Director of Digital Sales / VP of Revenue Operations

Role Purpose & Context

Role Summary

The Director of Digital Sales / VP of Revenue Operations is here to own our entire digital sales strategy and the revenue it generates. You'll be driving multi-year transformation across our sales organisation, making sure we're not just hitting targets, but setting new benchmarks for how we sell digitally. This means you'll shape how we find, engage, and convert customers online, from top to bottom. Day-to-day, you'll be making big calls on our tech stack, designing processes that actually work, and leading a substantial team (including other managers). When you get this right, you'll see a significant uplift in our market position and a healthier bottom line. If you don't, well, our digital growth stalls, and we'll fall behind the competition pretty quickly. The real challenge here is navigating complex organisational change and making sure everyone's pulling in the same direction. But the reward? You'll be building a truly modern sales engine that drives massive growth for the company.

Reporting Structure

• Reports to: Chief Revenue Officer (CRO) or CEO
• Direct reports: 25-100+ (including managers)
• Matrix relationships: Head of Digital Revenue, VP of Sales Strategy & Operations, Chief Digital Sales Officer (Designate),

Key Stakeholders

Internal:

• C-Suite (CEO, CFO, CMO, CTO)
• Product Leadership
• Marketing Leadership
• Finance Leadership
• Legal & Compliance

External:

• Strategic Technology Partners
• Key Industry Analysts
• Major Customers (for feedback and advocacy)
• Investors (via board presentations)

Organisational Impact

Scope: You'll be directly shaping the company's business strategy and market position, especially in how we acquire and retain customers through digital channels. Your decisions will influence P&L for a significant portion of the business, driving transformation across multiple departments and setting the pace for our revenue growth.

Performance Metrics

Quantitative Metrics

1. Metric: Digital-Sourced ARR Growth
2. Desc: Annual Recurring Revenue directly attributable to digital sales channels.
3. Target: Increase by >30% Year-over-Year (YoY)
4. Freq: Quarterly & Annually
5. Example: If our digital ARR was £10M last year, we're aiming for at least £13M this year. You'll need to show how we're tracking against that target every quarter.
6. Metric: Customer Acquisition Cost (CAC) Reduction
7. Desc: Optimising the cost to acquire a new customer through digital means.
8. Target: Reduce CAC by 15% YoY for digital channels
9. Freq: Quarterly
10. Example: If it currently costs us £1,000 to acquire a new digital customer, you'll need to get that down to £850, or even lower, by improving funnel efficiency and targeting.
11. Metric: Enterprise Logo Acquisition via Digital
12. Desc: The number of new enterprise-level customers brought in through digital sales efforts.
13. Target: Increase by 20% YoY
14. Freq: Quarterly
15. Example: We want to see more big-name clients coming through our digital funnel. If we closed 10 enterprise logos digitally last year, you're aiming for 12 this year, or more.
16. Metric: Pipeline Velocity
17. Desc: How quickly deals move through the sales pipeline, from creation to close.
18. Target: Maintain or decrease average sales cycle to <90 days
19. Freq: Monthly
20. Example: If our average deal takes 100 days to close, you'll be looking at ways to shave off at least 10 days, perhaps through better qualification or faster digital engagement.
21. Metric: MQL-to-SQL Conversion Rate
22. Desc: The percentage of marketing-qualified leads that become sales-qualified opportunities.
23. Target: Improve conversion by 10-15% annually
24. Freq: Monthly
25. Example: If 10% of MQLs currently become SQLs, you'll be pushing that to 11-11.5%. This means working closely with Marketing to refine lead quality and our sales development process.

Qualitative Metrics

1. Metric: Board & Executive Confidence
2. Desc: The level of trust and confidence the board and C-suite have in your digital sales strategy and execution.
3. Evidence: You'll be regularly presenting to the board; their questions will be less about 'what are you doing?' and more about 'how can we accelerate this?'. They'll actively seek your input on broader company strategy, and you'll consistently secure funding for your initiatives without excessive scrutiny. Essentially, you're seen as the go-to expert.
4. Metric: Cross-Functional Strategic Alignment
5. Desc: How well Sales, Marketing, and Product teams are truly working together on digital GTM initiatives.
6. Evidence: Marketing's lead generation efforts will directly feed into sales' priorities, and vice versa. Product launches will have a clear, integrated digital sales plan from day one. You'll see joint KPIs, shared reporting, and genuine collaboration on strategic projects, not just 'alignment theatre' where everyone nods but does their own thing. People will genuinely say, 'We wouldn't have achieved X without the Digital Sales team's input.'
7. Metric: Talent Development & Retention
8. Desc: The ability to attract, develop, and retain top talent within your digital sales and RevOps teams.
9. Evidence: Your team will consistently hit their targets, and you'll have a low voluntary turnover rate compared to industry benchmarks. You'll be known for growing future leaders, with a clear internal pipeline for promotions. People will want to work on your team because they know they'll learn and have impact. We'll see positive feedback in internal engagement surveys specifically about your leadership.
10. Metric: Innovation & Experimentation Culture
11. Desc: Fostering an environment where new digital sales strategies and tools are tested and adopted effectively.
12. Evidence: You'll have a clear pipeline of A/B tests and pilot programmes running. Your team will be proactively suggesting new approaches, and you'll be quick to either scale successful experiments or cut losses on those that don't work. We'll see evidence of learning from failures and rapid iteration, rather than sticking to old methods just because they're familiar.

