sonarsource - Director, Global Field Operations
Requirements
• Bring 5+ years in sales operations, field operations, revenue operations, or a related function in B2B SaaS. We welcome current ICs, and managers willing to move into an IC role for the medium term (1+ years). • Have a track record of delivering global initiatives with measurable business outcomes, and before and after metrics to show for it. • Have led process, tooling, or organisational changes that the field adopted, with proven change management and communication skills at every level up to executive. • Have field credibility: you have worked directly with Sales Leaders and sellers, and both trust you. • Take feedback well and pivot quickly without losing sight of the outcome. • Build strong relationships and influence across the GTM organisation without relying on direct authority. • Combine business, strategy, and analytical capability, including forecasting, pipeline, and productivity analysis, and be able to articulate trends in churn, expansion, ARR, NRR, GRR, LTV, and CAC. • Be hands-on with Salesforce, Google Sheets/Excel, and Tableau. AI power user. • Operate with an owner mindset, and be comfortable diving deep and navigating ambiguity. • Nice to have: experience in post-sales or Customer Success Operations (a plus, not a requirement); experience in a high-growth SaaS company, including a high-volume, PLG, or inbound-demand funnel; experience rolling out initiatives across regions in a multinational organisation. • In-office culture • We're intentional about this. We believe the best teams are built in the room together. Three anchor days — Mondays, Tuesdays, and Thursdays — create the collaboration rhythm that makes a hub office worth having. • Candidates need to be genuinely based in the location the role is posted — if that's not where you are today, we're happy to support relocation for the right person. • We value diversity, equity, and inclusion
Responsibilities
• Own a portfolio of global field initiatives end to end: problem definition, business case, design, rollout, and post-launch review. Prioritise on expected impact and effort, and stop or pivot initiatives that are not moving their target metric. • Define the baseline, target, KPI, and owner for every initiative before launch, and report outcomes (conversion rate, sales cycle, forecast accuracy, attainment, renewal, and expansion) rather than activity. • Build and run change plans: stakeholder mapping, communication cadence, interlock with enablement, adoption tracking, and feedback loops. Explain the why behind each change in the language of the audience, from reps and front-line managers to the CRO and ELT. • Stay close to the field through deal reviews, pipeline inspection, and field sessions. Collect feedback continuously, adapt the approach quickly, and close the loop with the people who gave it. • Align Sales, Customer Success, Marketing, Enablement, Finance, and Systems on priorities, sequencing, and ownership, often without direct authority. Balance regional needs against global standards. • Standardise global processes and operating cadence (forecast, pipeline inspection, QBRs) for scalability and repeatability. • Provide narrative and analysis for QBRs, leadership meetings, and strategic discussions, linking initiative results to ARR, NRR, and GRR.
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