Director, Operations Business Partner - Enterprise

Autodesk•San Francisco, CA

About The Position

As Director, Operations Business Partner, you are the dedicated operations partner for Autodesk's Enterprise Customer Sales business. You are embedded with senior Enterprise Sales and CS leadership, serving as their primary point of accountability for the business’s operations. You are responsible for diagnosing and resolving the Enterprise team's highest-impact operational and business challenges, especially those that cut across systems, functions, and organizational boundaries, and you are the direct interface back into Autodesk's Revenue Operations team and other supporting organizations. This is not a coordination or facilitation role. You are accountable for outcomes — doing the work yourself where you can and driving teams to deliver where you can't. What you never do is hand off accountability. The problems are real, the stakeholders are senior, and the work directly affects how a multi-billion-dollar software business operates and executes in the field. When this role is working well, Enterprise leadership moves faster, operational gaps close before they become business issues, and the connection between the field and the broader organization is stronger. That outcome is yours to drive.

Requirements

10+ years in Revenue Operations, Sales Operations, Business Operations, or a related business partner role at an enterprise technology company
Direct experience supporting VP and SVP-level Sales leaders in an embedded, field-facing capacity
Deep understanding of at least one sales motion: enterprise sales, Enterprise Sales, expansion, or commercial/emerging business
Strong problem-solving orientation — ability to diagnose friction, define root causes, and drive cross-functional resolution; top-tier consulting (McKinsey, Bain, BCG) or equivalent in-house strategy experience is a strong signal
Proficiency with Salesforce and sales and operational tooling; comfortable enough with data to know what questions to ask and when the numbers do not add up
Gets things done without direct authority across a wide functional surface — Revenue Operations, Marketing, Customer Success, Finance — comfortable making calls, taking ownership, and moving fast in complex organizations
Strong communicator — translates operational complexity into clear recommendations for both field leaders and central operations teams

Responsibilities

Get into the details of how the Enterprise Sales business operates — understand the sales process, the execution gaps, and the friction points at the ground level
Diagnose operational problems yourself: talk to the field, form a clear point of view, and drive toward a solution before escalating or engaging others
Identify patterns across field conversations, business performance, and stakeholder input to isolate systemic issues — and act on them, not just report them
Reframe ambiguous or misdiagnosed problems into clear, solvable questions; get senior stakeholders aligned and moving toward resolution
Own operational issues end-to-end — do the work yourself where you can, pull in the right teams where you need to, but never hand off accountability for the outcome; your interface extends beyond the Revenue Operations team to include Marketing, Customer Success, and Finance
Build and run the operational rhythms that keep the Enterprise Sales business on track: status reviews, escalation loops, issue tracking, and field feedback channels
Build the business case for what needs to change — pressure-test the logic, align stakeholders across functions, and present a clear recommendation
Push back on field requests that are not enterprise-aligned; make the call on what to prioritize and what not to
Represent the Enterprise Sales field perspective directly in annual planning, segmentation design, coverage model changes, and policy development — not through a proxy
Identify and synthesize systemic patterns from the field that should reshape how Revenue Operations programs are designed and resourced
Prepare and deliver operational context for leadership reviews — own the narrative, not just the slides