Primary Traits

• Trait: Decisive
• Manifestation: You're the person who makes clear 'go/no-go' decisions on big tech investments or strategic pivots, even when you've only got about 70% of the information. You're willing to commit to a forecast and, crucially, a solid plan to hit it. If an initiative isn't working, you're quick to cut losses and move on, rather than letting it linger. You don't get stuck in analysis paralysis; you place your bets and drive the team to make them successful.
• Benefit: In the digital sales world, there are literally thousands of tools and strategies out there. If you can't make a decision, you'll be left behind. We need someone who can commit to, say, a £250K investment in an ABM platform and then rally the entire organisation to make it a success, instead of endlessly debating the alternatives. Your ability to make timely, impactful decisions directly affects our market competitiveness and revenue.
• Trait: Influential
• Manifestation: You can persuade the veteran VP of Field Sales, who's been doing things 'their way' for 20 years, to adopt a brand-new digital tool. You're able to convince the CFO to fund an experimental go-to-market motion that doesn't have a guaranteed ROI yet. You build genuine alignment with the CMO, moving beyond those awkward 'alignment theatre' meetings where everyone agrees but nothing actually changes. People listen to you, not just because of your title, but because you build a compelling case.
• Benefit: This role isn't just about managing your own team; it's about being a change agent for the entire sales organisation and beyond. Your success depends entirely on your ability to get buy-in from senior stakeholders who might be sceptical, resistant, or have their own competing priorities. You're not just leading a department; you're converting an entire organisation to a new way of thinking and operating, and that takes serious influence.
• Trait: Accountable
• Manifestation: When the digital-sourced pipeline number is missed, you own it. You explain the 'why' with data, present a clear plan to fix it, and don't spend time blaming Marketing for bad leads or Engineering for product gaps. You take responsibility for the outcomes, good or bad, and focus on solutions. You're the one who says, 'The buck stops here,' and genuinely means it.
• Benefit: The CEO and the board need a single throat to choke for the digital revenue number. Trust at this level is built on a foundation of radical ownership of both the wins and, crucially, the losses. If you're constantly deflecting blame, you'll quickly lose credibility. We need someone who stands by their numbers and their team, and who inspires confidence that they'll get things back on track if they go off course.

Supporting Traits

• Trait: Data-Fluent
• Desc: You can argue complex business cases using metrics like Customer Acquisition Cost (CAC), Lifetime Value (LTV), and pipeline velocity, translating raw data into actionable insights for the C-suite. You don't just present data; you tell a story with it.
• Trait: Experiment-Driven
• Desc: You foster a 'test and learn' culture across your teams, celebrating intelligent failures as much as successes. You're always looking for new ways to optimise, rather than sticking to the status quo, and you encourage your team to do the same.
• Trait: Tech-Curious
• Desc: You have a genuine, almost insatiable, interest in the evolving SalesTech and MarTech landscape. You're always exploring how new tools and platforms can create a competitive edge for us, not just because they're 'shiny,' but because you see their strategic potential.
• Trait: Resilient
• Desc: You bounce back quickly from a failed product launch, a missed quarterly target, or political setbacks. You don't dwell on problems; you learn from them, adapt, and push forward, maintaining a positive and solution-oriented attitude for your team.

Primary Motivators

1. Motivator: Strategic Impact & Business Transformation
2. Daily: You'll be spending your days designing multi-year digital sales roadmaps, presenting to the board on market opportunities, and leading major change initiatives that redefine how we go to market. Seeing your vision become reality and directly influencing the company's future will be a huge driver.
3. Motivator: Building & Mentoring High-Performing Teams
4. Daily: A significant part of your role involves coaching and developing your leadership team (and through them, their teams). You'll be setting ambitious goals, providing strategic guidance, and celebrating their successes. You'll love seeing your people grow and achieve things they didn't think possible.
5. Motivator: Solving Complex Organisational Challenges
6. Daily: You'll be tackling messy problems like 'attribution hell' between Marketing and Sales, integrating disparate tech systems, and figuring out how to scale our digital efforts globally. If you thrive on untangling complex knots and creating elegant solutions, you'll be in your element.

