Revenue Ops Manager – Sales Focused

PostHog

Revenue Ops Manager managing sales-focused revenue operations at PostHog. Designing compensation plans and monitoring sales growth while ensuring data-driven decisions.

Posted 6/18/2026full-timeRemote • 🇺🇸 United StatesMid-LevelSeniorWebsite

Tech Stack

Tools & technologies

SQL

About the role

Key responsibilities & impact

Sales compensation: Design, model and maintain rep comp plans so incentives actually point at company revenue goals. Own quota setting and the modelling behind it. Run comp scenarios and pressure test them before they ship. Own comp planning each cycle, from first model to rolled out plan. Give reps and leads live visibility into attainment throughout the quarter and flag proactively when someone is tracking behind.
Monthly sales growth review: own the cadence end to end: prep, analysis, and a clear read on what's driving and blocking growth. Surface gainers, losers, new vs expansion revenue, and where mature customer growth is slowing. Don't let signal wait for the monthly meetings: run lightweight weekly/biweekly updates pushed to sales leads and reps so the numbers reach people without being pulled. Treat the review as a decision making tool: leading indicators, levers and gaps, not just numbers.
Triggers & proactive monitoring: build alerting on the things that actually move sales led revenue: deals slipping stages, forecast diverging from pacing mid quarter, reps falling behind attainment, churn or expansion signals, ICP score outliers. Catch problems early and route them to the right rep or lead with a recommended action, so the monthly review becomes synthesis rather than discovery.
Pipeline & forecast discipline: own pipeline hygiene, deal stage definitions and forecast accuracy, working collaboratively with the Revenue Leader. Design the minimum viable process that gives reliable signal without burying reps in CRM admin. Be opinionated about the data, metrics and roadmap for Salesforce and Vitally.
Decision support: run win/loss analysis, set discounting and pricing guardrails (with the analysis behind them), implement ongoing tests across the sales funnel and design small experiments on the sales motion with an honest read on whether they worked.
A sales revenue source of truth: Build the trustworthy activation, expansion and attribution metrics layer for the sales led motion. Work out what actually correlates with revenue vs what we've assumed (e.g. whether our ICP score tracks real revenue outcomes). Dig into open metric questions, e.g. how NRR rolls up and the deltas in it. Be the person we trust for "what's really happening with sales led revenue"

Requirements

What you’ll need

Background in RevOps, sales ops, finance, or a strategy/analytics role with real revenue exposure.
Comfortable in data, SQL or equivalent. you get to the answer yourself rather than having someone else pull it.
Have designed or run sales compensation plans before, and understand how incentives change behavior at the margin.
Experience in usage-based / PLG revenue models where the line between self serve and sales led is blurry.
A proactive operator: you build monitoring and updates that surface problems early, rather than waiting to be asked.
Comfortable with ambiguity and a blank slate: you build systems and definitions where none exist, without creating bureaucracy.
Can influence without authority: sales, finance and product will trust your numbers because you've earned it, not because you own them.

Benefits

Comp & perks

Transparency: Everyone can read about our roadmap, how we pay (or even let go of) people, our strategy, and how we work, in our public company handbook. Internally, we share revenue, notes and slides from board meetings, and fundraising plans, so everyone has the context they need to make good decisions.
Autonomy: We don’t tell anyone what to do. Everyone chooses what to work on next based on what's going to have the biggest impact on our customers, and what they find interesting and motivating to work on. Engineers lead product teams and make product decisions. Teams are flexible and easy to change when needed.
Shipping fast: Why not now? We want to build a lot of products; we can't do that shipping at a normal pace. We've built the company around small teams – autonomous, highly-efficient groups of cracked engineers who can outship much larger companies because they own their products end-to-end.
Time for building: Nothing gets shipped in a meeting. We're a natively remote company. We default to async communication – PRs > Issues > Slack. Tuesdays and Thursdays are meeting-free days, and we prioritize heads down building time over perfect coordination. This will be the most productive job you've ever had.
Ambition: We want to solve big problems. We strongly believe that aiming for the best possible upside, and sometimes missing, is better than never trying. We're optimistic about what's possible and our ability to get there.
Being weird: Weird means redesigning an already world-class website for the 5th time. It means shipping literally every product that relates to customer data. It means building an objectively unnecessary developer toy with dubious shareholder value. Doing weird stuff is a competitive advantage. And it's fun.

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Hard Skills & Tools

sales compensation designquota settingdata analysisSQLwin/loss analysisforecast accuracypipeline hygienediscounting guardrailsrevenue modelingusage-based revenue models

Soft Skills

proactive monitoringinfluence without authoritycomfortable with ambiguityproblem-solvingcollaborativedecision makinganalytical thinkingcommunicationadaptabilityleadership