SVP Revenue

WeKnowTraining•Edmonton, AB

16h•Onsite

About The Position

We Know Training (WKT) runs credentialing infrastructure for regulated industries. When a professional has to earn, prove, or renew a credential, we are the rails underneath that moment. The revenue engine works, but it is not yet a system. Pipeline lives in too many heads. Leads and renewals slip through the gaps between teams. This role is responsible for building the revenue engine into a system. The SVP, Revenue owns WKT's customer-facing engine, end to end. If it touches the customer, from the first click to the renewal, it is theirs. Three functions report to this role: Demand Marketing (how customers discover WKT and decide to buy), Sales (how WKT wins organizations and institutions), and Customer Experience & Operations (how WKT serves and keeps customers). Underneath these three sits the Engine Room: the data, automation, and CRM layer that makes them run as one system instead of three. This role owns and builds that too. The SVP, Revenue carries one number across three kinds of customers: individuals, organizations, and institutions, each of which engages differently. Every seam between these functions escalates to this role, making the whole customer-facing motion work as one.

Requirements

Carried a revenue target and hit it, ideally in a business that sold more than one way.
Turned an ad-hoc team into a machine before.
Personally built a revenue and demand stack, warehouse, marketing automation, CRM, not just inherited one.
Reads data and can tell when a number is lying.
Can hold a real conversation with an engineer, a media buyer, and an enterprise seller in the same afternoon.
Pulls teams into one motion without trying to run their jobs.
Says the hard thing early.
The title matters less than the build.
Typically comes with 10 or more years of progressively senior revenue and operations leadership.

Responsibilities

Build one source of truth for pipeline, so a forecast actually means something across all three customer types.
Stand up a weekly scorecard in our real numbers, not borrowed benchmarks, and run the operating cadence on it.
Close the seams between Demand Marketing, Sales, and Customer Experience & Operations, so no lead or renewal falls through a gap.
Stand up the Engine Room, warehouse, automation, and CRM discipline, while running today's motions so revenue never stalls during the build.
Put a go/no-go gate on every launch, with named criteria and an owner who can pull it.
Seat and shape the sales bench on scored named-account lists, and protect the recurring base with a measurable recapture program.
Hit the revenue number while building the systems.