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Owner of the I+S Commercial Operating System 

Business: Ingredients + Specialties (I+S)      •      Reports to: SVP – Innovation, Growth & Strategy      •      Location: The Woodlands, TX / Hybrid      •      Experience: 10+ years 

About the Role:

The Director, Revenue Operations owns the commercial operating system for the Ingredients + Specialties business — the process, technology, data, planning, and operating rhythm the entire go-to-market organization runs on. This is the “run the engine” seat: it does not sell, set price, build AI models, or author growth strategy. It makes the commercial machine faster, cleaner, and more predictable, and its distinctive contribution is owning the seams — the handoffs, definitions, and shared rails — where value is lost between functions. 

What This Role Owns:

1. Commercial Operating System & GTM Process Architecture 

• Own the end-to-end commercial process — lead-to-cash / opportunity-to-order — with standards, playbooks, and stage definitions across the customer journey. 

• Design and enforce clean handoffs across Marketing, Field and Virtual Sales, Customer Service, and Technical, so no opportunity or customer falls between teams. 

• Standardize globally, flex regionally across NA, EMEA, and LATAM. 

2. CRM & Commercial Technology Ownership 

• Own the commercial tech stack as business owner — Salesforce (SFDC/SFMC/SRM), Service Cloud, and connected systems — with IT delivering. 

• Run the Commercial Operations Governance Council — the monthly intake that challenges, sequences, and prioritizes every enhancement request. 

• Drive adoption and simplification — measured by usage and reduced administrative burden. 

3. Commercial Analytics, Reporting & KPIs 

• Own the single source of truth — dashboards, scorecards, the Sales Excellence (SFE) metric set, and the business definitions behind every number. 

• Run the monthly reporting rhythm (performance and CX/NPS, repeatable by the 10th) and put clear signals in front of functional leaders to act on. 

• Keep reporting descriptive and diagnostic; predictive and prescriptive analytics are commissioned from Data & AI and embedded here. 

4. Pipeline Operations 

• Own the pipeline process — cadence, hygiene, and forecast data integrity — while Sales owns the commit and the number. 

• Instrument pipeline health — coverage, velocity, conversion, slippage — and surface risk early. 

5. Sales Planning: Coverage & Quota 

• Own the segmentation-to-coverage design and territory/quota governance, so segmentation drives coverage. BU leaders own the final deployment decision; this role owns the design, the rules, and the discipline. 

• Run the quota-setting process and keep it linked to plan and the four I+S growth objectives. 

6. Sales Enablement Operations 

• Own the enablement operating infrastructure — content operations, competency frameworks, certification, and onboarding-to-tools. 

• Partner with Commercial Development (under Sales, owning coaching and delivery) so content, data, and measurement stay one loop. 

7. Commercial Program Management & Operating Rhythm

• Orchestrate the operating rhythm — MOR / MPR / QBR agendas, data packs, decisions, and action tracking. 

• Operationalize the recurring programs — Winback, Retention, Spot-account, and Supplier Onboarding. 

• Provide commercial PMO discipline for operational initiatives. 

8. Commercial Data Governance & Hygiene 

• Own customer and CRM data quality — account, customer, and opportunity master-data stewardship. 

• Own the KPI business definitions; Data & AI owns the technical semantic layer that implements them. 

Total System Design & Handoff Ownership 

The eight areas above are the parts of the system; this role’s distinctive job is to make them work as one. The largest performance leakage sits at the seams between functions, not inside them — and this seat owns closing them. 

• End-to-end system integrator. Own how Marketing → Demand Gen → Sales → Pricing → Customer Service → Data & AI connect as one flow. Holding no single-function P&L is what lets this seat enforce that the whole beats the parts. 

• Handoff design and enforcement. Define every material handoff — MQL→SQL, lead→opportunity, opportunity→order, order→CS case, escalation→Sales, Field↔Virtual, KAM↔Field — with stage definitions, ownership, SLAs, and closed-loop measurement. 

• Authority boundary. Own the design, standards, instrumentation, and measurement of every handoff; the decision to move people or restructure a function stays with the owning line (Sales, Customer Service, or the BU), sponsored through Strategy. 

• Single ownership of the commercial tech stack. One business owner across Salesforce, Service Cloud, demand-gen attribution, CS case logging, and seller-facing tools, plus the rails through which pricing surfaces to sellers. Pricing owns the engine; Data & AI owns the platform; this seat owns adoption, integration, and the connective rails. 

• One truth. Own the KPI dictionary and business definitions so every metric means one thing across dashboards, MOR, and board packs. 

• System-level scorecard. Own the cross-functional metrics no single function can — seller time redeployed to customers, handoff cycle-time and leakage, SLA adherence, adoption, and the through-line from segmentation → coverage → productivity → CM$. 

Building Human Capability 

A governed operating model only works if the commercial teams can run it. This role closes that gap through clarity, accountability, and support for functional leaders — not mandate. 

• Coach the sales manager. Supply the tools, playbooks, dashboards, and enablement that make managers effective and let leaders drive decisions. 

• Playbooks tied to the value levers. Codify commercial playbooks for the plays that move the business — Field focus on higher-value accounts, KAM HQ-overlay, Virtual account-transition governance, Winback / Retention / Spot, demand-generation deployment, and the CS-escalation redesign. 

• Adoption is the measure, not deployment. Success is usage, cleaner data, faster cycle time, and lower administrative burden — never “features shipped.” 

• Change management as a standing capability. Communications, training design, adoption instrumentation, and post-launch tuning for a continuous change agenda, not one-off rollouts. 

Success Measures — First 12–18 Months 

• Seller time given back — measurable seller capacity recovered from CS and administrative work via the escalation redesign and tiered SLAs. 

• Coverage that follows value — Field capacity shifted from the low-value long tail to higher-value accounts. 

• Trusted numbers — one agreed data set and KPI dictionary; monthly performance and CX/NPS packs land by the 10th. 

• Rhythm that runs itself — MOR / MPR with clear decisions and closed-loop actions, and fewer escalations to the SVP. 

• Adoption and lighter load — higher tool adoption with measurably less seller administrative time. 

• Clean planning cycles — segmentation-driven coverage, territory, and quota set on time and aligned to plan. 

• Boundaries holding — no role confusion with Sales, Pricing, Data & AI, or Strategy. 

Qualifications & Experience:

• Bachelor’s degree required; advanced degree (MBA or analytical discipline) preferred. 

• 10+ years in revenue / commercial operations, sales operations, commercial excellence, or GTM operations, including 3+ years leading teams. 

• Business ownership of CRM and commercial systems (Salesforce preferred), including governance of an enhancement/change pipeline. 

• Track record building commercial reporting, KPI frameworks, and forecasting/pipeline processes leaders run on. 

• Sales-planning experience — segmentation-driven coverage, territory, and quota design and administration. 

• Comfort in a global, matrixed, multi-region (NA / EMEA / LATAM) environment. 

• PE-backed or value-creation-plan experience preferred; specialty chemicals, ingredients, or B2B distribution a plus. 

Skills & Competencies:

• Systems & process fluency — turns messy processes into standardized, instrumented workflows. 

• Systems thinking — works the seams, not the boxes. 

• Data and reporting rigor — precise definitions, defended data integrity, a clear performance story. 

• Operating-rhythm discipline — cadences that drive decisions without bureaucracy. 

• Enablement & change management — drives adoption through coaching, not mandate. 

• Boundary-spanning influence — partners across functions without owning them. 

• Commercial & value orientation — ties every deliverable to churn, win rate, margin, and CX. 

• Bias to simplify — relentlessly cuts administrative burden on customer-facing teams.&