WKT EOS Role Scorecard for Head of Revenue
Date Updated: March 2026
Functional Role: Head of Revenue
Level: Vice President / Department Lead
Reports To: President & COO
Direct Reports:
B2B Content Sales
Channel & Reseller Development
Inside Sales
Partner Activation
Institutional Sales
Government & Public Affairs
Industry & Market Development
Purpose of the Role
The Head of Revenue owns WKT's full revenue result across all sales motions: B2B Content Sales, Channel & Reseller Development, Institutional Sales, and Government & Public Affairs. This seat is accountable for pipeline creation, conversion, and forecast discipline; for ensuring all motions are governed by one leader with full visibility; and for building the sales system including process, standards, CRM discipline, and team capability that makes results predictable and the revenue engine scalable. The Head of Revenue works in close coordination with the Head of Demand, whose function creates the pipeline this seat converts, and with the Head of Delivery, whose function retains and expands the customers this seat closes.
Key Accountabilities
Own total revenue results and the annual revenue plan by segment, channel, and motion
Own pipeline creation, conversion, and forecast discipline across all revenue streams: B2B Content Sales, Channel & Reseller Development, Institutional Sales, and Government & Public Affairs
Own channel and partner growth outcomes (Storefront Partners, Resellers) and manage direct-vs-channel conflict with clarity and authority
Set and enforce sales process standards, CRM discipline, and coaching expectations across the revenue team
Own the Government & Public Affairs and Industry & Market Development relationships that support institutional sales and market credibility
Coordinate with Head of Demand on lead quality, pipeline handoff standards, and revenue system alignment
Coordinate with Head of Delivery on customer handoff standards, expansion opportunity identification, and renewal pipeline visibility
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns the revenue number, not the activity, not the effort. When results are off plan, names the root cause clearly, brings a revised path forward, and does not hide behind pipeline volume or team busyness. Holds the team to the same standard: CRM hygiene, forecast accuracy, and deal-stage discipline are non-negotiable expectations, not aspirations.
We are Curious
Asks the right questions about why deals stall, why conversion drops, or why a channel underperforms before assuming it is a people problem. Brings market intelligence and customer insight into strategy conversations rather than relying solely on internal data. Stays curious about what is working in other sales motions and applies those learnings deliberately.
We are Driven
Maintains relentless focus on the revenue target through the full quarter, not just at close. Does the coaching work, the pipeline reviews, and the forecast conversations consistently, even when the quarter looks healthy. Champions the Demand-Revenue working relationship as an ongoing operating discipline, not a one-time initiative.
We are Nimble
Adjusts sales strategy and resource focus quickly when a channel or motion underperforms without abandoning process discipline in the pivot. Capable of governing structurally different sales motions (B2B Content Sales, Channel & Reseller Development, Institutional Sales, Government & Public Affairs) simultaneously and shifting emphasis based on what the pipeline and market are telling them.
We are Relationship-focused
Builds deep trust with key partners, institutional buyers, and high-value accounts where relationships are a competitive differentiator. Invests in the development of the revenue team as individuals, not just as quota carriers. Maintains a productive, honest working relationship with the Head of Demand as a peer function, not a subordinate one.
GWC - Seat-Specific Descriptors
Gets It
The Head of Revenue understands that WKT's revenue model runs structurally different sales motions: B2B Content Sales, Channel & Reseller Development, Institutional Sales, and Government & Public Affairs, each requiring different approaches, timelines, and success metrics, all governed by one leader with full visibility. They get that forecast integrity is a management tool, not a reporting exercise, and that CRM discipline is the foundation of every commercial decision the company makes. They understand that the RevOps Enablement gap is not a future problem; it is a current constraint that affects the quality of every revenue decision being made right now, and that filling or compensating for that gap is part of their accountability until it is resolved. They also understand WKT's regulated-market context: trust, content accuracy, and credibility are part of the value proposition, and revenue strategy must protect those qualities rather than trade them for short-term volume. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat demands genuine appetite for the full weight of revenue accountability in a complex, multi-motion business. The person who truly wants this role is energized by building the system including the forecasting discipline, the team coaching cadence, and the pipeline governance, not just by closing deals or celebrating wins. They must want to have the hard conversation with a rep whose CRM hygiene is creating forecast noise, the strategic conversation with the Head of Demand about lead quality, and the channel conflict conversation with a partner whose performance has stalled. The less visible, less rewarding parts of this seat consist of weekly pipeline reviews, forecast variance analysis, and rep development. These must be things this person actively chooses, not tolerates.