Potential Demotivators

Honestly, this role isn't for everyone. You'll often find yourself in 'attribution hell' trying to prove the exact ROI of a digital campaign to the CFO, which can feel like an impossible task when the buyer's journey is anything but linear. You'll also face significant resistance to change from entrenched teams, especially when rolling out new tech. Expect 'shiny object syndrome' from the C-suite, meaning you'll sometimes have to evaluate vendors for tools you know aren't a priority, derailing your actual roadmap. And frankly, the quarterly goal whiplash can be brutal; one quarter it's all about new logos, the next it's net revenue retention, making long-term momentum a real struggle. If you need a perfectly clean data set to make decisions, or if you expect every initiative to be adopted without a fight, you'll struggle here. If you can't handle political battles or constantly shifting priorities, this might not be your gig.

Common Frustrations

1. Sales rep adoption resistance: We've spent a fortune on sales enablement tools, but some of the veteran reps still prefer their old spreadsheets and personal PowerPoints.
2. Dirty data, brilliant strategy: Your meticulously crafted GTM strategy is useless if the Salesforce instance is a toxic wasteland of duplicate contacts and inaccurate data.
3. Marketing alignment theatre: Endless 'SMarketing' meetings where everyone agrees to align, but the lead quality next week is exactly the same as last week.
4. The ROI interrogation: Constantly having to justify the exact return on investment for every digital sales initiative, even when the impact is clear but hard to quantify precisely.
5. Quarterly goal whiplash: Strategic priorities shift every 90 days, making it incredibly difficult to build and execute long-term digital sales programmes.

What Role Doesn't Offer

1. A quiet, predictable environment where processes are set in stone.
2. A role where you only manage a small, hands-on team without broader organisational influence.
3. A place where you can avoid presenting complex data or defending strategic decisions to senior executives.
4. A job where you're solely focused on individual sales targets rather than strategic, systemic change.

ADHD Positives

1. The fast-paced, high-stakes nature of this role, with its constant need for strategic pivots and problem-solving, can be highly engaging for individuals with ADHD. The variety of challenges, from tech stack architecture to board presentations, means you're rarely doing the same thing for long.
2. The need for decisive action and the ability to quickly cut losses on failing initiatives can be a strength, as it aligns with a tendency to move quickly and avoid getting bogged down in endless deliberation.

ADHD Challenges and Accommodations

1. Managing a large team and multiple complex programmes requires significant organisational discipline and attention to detail, which can be challenging. We'd support you with executive coaching focused on strategic planning and delegation, and robust project management tools.
2. The constant need for detailed board reporting and financial forecasting might require structured support, such as dedicated analysts for data compilation, allowing you to focus on interpretation and strategy rather than meticulous data entry.

Dyslexia Positives

1. The strategic, big-picture thinking required to transform a sales organisation, identify market opportunities, and architect complex systems is often a strength for individuals with dyslexia. You'll be focusing on concepts and connections rather than granular text.
2. Excellent verbal communication and storytelling skills, often associated with dyslexia, are crucial for influencing C-suite stakeholders and presenting compelling board-level strategies.

Dyslexia Challenges and Accommodations

1. The extensive written communication, especially for detailed strategic documents, board papers, and complex contracts, could be demanding. We'd provide access to advanced grammar and spell-checking tools, and offer support from a dedicated executive assistant for proofreading and formatting key documents.
2. Interpreting dense financial reports or technical documentation might require visual aids and summarised formats. We'd ensure key information is presented graphically where possible, and provide tools for text-to-speech.

Autism Positives

1. The ability to identify patterns, build logical systems, and deep-dive into complex data structures (like CRM architecture or sales funnel analytics) can be a significant advantage in optimising RevOps and digital sales processes.
2. A strong focus on facts, data, and objective analysis aligns well with the need to make data-driven decisions and present defensible strategies to the board, cutting through subjective noise.

Autism Challenges and Accommodations

1. Navigating complex organisational politics, managing highly nuanced interpersonal dynamics across departments, and dealing with ambiguous social cues in C-suite meetings can be challenging. We'd provide clear communication protocols, direct feedback, and executive coaching focused on stakeholder engagement strategies.
2. Unexpected changes in strategic direction or urgent 'fire drills' from leadership might require clear, explicit communication about the 'why' and the expected impact. We'd aim for transparency and predictability where possible, and support you in managing these shifts.

