WKT EOS Role Scorecard for RevOps Enablement Manager
Date Updated: March 2026
Functional Role: RevOps Enablement Manager
Level: Senior Individual Contributor / Manager
Reports To: Head of Demand
Direct Reports: None (initially) - potential to build a small team as the function matures
Seat type: Gap seat - critical hire within the Demand function · Highest priority hire in Phase 1
Note on seat position: The RevOps Enablement Manager sits within the Demand function and reports to the Head of Demand. This is not a leadership table seat. However, this role has a strong cross-functional service mandate, it exists to serve both the Demand and Revenue functions, and the RevOps Manager will work closely with the Head of Revenue on pipeline data, forecast integrity, and lead routing. The Head of Demand is the accountability owner; cross-functional coordination with the Head of Revenue is a core working requirement of the role.
Purpose of the Role
The RevOps Enablement Manager is the connective tissue of WKT's revenue system. This seat owns the data, technology, and process layer that connects Demand, Revenue, and Delivery into one unified pipeline, one source of truth, one number. Without this role, the Head of Demand is managing marketing without a feedback loop, the Head of Revenue is forecasting on incomplete data, the Head of Delivery has no early warning system for at-risk accounts, and the President & COO is making resource decisions without a reliable view of the revenue funnel. The RevOps Enablement Manager makes the revenue system function as designed: leads tracked, nurtured, and handed off cleanly; pipeline data accurate and current; customer health visible and actionable; forecasting a management tool rather than a guess; and the customer lifecycle visible from first touch to renewal and expansion.
Key Accountabilities
Own CRM definitions, data architecture, and hygiene ensuring deal stages, contact records, and pipeline data are accurate, complete, and trusted by Demand, Revenue, and Delivery
Own dashboards and reporting cadence including building and maintaining the pipeline dashboard, revenue forecasting views, and customer lifecycle reports that give the Head of Demand, Head of Revenue, Head of Delivery, and President & COO a single, reliable picture of the funnel
Own pipeline governance and deal aging controls including monitoring stalled deals, flagging forecast risk, and ensuring pipeline data reflects commercial reality rather than optimistic staging
Own marketing automation including email sequences, lead scoring, nurture flows, and CRM updates that ensure leads are tracked and developed between first touch and sales handoff
Own lead routing rules and SLA tracking between Demand and Revenue including defining the criteria for a Sales Qualified Lead, managing the handoff process, and monitoring compliance on both sides
Own the tech stack across the RevOps function including CRM admin, marketing automation platform, attribution tooling, and the integrations that connect them
Design and maintain the customer health scoring infrastructure that gives the Head of Delivery early visibility into at-risk accounts and expansion opportunities
Build automated trigger systems for proactive risk and opportunity identification including churn signals, renewal alerts, and expansion indicators that surface to the right function at the right time
Support expansion and renewal processes with data and automation ensuring the Head of Delivery and Head of Revenue have the intelligence they need to act before opportunities close or accounts deteriorate
Own the Market Intelligence System including building the structured approach to collecting, organizing, and distributing competitive, regulatory, and market signals across the revenue team
Build and maintain forecasting process quality including improving forecast accuracy over time through better data discipline, stage definition, and pipeline governance
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns data quality and reporting accuracy as personal commitments, not system limitations or other people's CRM hygiene problems. When pipeline data is unreliable, a dashboard is wrong, a lead routing SLA is missed, or a customer health score is not current, names it, traces it to the root cause, and fixes the process. Holds Demand, Revenue, and Delivery to the data standards this role sets.
We are Curious
Asks the right questions about what the data is actually showing: why a lead source is underperforming, why deals are stalling at a particular stage, what the customer health data is signalling before it becomes a churn event, what the attribution data is and is not capturing. Stays curious about new tooling, automation capabilities, and process improvements that can make the revenue system more intelligent over time.