Capacity to Do It
The Head of Revenue must be able to hold the full revenue picture across structurally different sales motions simultaneously while also absorbing RevOps Enablement responsibilities in the absence of a dedicated seat. This requires strong analytical capacity (reading pipeline data, diagnosing forecast variance, evaluating channel performance) alongside the interpersonal range to coach frontline reps, build institutional relationships, and coordinate effectively with the Head of Demand and Head of Delivery. WKT's $15.2M revenue target for 2026 and the Q1 Rock to reset sales and marketing alignment both signal that this is an active-build seat, not a steady-state management role. Capacity here includes the ability to lead through a structural reset without losing team confidence or pipeline momentum.
Weekly Measurables
Measurable
Green
Yellow
Red
Revenue vs. plan (week-to-date and rolling quarter, by segment)
≥100% of plan
85–99% of plan
<85% of plan
Pipeline coverage ratio (total qualified pipeline value vs. quarterly revenue target)
≥3× target
2–2.9× target
<2× target
Quarterly Output Targets
Target
Green
Yellow
Red
Forecast accuracy (actual revenue vs. forecast submitted at week 8 of quarter)
Within ±10%
±11–20%
>±20%
Win rate by motion (B2B Content Sales, Channel & Reseller, Institutional Sales, tracked separately)
At or above segment baseline
5–10% below baseline
>10% below baseline
Channel/partner activation rate (% of signed partners generating revenue within 90 days)
≥70%
50–69%
<50%
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
Re-set marketing and sales alignment strategy
Head of Revenue
March 18, 2026
On Track / Off Track
[Q Rock 2]
Head of Revenue
[Date]
On Track / Off Track
[Q Rock 3]
Head of Revenue
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own the revenue number including the hard conversations when results are off plan without deflecting to activity metrics?
We are Curious
Does this person dig into the root cause of pipeline and conversion issues before drawing conclusions or making team changes?
We are Driven
Does this person maintain revenue system discipline (pipeline reviews, coaching, forecast rigor) consistently through the full quarter?
We are Nimble
Does this person adjust strategy and resource focus quickly across three sales motions based on what the data is showing?
We are Relationship-focused
Does this person invest in team development, partner relationships, and the marketing-sales partnership with genuine intentionality?
Gets It
Does this person understand that Revenue, Demand, and Delivery are one revenue system and coordinate across all three as a peer, not a controller?
Wants It
Does this person actively want the forecast discipline, team coaching, and channel conflict conversations, not just the wins?
Capacity to Do It
Does this person have the analytical depth, interpersonal range, and bandwidth to lead a multi-motion revenue function at WKT's current stage and target?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Lead weekly revenue team meeting (pipeline review, forecast update)
Weekly
No
2
Review and submit organizational Scorecard revenue metrics
Weekly
No
3
Conduct 1:1 pipeline and coaching conversations with direct reports
Weekly
No
4
Review CRM hygiene and deal-stage accuracy across the revenue team
Weekly
Partially
5
Manage channel conflict decisions (direct vs. reseller vs. institutional)
As needed
No
6
Align with Head of Demand on lead quality, pipeline handoff standards, and revenue system performance
Weekly
No
7
Build and submit quarterly forecast to President & COO
Weekly (updated)
No
8
Review and approve major proposals, pricing exceptions, and partner agreements
As needed
Partially
9
Conduct quarterly People Analyzer conversations with all direct reports
Quarterly
No
10
Set and own quarterly Rocks for the revenue function
Quarterly
No
11
Report on revenue performance and strategic initiatives at leadership L10
Weekly
No
12
Manage partner and institutional relationships at the VP level
Ongoing
Partially
13
Review and improve sales process, playbooks, and onboarding for new reps
Quarterly
Partially
14
Coordinate revenue commitments with Head of Delivery for customer handoff and expansion visibility
As needed
No
15
Own annual revenue planning and target-setting process with President & COO
Annually
No
We Know Training Inc. EOS Role Scorecard: Head of Revenue