Key Responsibilities

Experience Levels Responsibilities

1. Level: Director of Digital Sales / VP of Revenue Operations (Level 6)
2. Responsibilities: Define and drive the multi-year digital sales strategy for a significant business unit, making sure it aligns perfectly with the company's overall GTM plan and revenue goals. This isn't just theory; it's about making it happen.
3. Own the entire digital sales P&L, which means you're accountable for revenue targets between £2M and £10M+. You'll be making the tough calls on budget allocation, investment in new tech, and headcount.
4. Architect and optimise the end-to-end digital sales funnel, from lead generation and qualification through to opportunity management and closed-won. This includes making sure our MQL-to-SQL conversion rates are top-notch and our sales cycle is as short as possible.
5. Lead and mentor a substantial team, including managers of Digital Sales, Sales Operations, and Sales Enablement. You'll be responsible for their development, performance, and making sure we've got a strong talent pipeline.
6. Present quarterly digital sales performance, strategic initiatives, and market insights to the board and C-suite. They'll ask hard questions, and you'll need to have all the answers, backed by solid data.
7. Evaluate, select, and integrate key SalesTech and MarTech platforms (like Salesforce, Outreach, 6sense, Anaplan) to build a cohesive, efficient, and 'best-in-class' digital sales ecosystem. You're the one who decides what we use and how it all fits together.
8. Drive cross-functional alignment with Marketing, Product, and Finance leadership to ensure our digital GTM strategy is unified and effective. Honestly, this means a lot of translating between departments and getting everyone on the same page.
9. Supervision: You'll operate with full strategic autonomy within your business unit, reporting directly to the CRO or CEO. We'll have monthly strategic alignment meetings, but day-to-day, you're expected to lead and execute independently. You're the expert here, so we trust your judgment.
10. Decision: You'll have full authority over your P&L (£2M-£10M+), including budget allocation for technology, headcount, and programmes. You'll make final hiring decisions for your direct reports and approve all vendor contracts within your budget. Any M&A involvement related to sales technology or digital GTM will require your strategic input and approval, and you'll be presenting directly to the board on these matters.
11. Success: Success looks like consistently exceeding digital-sourced ARR targets, significantly reducing CAC, and seeing a measurable improvement in pipeline velocity. Your team will be high-performing and highly engaged, and you'll be recognised by the C-suite and board as the driving force behind our digital sales growth. Ultimately, you'll have successfully transformed our digital sales capabilities, making us a market leader.

Decision-Making Authority

• Type: Strategic Digital Sales Roadmap
• Entry: N/A
• Mid: N/A
• Senior: Define and gain C-suite/Board approval for multi-year strategy. Full autonomy on execution and tactical adjustments within approved budget and strategic guardrails.
• Type: SalesTech/MarTech Platform Selection & Integration
• Entry: N/A
• Mid: N/A
• Senior: Own the architectural decisions, vendor selection, and integration strategy for all core platforms. Budget approval up to £500K for new tools, larger investments require C-suite alignment.
• Type: Budget Allocation (Digital Sales & RevOps)
• Entry: N/A
• Mid: N/A
• Senior: Full authority over P&L for your business unit (£2M-£10M+). Allocate resources across teams, programmes, and technology investments to hit revenue targets. Report directly to CFO/CRO.
• Type: Hiring & Organisational Design
• Entry: N/A
• Mid: N/A
• Senior: Make final hiring decisions for all direct reports (managers). Design the organisational structure for your digital sales and RevOps teams to optimise for growth and efficiency. Consult HR for policy alignment.

Competency Requirements

Foundation Skills (Transferable)

At this level, we expect you to be a master of the foundational skills, not just in theory, but in how you apply them to drive strategic outcomes and lead large teams. It's about translating complex problems into clear plans and inspiring others to execute.

• Category: Strategic Leadership & Vision
• Skills: Ability to define a compelling multi-year digital sales vision and translate it into actionable strategies and roadmaps for a large business unit.
• Proven track record of inspiring and mobilising large, diverse teams (including managers) towards ambitious revenue and transformation goals.
• Expertise in identifying market shifts, competitive threats, and new opportunities, then pivoting strategy quickly and effectively.
• Category: Executive Communication & Influence
• Skills: Exceptional ability to present complex data and strategic recommendations clearly and persuasively to the C-suite, board, and external partners.
• Mastery in building consensus and driving alignment across highly diverse and sometimes conflicting internal stakeholders (Marketing, Product, Finance).
• Skilled negotiator, able to secure favourable terms with vendors and strategic partners, and navigate complex internal political landscapes.
• Category: Complex Problem-Solving & Decision Making
• Skills: Demonstrated ability to break down ambiguous, enterprise-level problems (e.g., 'attribution hell,' global scaling challenges) into manageable parts and architect robust solutions.
• Proven track record of making high-stakes decisions with incomplete information, understanding the trade-offs, and owning the outcomes.
• A systematic approach to identifying root causes of performance issues and implementing sustainable corrective actions.
• Category: Change Management & Organisational Transformation
• Skills: Expertise in leading large-scale organisational change initiatives, including technology adoption, process re-engineering, and cultural shifts within sales.
• Ability to anticipate resistance to change, develop mitigation strategies, and effectively communicate the 'why' behind strategic pivots.
• Experience in building a culture of continuous improvement and experimentation across a large sales organisation.