We are Driven
Maintains CRM hygiene standards, reporting cadence, automation performance, and customer health monitoring through the full quarter, including the periods when sales pressure or marketing campaigns create data chaos. Does the unglamorous data work of deduplication, stage audits, contact record cleanup, and trigger system maintenance that keeps the pipeline view trustworthy when it matters most.
We are Nimble
Responds quickly when the business needs a new dashboard, a revised attribution model, a customer health scoring update, or a lead routing adjustment for a new campaign or sales motion, without breaking existing data integrity or creating technical debt. Builds systems flexible enough to adapt to WKT's evolving revenue model as new channels and motions are added.
We are Relationship-focused
Builds genuine working relationships with the Demand, Revenue, and Delivery teams, because this role only works if all three functions trust the data it produces and follow the processes it sets. Communicates data findings in plain language that informs decisions rather than in technical language that creates distance.
GWC - Seat-Specific Descriptors
Gets It
The RevOps Enablement Manager understands that their job is not to manage a CRM; it is to make the revenue system function as one integrated pipeline from first touch to renewal and expansion. They get that data quality is a commercial asset: inaccurate pipeline data leads to bad forecasts, bad resource allocation, and bad decisions across every revenue function. They understand that their service mandate crosses Demand, Revenue, and Delivery, and that building trust with all three functions is as important as the technical work itself. They get that WKT's revenue model, with its multiple sales motions (B2B Content Sales, Channel & Reseller Development, Institutional Sales, Government & Public Affairs, and Direct B2C), multiple brands, a growing channel network, and an emerging institutional sales function, creates genuine complexity that the RevOps Enablement function needs to absorb and make navigable, not add to. They understand that customer health scoring and automated trigger systems are not nice-to-haves; they are the infrastructure that enables Delivery to be proactive rather than reactive, and Revenue to identify expansion before it walks out the door. They also understand that this is a build seat: the processes, definitions, and systems they establish in Phase 1 are the foundation for everything the revenue system does at $26M and beyond. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for the detailed, process-intensive, often invisible work of making a revenue system trustworthy. The person who truly wants this role is energized by a clean pipeline view, a forecast that holds up under scrutiny, a customer health score that surfaces risk before it becomes a crisis, and an automation flow that works without manual intervention. They must want to have the difficult conversation with a sales rep whose deal staging is creating forecast noise, the process conversation with the marketing team about lead quality standards, and the data governance conversation with the Head of Finance & Administration about CRM integration with financial reporting. They must want to build the market intelligence system, the customer health scoring infrastructure, and the automated trigger layer that makes every revenue function smarter, not just maintain the CRM. The RevOps Enablement Manager at WKT is a builder, not a maintainer, and the person who truly wants this seat must be energized by the construction, not just the operation.
Capacity to Do It
The RevOps Enablement Manager must be able to own CRM administration, marketing automation, pipeline reporting, lead routing, customer health scoring, automated trigger systems, forecasting process quality, tech stack management, and market intelligence simultaneously in a multi-brand, multi-motion business where the revenue data is currently unreliable and the processes are being built from scratch. This requires both deep technical proficiency in CRM and marketing automation platforms (HubSpot, Salesforce, or equivalent) and the analytical and communication range to translate data findings into clear, actionable insights for commercial leaders who are not data specialists. WKT's Phase 1 priority is to establish the RevOps Enablement function from a standing start, which means this person needs to be capable of defining what good looks like, building the systems to achieve it, and maintaining those systems as the business scales.
Weekly Measurables
Measurable
Green
Yellow
Red
CRM hygiene score (% of active pipeline records complete across required fields including deal stage, close date, value, owner, next step)
≥90% complete
75–89% complete
<75% complete
Reporting cadence compliance (pipeline dashboard, lead routing report, and forecast update delivered to Head of Demand, Head of Revenue, and Head of Delivery on agreed schedule)
100% on time
1 late per week
2+ late or missed
Quarterly Output Targets
Target
Green
Yellow
Red
Forecast variance trend (improving accuracy of revenue forecast vs. actuals, quarter over quarter)
Improving or at ±10%
Flat at ±11–20%
Deteriorating or >±20%
Lead routing SLA compliance (% of SQLs routed to Revenue within the agreed SLA window from qualification)
≥95% within SLA
85–94% within SLA
<85% within SLA
Pipeline aging and stalled deal rate (% of open pipeline deals with no activity update within 14 days, reviewed quarterly for trend)
≤10% stalled
11–20% stalled
>20% stalled
Customer health scoring coverage (% of active accounts with a current health score in the system)
≥90% scored
75-89% scored
<75% scored
Rocks
Quarterly Rocks for this seat are set in coordination with the Head of Demand and tracked weekly.
