Director, Revenue Operations

Univar Solutions•The Woodlands, TX

3d•Hybrid

About The Position

The Director, Revenue Operations owns the commercial operating system for the Ingredients + Specialties business — the process, technology, data, planning, and operating rhythm the entire go-to-market organization runs on. This is the “run the engine” seat: it does not sell, set price, build AI models, or author growth strategy. It makes the commercial machine faster, cleaner, and more predictable, and its distinctive contribution is owning the seams — the handoffs, definitions, and shared rails — where value is lost between functions.

Requirements

Bachelor’s degree required
10+ years in revenue / commercial operations, sales operations, commercial excellence, or GTM operations
3+ years leading teams
Business ownership of CRM and commercial systems (Salesforce preferred), including governance of an enhancement/change pipeline.
Track record building commercial reporting, KPI frameworks, and forecasting/pipeline processes leaders run on.
Sales-planning experience — segmentation-driven coverage, territory, and quota design and administration.
Comfort in a global, matrixed, multi-region (NA / EMEA / LATAM) environment.

Nice To Haves

Advanced degree (MBA or analytical discipline) preferred.
PE-backed or value-creation-plan experience preferred
Specialty chemicals, ingredients, or B2B distribution a plus.

Responsibilities

Own the end-to-end commercial process — lead-to-cash / opportunity-to-order — with standards, playbooks, and stage definitions across the customer journey.
Design and enforce clean handoffs across Marketing, Field and Virtual Sales, Customer Service, and Technical, so no opportunity or customer falls between teams.
Standardize globally, flex regionally across NA, EMEA, and LATAM.
Own the commercial tech stack as business owner — Salesforce (SFDC/SFMC/SRM), Service Cloud, and connected systems — with IT delivering.
Run the Commercial Operations Governance Council — the monthly intake that challenges, sequences, and prioritizes every enhancement request.
Drive adoption and simplification — measured by usage and reduced administrative burden.
Own the single source of truth — dashboards, scorecards, the Sales Excellence (SFE) metric set, and the business definitions behind every number.
Run the monthly reporting rhythm (performance and CX/NPS, repeatable by the 10th) and put clear signals in front of functional leaders to act on.
Keep reporting descriptive and diagnostic; predictive and prescriptive analytics are commissioned from Data & AI and embedded here.
Own the pipeline process — cadence, hygiene, and forecast data integrity — while Sales owns the commit and the number.
Instrument pipeline health — coverage, velocity, conversion, slippage — and surface risk early.
Own the segmentation-to-coverage design and territory/quota governance, so segmentation drives coverage. BU leaders own the final deployment decision; this role owns the design, the rules, and the discipline.
Run the quota-setting process and keep it linked to plan and the four I+S growth objectives.
Own the enablement operating infrastructure — content operations, competency frameworks, certification, and onboarding-to-tools.
Partner with Commercial Development (under Sales, owning coaching and delivery) so content, data, and measurement stay one loop.
Orchestrate the operating rhythm — MOR / MPR / QBR agendas, data packs, decisions, and action tracking.
Operationalize the recurring programs — Winback, Retention, Spot-account, and Supplier Onboarding.
Provide commercial PMO discipline for operational initiatives.
Own customer and CRM data quality — account, customer, and opportunity master-data stewardship.
Own the KPI business definitions; Data & AI owns the technical semantic layer that implements them.
Make all eight areas work as one system.
Own how Marketing → Demand Gen → Sales → Pricing → Customer Service → Data & AI connect as one flow.
Define every material handoff — MQL→SQL, lead→opportunity, opportunity→order, order→CS case, escalation→Sales, Field↔Virtual, KAM↔Field — with stage definitions, ownership, SLAs, and closed-loop measurement.
Own the design, standards, instrumentation, and measurement of every handoff.
Own the commercial tech stack, including Salesforce, Service Cloud, demand-gen attribution, CS case logging, and seller-facing tools, plus the rails through which pricing surfaces to sellers.
Own the KPI dictionary and business definitions so every metric means one thing across dashboards, MOR, and board packs.
Own the system-level scorecard, including cross-functional metrics like seller time redeployed to customers, handoff cycle-time and leakage, SLA adherence, adoption, and the through-line from segmentation → coverage → productivity → CM$.
Coach the sales manager by supplying the tools, playbooks, dashboards, and enablement that make managers effective and let leaders drive decisions.
Codify commercial playbooks for plays that move the business.
Drive adoption through clarity, accountability, and support for functional leaders.
Manage communications, training design, adoption instrumentation, and post-launch tuning for a continuous change agenda.