Functional Skills (Role-Specific Technical)

You'll need a deep, strategic understanding of modern sales methodologies and the technical chops to architect and govern the entire digital sales ecosystem. This isn't about being a hands-on coder, but about making the right strategic decisions about our tech and how it drives revenue.

Technical Competencies

• Skill: Revenue Operations (RevOps) Strategy
• Desc: You'll be the architect of our RevOps framework, aligning Sales, Marketing, and Customer Success systems, processes, and data to drive predictable revenue growth. This means you'll be breaking down silos and building a single, accountable revenue engine.
• Level: Expert
• Skill: Account-Based Selling (ABS) & Marketing Integration
• Desc: You'll define our enterprise-wide ABS strategy, coordinating personalised marketing and sales efforts to land and expand specific, high-value target accounts. This moves beyond just lead volume to focus on deep account penetration and strategic growth.
• Level: Expert
• Skill: Digital Sales Funnel Optimisation
• Desc: You'll lead the scientific process of analysing and improving conversion rates at every stage of the buyer's journey, from initial web visit to MQL, SQL, Opportunity, and Closed-Won. This means you'll be constantly looking for ways to make our funnel more efficient.
• Level: Expert
• Skill: Go-to-Market (GTM) Strategy Definition
• Desc: You'll be responsible for defining the comprehensive plan for launching new products or entering new markets, including target audience, value proposition, pricing, and the optimal mix of digital and traditional channels. This is about setting the direction for our entire sales effort.
• Level: Expert
• Skill: MEDDPICC Qualification Framework Application
• Desc: You'll ensure MEDDPICC is deeply embedded in our sales culture and processes, using it as a rigorous, data-driven methodology for qualifying complex B2B deals. This means you'll be coaching managers on its effective use and ensuring data integrity.
• Level: Advanced

Digital Tools

• Tool: Salesforce Sales Cloud (Admin/Architect)
• Level: Strategic/Architect
• Usage: You'll lead integration projects, make strategic decisions on AppExchange additions, and define the overall data governance model and object architecture for the entire sales organisation. This means you're not just using it, you're shaping it.
• Tool: Outreach / SalesLoft (Strategic Owner)
• Level: Strategic/Architect
• Usage: You'll own the vendor relationship and contract negotiation for our sales engagement platforms. You'll define enterprise-wide rules of engagement, measure platform ROI against sales targets, and ensure its strategic alignment with our GTM.
• Tool: HubSpot / Marketo (Strategic Co-Owner)
• Level: Strategic/Architect
• Usage: You'll architect the lead handoff process between marketing and sales, co-owning the 'funnel math' and conversion models with the CMO. This means you're making sure Marketing and Sales are truly connected.
• Tool: Tableau Server / Power BI Premium (Governance)
• Level: Strategic/Architect
• Usage: You'll govern the analytics environment for the entire sales organisation, defining the key executive-level KPIs and designing the C-suite dashboards. You're making sure we're measuring what actually matters.
• Tool: 6sense / Demandbase (GTM Integration)
• Level: Strategic/Architect
• Usage: You'll integrate intent data into our overall GTM strategy, using it to define territories, set quotas, and allocate marketing spend. This means you're using cutting-edge data to make strategic decisions.
• Tool: Anaplan / Workday Adaptive Planning (Financial Forecasting)
• Level: Strategic/Architect
• Usage: You'll build and present the digital sales forecast, model headcount scenarios, and connect pipeline data directly to the corporate financial plan. This is about making sure our sales plans are financially sound.
• Tool: Diligent / Nasdaq Boardvantage (Board Reporting)
• Level: Strategic/Architect
• Usage: You'll prepare and package board-level presentations, ensuring data on digital sales performance is accurate, defensible, and clearly communicated. This means you're telling our story to the highest level.