Rock
Owner
Due Date
Status
[Q Rock 1 - likely: CRM definitions, stage design, and hygiene baseline]
RevOps Manager
[Date]
On Track / Off Track
[Q Rock 2 - likely: marketing automation and lead scoring build]
RevOps Manager
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own pipeline data quality, customer health scoring accuracy, and reporting compliance as personal commitments, holding Demand, Revenue, and Delivery to the data standards this role sets?
We are Curious
Does this person ask the right questions about what the data is showing and use that curiosity to improve processes, not just describe problems?
We are Driven
Does this person maintain CRM hygiene, automation performance, and reporting discipline consistently including the unglamorous data maintenance work?
We are Nimble
Does this person adapt systems and processes quickly when the revenue model evolves without creating data integrity gaps or technical debt?
We are Relationship-focused
Does this person build genuine trust with Demand, Revenue, and Delivery, communicating data findings in ways that inform decisions rather than create distance?
Gets It
Does this person understand that their job is to make the entire revenue system function as one integrated pipeline from first touch to renewal and expansion, not just to manage a CRM?
Wants It
Does this person actively want the build work including CRM architecture, automation design, market intelligence, not just the ongoing operation of existing systems?
Capacity to Do It
Does this person have the technical CRM and automation depth, analytical range, and communication ability to build and run the RevOps Enablement function from a standing start at WKT's current complexity?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Maintain CRM data quality including audits, deduplication, field completion checks
Weekly
No
2
Publish pipeline dashboard and forecast update to Head of Demand, Head of Revenue, and Head of Delivery
Weekly
No
3
Monitor and enforce lead routing SLAs between Demand and Revenue
Weekly
No
4
Review pipeline aging and flag stalled deals to Head of Revenue
Weekly
No
5
Review customer health scores and flag at-risk accounts to Head of Delivery
Weekly
No
6
Manage marketing automation sequences including lead scoring, nurture flows, CRM updates
Ongoing
Partially
7
Administer CRM and marketing tech stack including user management, integrations, data governance
Ongoing
No
8
Build and refine attribution reporting including connecting marketing activity to pipeline and revenue
Ongoing
No
9
Produce customer lifecycle data including tracking leads from first touch through to renewal and expansion
Ongoing
No
10
Manage lead routing rule definitions and update them as sales motions evolve
As needed
No
11
Maintain and update customer health scoring infrastructure and automated trigger systems
Ongoing
No
12
Build and distribute renewal alerts and expansion signals to Head of Delivery and Head of Revenue
Ongoing
Partially
13
Build and maintain Market Intelligence System including competitive, regulatory, and market signals
Ongoing
Partially
14
Produce quarterly RevOps health report for Head of Demand and President & COO
Quarterly
No
15
Review and improve forecasting process quality including stage definitions, close date discipline, pipeline governance
Quarterly
No
16
Support annual revenue planning with historical pipeline and conversion data
Annually
No
17
Evaluate and recommend new RevOps tooling as the function matures
As needed
No
We Know Training Inc. EOS Role Scorecard: RevOps Enablement Manager
Note: This is a gap seat and currently unfilled. It is the highest priority hire within the Demand function and a prerequisite for the revenue system functioning as designed. Until this seat is filled, the Head of Demand absorbs these accountabilities by default, which creates significant capacity constraint on that seat. The RevOps Enablement Manager hire should be treated as concurrent with and not sequential to the Head of Demand hire.