Senior GTM Process Architect

Zillow

2d•$103,500 - $174,000•Remote

About The Position

Zillow's Agent Sales organization helps real estate professionals succeed with the solutions and technology they need in a dynamic market. The Revenue Strategy & Operations team is the strategy and execution engine behind that work, building AI-powered capabilities, scalable systems, and operating models that let Zillow's go-to-market teams grow without friction. The GTM Productivity function operates across three focused pillars: GTM Systems, GTM Governance & Deal Operations, and Process Architecture. This role leads Process Architecture, the upstream design work that the other two pillars depend on to build, integrate, and govern effectively. We're seeking a singular authority on GTM process architecture reporting to the Director of GTM Productivity. You will define how Zillow's sales and customer success workflows operate, set the design standards that GTM Systems builds to, and own the process blueprint that governs how work flows across the entire GTM motion. This is not a Salesforce admin or hands-on engineer role. System builds and integrations sit with GTM product and engineering teams. But you bring enough technical fluency to design processes that are practical to build, speak credibly with engineers and product managers about trade-offs, and ensure your process designs survive contact with the real technology stack. Your output is the authoritative process blueprint: swim-lane designs, decision trees, workflow specs, and implementation requirements that are practical to build, easy to adopt, and directly tied to seller productivity outcomes. There is no peer in this function; you set the standard.

Requirements

5 - 8 years in Revenue Operations, Sales Operations with a process and systems design role within a SaaS or technology company.
Exposure to AI or automation tools in a GTM context, you've thought about where AI outputs belong in a rep workflow, not just that AI exists.
A track record of designing GTM workflows that shipped and were adopted, you've seen your blueprints go live and measured what happened afterward.
Working knowledge of Salesforce architecture: objects, relationships, record types, flows, and automation logic, well enough to design for the platform without being the one to build on it.
Experience translating process designs into business requirements that CRM admins, product and engineers could act on directly.
Familiarity with the broader GTM tech stack (Gainsight, Outreach, Salesloft, Gong, Highspot) at a workflow level: how reps use these tools day-to-day and how data moves between them.
Systems thinking: you understand how upstream process changes ripple into data quality, reporting, and rep behavior, and you design to minimize unintended consequences.
Data fluency: comfortable with SQL or BI tools (Tableau, Looker) to validate workflow data quality and measure adoption.
Structured communicator: you produce a one-page swim-lane that a VP of Sales immediately understands and a Salesforce architect can implement — same document, two audiences.
Comfortable operating at the boundary between strategy and execution, you hold the design standard without being precious when field reality requires pragmatism.

Responsibilities

Own the design of core sales workflows, lead routing, opportunity type and progression, pipeline hygiene, activity capture, and the handoff from Sales to Customer Success.
Map the full current-state lead-to-close journey, identifying friction points, redundant steps, manual workarounds, and automation opportunities.
Define future-state process blueprints: swim-lane diagrams, decision trees, exception paths, and field-level data standards ready for implement.
Maintain a prioritized process improvement roadmap sequenced by seller impact and implementation feasibility.
Own the intake and triage of process-change requests from Sales, CS, and Enablement, translating field feedback into scoped design problems.
Define non-selling time per rep as the north-star metric, every design decision is evaluated against whether it reduces admin burden or eliminates a manual step.
Design lightweight KPIs and leading indicators for each workflow, partnering with BI to surface them in existing dashboards rather than creating new reporting infrastructure.
Run regular workflow-health reviews with Sales and CS field teams to catch adoption breakdowns or process drift before they become systemic.
Serve as the upstream design partner for the technical team, producing implementation-ready specs that product, engineers and admins can act on without re-interpreting the intent.
Coordinate with Governance & Deal Ops to ensure process designs include the right control points and data integrity checkpoints without over-engineering the seller flow.
Partner with Product and Engineering at the design stage, before features are built, so new GTM capabilities land cleanly into existing workflows.
Drive change management for process launches in partnership with Enablement: communications, training briefs, and adoption tracking.