Head of Revenue Operations

Crowe•Tampa, FL

1d•$190,200 - $401,000•Hybrid

About The Position

The Head of Revenue Operations reports to the Chief Revenue and Transformation Officer and will build the firmwide revenue operating system that helps Crowe’s partners and sellers win, grow, and retain clients while advancing Crowe’s Value Creation Plan (VCP). This hands-on leader will create practical discipline across the full sales funnel—from lead generation through opportunity development, close, expansion, and renewal—while making selling easier through useful insights, simple processes, automation, and AI. Success requires advancing One Crowe by influencing independent and entrepreneurial sellers to collaborate across business units, delivery units, industries, and capabilities without diminishing their judgment, relationships, or individual selling styles.

Requirements

10+ years of experience across Revenue Operations, Sales Operations, commercial operations, or a closely related field, including meaningful experience leading and scaling a Revenue Operations function.
Proven track record building, rebuilding, or scaling Revenue Operations capabilities, with strong knowledge of best-in-class sales processes, tools, and operating practices and a commitment to staying current as they evolve.
Deep practical experience with CRM design and optimization, ideally including D365, Salesforce, or comparable platforms, as well as data quality, account hierarchy, reporting, workflow design, governance, automation, adoption, and the practical application of AI to commercial work.
Strong modeling, scenario analysis, capacity planning, target setting, funnel analytics, and commercial judgment, with the ability to turn imperfect data into clear priorities, decisions, and actions.
Experience in a scaled, matrixed, multi-service or multi-product B2B environment; professional services, consulting, financial services, or private equity-backed transformation experience is a plus.
Demonstrated ability to influence senior executives, business-unit leaders, highly independent partners, Finance, IT, Marketing, and front-line commercial teams; builds alignment and accountability without relying on formal authority.
Track record of hiring, developing, prioritizing, and retaining strong operators and analysts while remaining close enough to the details to coach quality and ensure accuracy.
Bachelor’s degree is required; MBA or advanced degree in business, finance, analytics, or a related field preferred but not required.

Nice To Haves

Hands-on, action-oriented operator who is willing to work directly in the CRM, models, partner target build, workflows, and data definitions rather than managing only from a distance
Exceptionally attentive to detail, data quality, and measurement while remaining pragmatic about what is required to move the business forward
Commercially intuitive, with strong mental models for how partners and client teams within professional services work day-to-day
High-judgment prioritizer who identifies what matters most, stays current on leading sales practices and tools, and avoids overwhelming the organization with too many changes at once
Trusted influencer who builds strong relationships with senior executives and partners across the organization and can create alignment without formal authority
Clear communicator who can translate complex analysis into crisp recommendations for CEOs, CROs, CFOs, and operator audiences
High EQ leader accustomed to driving change & building systems that shape behaviors and can anticipate resistance before it slows execution
Low-ego, high-energy player / coach who thrives at the pace of a private-equity-backed value-creation environment, moves quickly from analysis to action, and is accountable for measurable outcomes
Curious and hands-on with AI; uses it personally, understands what agentic tools can realistically do, and works effectively with IT to turn seller pain points into secure, practical solutions

Responsibilities

Build and scale the Revenue Operations function: Define the RevOps mandate, operating model, team structure, priorities, cadence, and ways of working; hire and develop a high-performing team that can support Crowe’s next phase of growth while remaining close to the work and moving quickly from analysis to execution.
Translate the growth strategy into execution: Partner with the Chief Revenue and Transformation Officer, Crowe partners, BU leaders, service-line leaders, Market Leaders, Finance, Marketing, and IT to turn Crowe’s growth agenda into practical plans and accountability across new-logo sales, upsell, cross-sell, client retention, and management-designated growth offerings.
Own sales performance management and forecasting: Establish rigorous pipeline management, forecasting, deal governance, operating reviews, and executive reporting. Create a practical meeting cadence that tracks sales activity and results, identifies gaps, assigns actions, removes barriers, and improves revenue predictability.
Modernize CRM, commercial data, and seller workflows: Partner with IT on the practical improvement of D365, data architecture, workflows, reporting, automation, and AI-enabled tools. Identify the biggest friction points in each funnel stage so leaders can trust the numbers and sellers can work faster, produce higher-quality work, and spend more time with clients.
Drive annual planning and partner target setting: Lead the analytical backbone for annual planning, including differentiated sales and delivery targets by partner persona, tenure, role, BU or DU responsibilities, account portfolio, delivery commitments, and selling capacity. Incorporate client whitespace, cross-sell opportunity, market potential, priority emerging offerings, and implications for staffing.
Create account, market, and One Crowe visibility: Build and continuously refresh account whitespace analysis, cross-BU and cross-DU opportunity tracking, multi-SME pursuits, new-logo targeting, upsell, retention risk, pipeline velocity, win rate, conversion, and growth reporting so Crowe can focus commercial effort where it will create the most value.
Improve sales process and seller enablement: Define practical best practices across the full sales funnel and partner with Marketing, Knowledge Management, IT, and business leaders to equip sellers with useful tools, content, training, case studies, client testimonials, RFP support, and AI-enabled assistance. Help partners become more successful while developing senior managers and earlier-tenure professionals into effective sellers whose commercial performance supports their advancement.
Support pricing and commercial governance: Partner closely with the Head of Pricing, Finance, and service-line leaders on renewal and new-work pricing, discounting, deal-level concessions, price realization, retention trade-offs, and pricing-related seller behaviors.
Lead change through influence: Build trust with senior executives and highly independent partners, work through disagreement, and create sustained behavior change without relying primarily on hierarchy. Balance appropriate required standards with processes, insights, and tools that are valuable enough that sellers want to use them.
Measure and communicate impact: Define success measures, track performance against agreed targets, and provide concise leadership updates that show new-logo sales, upsell, cross-sell, retention, sales versus delivery revenue, and the actions required to improve performance.