Industry Knowledge

• Area: SaaS & Subscription Business Models
• Desc: Deep understanding of SaaS metrics (ARR, Churn, LTV, CAC), recurring revenue models, and the unique challenges and opportunities of selling software as a service. You'll know how to optimise for long-term customer value, not just initial sales.
• Area: Complex B2B Sales Cycles
• Desc: Extensive experience navigating and shortening long, multi-stakeholder B2B sales cycles, especially in enterprise environments. You'll understand the nuances of procurement, legal, and technical evaluations.
• Area: Digital Marketing & Sales Alignment
• Desc: A comprehensive understanding of how digital marketing (SEO, SEM, content, social) feeds into and supports the digital sales process, and how to create seamless handoffs and shared accountability between teams.
• Area: Sales Enablement Best Practices
• Desc: Knowledge of how to design and implement effective sales enablement programmes that improve rep productivity, product knowledge, and overall sales effectiveness, especially in a digital-first context.

Regulatory Compliance Regulations

• Reg: GDPR (General Data Protection Regulation)
• Usage: You'll ensure all digital sales activities, data collection, processing, and storage within your remit are fully compliant with GDPR. This includes defining data retention policies, managing consent, and overseeing any data breach protocols related to sales data. Frankly, getting this wrong can cost us millions.
• Reg: PEC (Privacy and Electronic Communications) Regulations
• Usage: You'll be responsible for ensuring our digital outreach (email, SMS, automated calls) complies with PEC regulations, particularly regarding unsolicited communications. This means working closely with Legal to define our acceptable use policies and training our teams.
• Reg: Anti-Bribery & Corruption Laws (e.g., UK Bribery Act)
• Usage: You'll need to ensure your sales teams operate ethically and legally, especially when dealing with large contracts or international clients. This means embedding compliance training and clear guidelines into our sales processes to prevent any breaches.

Essential Prerequisites

• Proven experience (at least 5 years) in a senior leadership role, managing managers within a digital sales or revenue operations function, with direct P&L accountability.
• Demonstrated success in driving significant digital revenue growth and optimising complex sales funnels in a B2B SaaS environment.
• Extensive experience with enterprise-level CRM (e.g., Salesforce) and marketing automation platforms (e.g., Marketo, HubSpot), including strategic decision-making and integration.
• A strong track record of building, developing, and retaining high-performing sales and operations teams.
• Excellent executive presence and communication skills, with a history of presenting to and influencing C-suite executives and board members.
• A Bachelor's degree in Business, Marketing, or a related field, or equivalent practical experience that clearly demonstrates strategic business acumen.

Career Pathway Context

To thrive at this level, you won't just have 'used' these tools or 'heard of' these methodologies. You'll have owned them, implemented them, and driven significant business outcomes with them in previous roles. We're looking for someone who has genuinely shaped the digital sales strategy of an organisation, not just executed someone else's plan.

Qualifications & Credentials

Emerging Foundation Skills

• Skill: Ethical AI & Data Governance in Sales
• Why: AI is becoming central to sales, from lead scoring to automated outreach. But with great power comes great responsibility. Regulators are catching up, and customer trust is paramount. We need to ensure our AI use is fair, transparent, and compliant, especially with increasing scrutiny on data privacy and algorithmic bias.
• Concepts: [{'concept_name': 'Algorithmic Bias Detection', 'description': 'Understanding how AI models can inadvertently perpetuate bias (e.g., in lead scoring) and strategies to mitigate it.'}, {'concept_name': 'Explainable AI (XAI)', 'description': 'The ability to understand and explain how AI models arrive at their conclusions, especially for critical sales decisions.'}, {'concept_name': 'AI Ethics Frameworks', 'description': 'Familiarity with industry best practices and emerging regulatory frameworks for responsible AI deployment in sales.'}, {'concept_name': 'Data Lineage & Audit Trails', 'description': 'Ensuring clear tracking of data origins and transformations for compliance and troubleshooting in AI-driven processes.'}]
• Prepare: This quarter: Attend an executive workshop on AI ethics and governance in sales. Many reputable consultancies offer these.
• Next 6 months: Work with our Legal and Data Science teams to review our current AI applications (e.g., lead scoring) for potential biases or compliance gaps.
• Next 12 months: Develop and implement an internal 'Responsible AI in Sales' policy, including clear guidelines for your teams.
• Ongoing: Stay updated on new regulations like the EU AI Act and their potential impact on our sales tech stack and processes.
• QuickWin: Start a regular 'AI Ethics in Sales' discussion with your senior managers to raise awareness and identify immediate areas of concern in our current practices.
• Skill: Product-Led Growth (PLG) Integration
• Why: More and more companies are seeing significant growth through PLG motions, where the product itself drives acquisition, activation, and expansion. This shifts the role of sales from pure acquisition to often supporting product-qualified leads (PQLs) or driving expansion in existing accounts. We need to figure out how our digital sales strategy can effectively integrate with, and amplify, a PLG approach.
• Concepts: [{'concept_name': 'Product-Qualified Leads (PQLs)', 'description': "Understanding what makes a user 'product-qualified' and how to effectively hand these off to sales teams for conversion."}, {'concept_name': 'Freemium & Trial Conversion Strategies', 'description': 'Developing sales plays and digital engagement strategies to convert free users or trialists into paying customers.'}, {'concept_name': 'Customer Journey Mapping (PLG Focus)', 'description': 'Mapping the customer journey from product discovery to purchase, identifying key touchpoints where sales can add value without disrupting the product experience.'}, {'concept_name': 'Sales Assist & Hybrid Models', 'description': "Designing how sales teams can effectively support a PLG motion, acting as 'sales assist' rather than pure 'sales-led' acquisition."}]
• Prepare: This quarter: Read 'Product-Led Growth: How to Build a Product That Sells Itself' by Wes Bush. It's a foundational text.
• Next 6 months: Collaborate closely with Product leadership to understand their PLG strategy and identify potential areas for sales integration. Run a pilot programme for sales-assisted PQL conversion.
• Next 12 months: Develop a clear framework for how our digital sales team interacts with and supports our product-led initiatives, including shared KPIs and process flows.
• Ongoing: Regularly review our customer acquisition channels to identify opportunities for more product-led approaches and how sales can adapt.
• QuickWin: Identify one specific product feature or free tier where a 'sales assist' motion could immediately improve conversion. Pilot a small team on this approach.

