Sr Business Operations Manager, Product Marketing

Intapp•Palo Alto, CA

3d•Hybrid

About The Position

Intapp is looking for a Senior Business Operations Manager for Product Marketing (PMM) to own field readiness across our go-to-market organization. This role sits at the intersection of content strategy, sales readiness, and operational discipline, keeping the field equipped with the right assets, messaging, and market intelligence at every stage of the selling motion. You sit at the operating core of the PMM organization, translating strategic priorities into measurable programs and building the discipline to execute them consistently. You’ll run the operational cadence that keeps the PMM team aligned and accountable, architect the content governance systems that make output scalable and field-ready, and manage the sales play portfolio as a product, with real users and measurable outcomes. You’re the connective tissue between what leadership wants to accomplish and what sellers experience in the field.

Requirements

7+ years of experience in business operations, sales enablement, product marketing, or GTM strategy in a B2B SaaS environment
Strong judgment about what sellers need versus what sounds good in a planning doc, with genuine field empathy and communication skills
Comfort with data: you track engagement, interpret feedback, and make recommendations based on evidence
Clear, direct communication: you write well and know how to make complex updates land simply
A track record of running cross-functional programs with multiple stakeholders and tight deadlines
Experience building customer-centric processes and workflows
Bachelor’s degree required

Nice To Haves

MBA optional

Responsibilities

Own the rhythm that keeps the PMM org aligned and accountable.
Identify and define the KPIs that matter — content output velocity, field adoption rates, pipeline influence, seller readiness scores, and asset utilization — and build the reporting infrastructure to make them visible.
Set quarterly and annual targets against each metric, giving the team a clear bar to hit and a framework for prioritizing energy.
Track performance across the function on a weekly cadence, surface blockers early, and keep stakeholders informed without burying them in data.
Analyze trends and extract insights that reveal where PMM creates outsized impact, where the team is underdelivering, and what the evidence says about where to invest next.
Identify structural improvements, process redesigns, and capability bets that move the function forward.
Be the strategic architect of Intapp’s PMM content ecosystem.
Own the bill of materials, the authoritative inventory of what we produce, for whom, and to what standard, and use it to align content investment with GTM priorities.
Establish and enforce the frameworks that govern how each asset type gets built, ensuring every battle card, sales play, and one-pager delivers a consistent, on-message experience regardless of who created it.
Own the strategic refresh cycle for the field readiness portal, conducting annual audits and driving ongoing updates so the content sellers rely on stays current, relevant, and tied to where the business is going.
Own Intapp’s sales play portfolio as a product, with a full lifecycle from ideation to retirement, real user feedback and outcomes, and a continuous improvement engine behind it.
Working cross-functionally with PMMs, sales leadership, and RevOps, identify the GTM motions that need plays, define what each play needs to accomplish, and build the supporting asset templates and objectives — pitch decks, demo scripts, and more — that make sellers effective at executing them.
Own the launch: coordinating with enablement, field communications, and deployment so new plays land with adoption, not just awareness.
Measure what matters: play utilization, seller engagement, pipeline influence, and win-rate differentials between reps who use plays versus those who don’t.
Run a structured feedback loop with field input, call intelligence, and deal data to identify what’s resonating and what needs to change — and actively manage the portfolio’s health by retiring plays that have run their course and prioritizing updates based on product releases and data.