the revenue engine, a small team to build it with, and direct exposure to the executive team and our sponsor.

GTM Systems & Data

• Own the go-to-market stack end-to-end, including HubSpot, Clay, Apollo, Sendoso, Gong, and the tooling around them, with final say on architecture, build-versus-buy, and vendor selection.
• Set the standard for data hygiene, lifecycle definitions, and lead and signal routing across all three business units, including the fields a deal must carry to be trusted.
• Build personally where it matters most, then hand the pattern to your team to maintain and scale.

Scoring, Signals & AI

• Own the scoring layer: the ICP-fit model in Clay, client health scoring across Consumer, Commercial, and Capital Markets, and the engagement scoring now in build.
• Extend agentic workflows beyond Rex, our first GTM AI agent, into research, enrichment, routing, and reporting, measured in hours saved and cleaner data.
• Keep the signal infrastructure current: the buyer personas and the account universe the outbound motion runs on.

Demand Generation & ABM

• Partner with marketing on top-of-funnel campaigns and the outbound sales motion: the target accounts, the segments and asset classes we go after, and the systems underneath.
• Own the ABM strategy with marketing: account selection, tiering, scoring, and the plays we run against priority accounts.
• Own data enrichment and prospect research for the go-to-market team: account and contact data, list builds, and the research that feeds every campaign and sequence.

Measurement & Board Reporting

• Own marketing-sourced revenue reporting on a definition the board trusts. This is a number of record.
• Own deal-level pipeline attribution and the reporting behind it, so the answer to where pipeline originates holds up when leadership pushes on it.
• Produce the pipeline and funnel analytics for monthly sponsor reviews and quarterly board decks, plus the weekly metrics the executive team runs on: coverage, conversion, meetings, and SQLs.
• Own the systems and governance behind the win-loss program, and drive forecast accuracy up quarter over quarter.

Process & Rules of Engagement

• Set how the revenue motion runs, from how an account gets owned to how a lead is qualified to how a deal moves stage to stage, and hold the go-to-market team to that standard.
• Define the rules of engagement, qualification criteria, and handoff SLAs across marketing, business development, sales, and implementation, with your team maintaining them day to day.
• Partner with sales leadership on the outbound engine: they own the team and the coaching, you own the model it runs on, including targeting, the qualification bar, cadence standards, and how performance is measured.
• Lead change management when the model changes, from the executive team through to the people who work in it every day.

Planning & Executive Partnership

• Bring the operational inputs to annual and quarterly planning: coverage ratios, funnel math, capacity, and territory and comp assumptions, in partnership with Finance.
• Serve as the operations partner to the CEO, CFO, and the business-unit Managing Directors. When a number moves, you know why before the meeting starts.
• Help revenue and marketing leadership decide which plays we run next, and what we set down to make room for them.

Team Leadership

• Lead the Revenue Operations Lead and the analysts in our Mexico City operations center with clear direction and tight feedback loops rather than layers of process.
• Review the team’s work, teach the craft, and raise the standard of what ships.
• Hire and develop as the function scales, and build a bench that can own what you build.