Advancing Technical Skills

• Skill: Advanced AI-Powered Forecasting & Scenario Planning
• Why: Traditional forecasting methods are becoming less reliable in volatile markets. Next-gen AI forecasting tools can process far more variables and provide more accurate predictions, enabling better strategic resource allocation and risk management. You'll need to move beyond basic dashboards to truly predictive models.
• Concepts: [{'concept_name': 'Machine Learning Models for Sales Prediction', 'description': 'Understanding the principles behind various ML models (e.g., regression, time series) used for sales forecasting.'}, {'concept_name': 'External Data Integration', 'description': 'Incorporating macroeconomic data, market trends, and competitor activity into forecasting models for greater accuracy.'}, {'concept_name': 'Scenario Simulation', 'description': "Using AI to run 'what-if' scenarios (e.g., 'what if churn increases by 5%?') to inform strategic decisions."}, {'concept_name': 'Data Governance for AI Inputs', 'description': 'Ensuring the quality and integrity of data feeding into AI forecasting models, as garbage in equals garbage out.'}]
• Prepare: This quarter: Research leading AI forecasting platforms (e.g., Clari, Aviso) and understand their capabilities beyond basic CRM reporting.
• Next 6 months: Work with our Data Science or Business Intelligence teams to pilot an advanced AI forecasting model for a specific segment of our business.
• Next 12 months: Lead the integration of an AI-powered forecasting solution into our financial planning processes (e.g., Anaplan).
• Ongoing: Regularly challenge our existing forecasting methodologies and look for ways to incorporate more predictive analytics.
• QuickWin: Identify one key variable (e.g., marketing spend, competitor activity) that isn't currently in our forecast and explore how to model its impact using simple predictive analytics.
• Skill: Hyper-Personalisation at Scale (AI-Driven)
• Why: Buyers expect highly relevant, personalised interactions, but manual personalisation doesn't scale. AI is enabling us to deliver hyper-personalised content, messaging, and even product recommendations across the entire digital sales journey, moving beyond basic 'first-name' personalisation to truly context-aware engagement.
• Concepts: [{'concept_name': 'Real-time Customer Data Platforms (CDPs)', 'description': 'Understanding how CDPs aggregate and unify customer data to create a single, dynamic view for personalisation.'}, {'concept_name': 'Generative AI for Content Creation', 'description': 'Using LLMs to dynamically generate personalised email copy, social posts, or even product descriptions based on individual buyer intent and profile.'}, {'concept_name': 'Dynamic Website & Product Experiences', 'description': 'Exploring how AI can tailor website content, product recommendations, or in-app experiences based on user behaviour and preferences.'}, {'concept_name': 'A/B/n Testing for Personalisation', 'description': 'Designing and executing complex multi-variant tests to optimise personalised digital sales journeys.'}]
• Prepare: This quarter: Research leading CDP and AI-powered personalisation platforms and their integration capabilities with our existing stack.
• Next 6 months: Partner with Marketing and Product to identify a pilot project for hyper-personalisation, perhaps for a specific segment or product line.
• Next 12 months: Develop a roadmap for scaling AI-driven personalisation across our entire digital sales funnel, including the necessary tech investments and process changes.
• Ongoing: Stay informed about the latest advancements in generative AI and how they can be applied to create more compelling and relevant buyer experiences.
• QuickWin: Experiment with an AI tool to generate 5-10 personalised email opening lines for a specific target account list and compare engagement rates against your current approach.

Education Requirements

Experience Requirements

Level: Minimum | Req: A Bachelor's degree in Business, Marketing, Computer Science, or a related field. | Alts: We're pragmatic. If you've got extensive, demonstrable experience (16+ years) in senior digital sales or revenue operations leadership roles, with a clear track record of P&L ownership and strategic impact, that's absolutely equivalent. Show us what you've built, and that speaks louder than a degree. | Level: Preferred | Req: A Master's degree (e.g., MBA, MSc in Digital Marketing/Business Analytics). | Alts: While not strictly required, a Master's can give you an edge, especially if it's focused on strategic leadership, digital transformation, or advanced analytics. Again, strong practical experience can easily outweigh this.

Preferred Certifications

• Cert: Certified Revenue Operations Professional (CROPS)
• Prod: RevOps Co-op or similar industry body
• Usage: Demonstrates a deep, holistic understanding of Revenue Operations principles and best practices, which is central to this role's success. It shows you're serious about optimising the entire revenue engine.
• Cert: Salesforce Administrator / Advanced Administrator Certification
• Prod: Salesforce
• Usage: While you won't be hands-on administering Salesforce, having this certification shows you deeply understand the platform's capabilities, limitations, and architectural considerations, which is vital for strategic decision-making and governance.
• Cert: Project Management Professional (PMP) or PRINCE2
• Prod: PMI or AXELOS
• Usage: Leading large-scale digital sales transformations and tech integrations requires robust project and programme management skills. These certifications demonstrate your ability to plan, execute, and deliver complex initiatives on time and within budget.

Recommended Activities

• Regularly attend and speak at industry conferences (e.g., SaaStr, RevGenius, Sales Innovation Expo) to stay abreast of market trends and build your professional network.
• Participate in executive leadership programmes or workshops focused on digital transformation, strategic planning, or change management.
• Engage in peer groups or forums with other Directors/VPs of Digital Sales or RevOps to share best practices and tackle common challenges.
• Mentor emerging leaders within the sales organisation, which not only develops others but also sharpens your own leadership and coaching skills.
• Read widely on topics such as AI in sales, product-led growth, behavioural economics, and organisational psychology to broaden your strategic perspective.

Career Progression Pathways

Entry Paths to This Role

• Path: Manager, Digital Sales & Strategy (L5) at Zavmo
• Time: 3-5 years
• Path: Director of Sales / VP of Sales at another B2B SaaS company
• Time: Direct entry
• Path: Head of Revenue Operations / Head of Sales Strategy
• Time: 2-4 years

Career Progression From This Role

• Pathway: Chief Digital Sales Officer (L7)
• Time: 3-5 years
• Pathway: Chief Revenue Officer (CRO)
• Time: 4-6 years

Long Term Vision Potential Roles

• Title: Chief Executive Officer (CEO)
• Time: 8-12 years
• Title: Board Member / Non-Executive Director
• Time: 5-10 years
• Title: Venture Partner / Advisor (Venture Capital)
• Time: 5-10 years

How Zavmo Delivers This Role's Development

DISCOVER Phase: Skills Gap Analysis

Zavmo maps your current competencies against all requirements in this job description through conversational assessment. We evaluate your foundation skills (communication, strategic thinking), functional skills (CRM expertise, negotiation), and readiness for career progression.

Output: Personalised skills gap heat map showing strengths and priorities, estimated time to competency, neurodiversity accommodations.

DISCUSS Phase: Personalised Learning Pathway

Based on your DISCOVER results, Zavmo creates a personalised learning plan prioritised by impact: foundation skills first, then functional skills. We adapt to your learning style, pace, and neurodiversity needs (ADHD, dyslexia, autism).

Output: Week-by-week schedule, each module linked to specific job responsibilities, checkpoints and milestones.

DELIVER Phase: Conversational Learning

Learn through conversation, not boring modules. Zavmo uses 10 conversation types (Socratic dialogue, role-play, coaching, case studies) to build competence. Practice difficult QBR presentations, negotiate tough renewals, and handle churn conversations in a safe AI environment before facing real clients.

Example: "For 'Stakeholder Mapping', Zavmo will guide you through analysing a complex enterprise account, identifying key decision-makers, and building an engagement strategy."

DEMONSTRATE Phase: Competency Assessment

Zavmo automatically builds your evidence portfolio as you learn. Every conversation, practice scenario, and application example is captured and mapped to NOS performance criteria. When ready, your portfolio supports OFQUAL qualification claims and demonstrates competence to employers.

Output: Competency matrix, evidence portfolio (downloadable), qualification readiness, career progression score.