Vert has real demand tied to energy compliance, but demand alone does not create predictable revenue. This role exists to build the operating system that turns pipeline, process, data, and cross-functional execution into a revenue engine leadership can trust.
Vert helps building owners meet energy laws through benchmarking, audits and retro-commissioning, BPS compliance, and its VertBuild platform. That work depends on accurate revenue visibility, clean handoffs, disciplined forecasting, and operating rhythms that connect go-to-market activity to delivery reality.
As the company grows, revenue complexity increases. Different service lines, compliance-driven deadlines, and cross-functional dependencies can create missed handoffs, weak forecast confidence, inconsistent definitions, and slow decision-making if no one owns the full revenue operating model. This role exists to put structure around that complexity.
The impact of solving this well is straightforward: leadership can see the business clearly, teams can make decisions from evidence, and revenue work scales through process and systems instead of heroics.
Build the revenue operating system that gives Vert accurate forecasting, clear performance visibility, and reliable execution across go-to-market and delivery teams.
What you'll own
Establish forecasting cadence
Own the weekly, monthly, and quarterly revenue forecast process, including inputs, stage definitions, assumptions, and risk calls, so leadership can plan from a forecast that is timely, explainable, and trusted.
Define revenue KPIs
Set and govern the core metrics for pipeline, conversion, bookings, revenue, capacity alignment, and handoff performance, so teams are working from one source of truth instead of conflicting reports.
Build executive reporting
Produce the dashboards, scorecards, and review materials used in leadership meetings, with clear variance analysis and recommended actions, so revenue issues are visible early and decisions can be made quickly.
Standardize funnel management
Design and enforce the operating rules for pipeline hygiene, stage exit criteria, close-date discipline, and deal inspection, so forecast accuracy improves and sales activity reflects real revenue risk.
Fix revenue handoffs
Map and improve the process from closed deal through operational and delivery handoff, including required data, ownership, and escalation points, so booked work starts cleanly and preventable leakage is reduced.
Improve systems and automation
Own the revenue systems roadmap across CRM, reporting, and adjacent tools, prioritizing automations and control points that reduce manual work, increase data reliability, and tighten execution.
Run performance reviews
Lead the recurring operating cadence for reviewing results against plan, diagnosing misses, and assigning follow-up actions across revenue, operations, and delivery leaders, so problems move from discussion to correction.
Partner on capacity planning
Connect pipeline and forecast signals to delivery capacity and timing constraints, so the company can make earlier decisions about staffing, scheduling, and revenue risk.
Drive process adoption
Document key revenue processes, train managers and users on expected behavior, and monitor compliance with the operating model, so systems and workflows are used consistently enough to produce reliable outcomes.
Problems this role owns
- Forecasts are inconsistent or late, making it hard for leadership to plan from reliable revenue signals.
- Pipeline, funnel, and performance data are not defined or governed tightly enough to support KPI-based decisions.
- Revenue handoffs between sales, operations, and delivery create avoidable friction, missed deadlines, or preventable leakage.
- Core revenue processes rely too heavily on manual work, tribal knowledge, or inconsistent manager behavior instead of clear systems and controls.
- Leadership needs a repeatable cadence for reviewing revenue performance, diagnosing misses, and driving corrective action across teams.
What you'll deliver
After one year, this person has built a revenue operating system leadership can use to run the business, not just report on it. Forecasts are more trusted, KPI definitions are governed, handoffs are cleaner, and revenue reviews consistently lead to decisions and follow-through. The role is successful when revenue planning depends less on manual heroics and more on clear process, clean data, and repeatable operating discipline.
| Outcome | Measured by |
|---|---|
Vert is operating on a stable revenue cadence with trusted KPI definitions, consistent forecast reviews, and executive reporting that supports planning and corrective action. Operating cadence consistency Target: Weekly, monthly, and quarterly revenue operating reviews maintained throughout the year with documented actions and owners | Operating cadence consistency |
Forecast accuracy and pipeline reliability improve materially from the starting point, giving leadership better visibility into revenue risk and timing. Forecast accuracy and pipeline hygiene trend Target: Improvement against baseline in forecast accuracy, stage compliance, and pipeline hygiene, with exact targets set from the first-quarter baseline and approved by leadership | Forecast accuracy and pipeline hygiene trend |
Sales-to-operations-to-delivery handoffs are measurably cleaner, with fewer preventable issues caused by missing information, unclear ownership, or late escalation. Handoff quality and leakage reduction Target: Reduction from baseline in handoff defects, avoidable rework, and escalations tied to missing or incorrect deal information, with exact targets set with the hiring manager | Handoff quality and leakage reduction |
The first 90 days
Current-state revenue operating model is documented, including forecast process, KPI definitions in use today, key systems, reporting flows, and the main breakdowns in pipeline hygiene, forecasting, and sales-to-delivery handoffs.
Measured by: Diagnostic review completed and reviewed with leadership
Target: Current-state assessment, risk list, and prioritized 90-day plan delivered by day 30
A standard weekly forecast and revenue review cadence is in place, with defined owners, required inputs, and an escalation path for missing or conflicting data.
Measured by: Operating cadence adoption
Target: Weekly forecast review and KPI review meetings launched by day 30, with named owners for each core input
Leadership has an initial executive view of pipeline, forecast, bookings, revenue, and handoff risk using a single draft reporting package rather than ad hoc updates.
Measured by: Executive reporting availability
Target: Version 1 revenue scorecard and forecast summary in use by day 30
Core revenue metrics and stage definitions are standardized so sales, operations, and leadership are working from one agreed set of definitions.
Measured by: Definition alignment
Target: Documented KPI glossary, funnel definitions, and stage exit criteria approved by the relevant leaders by day 60
Pipeline inspection and close-date discipline are being managed through a repeatable process, reducing the amount of stale, incomplete, or weakly supported forecast data.
Measured by: Pipeline hygiene compliance
The closed-won to delivery handoff process is redesigned with required fields, ownership, and escalation rules so booked work starts with fewer preventable gaps.
Measured by: Handoff process readiness
Target: Future-state handoff workflow, required data checklist, and ownership map implemented by day 60
Forecasting is running through a defined monthly and quarterly process with documented assumptions, risk categories, and variance review, giving leadership a more explainable forecast.
Measured by: Forecast process adherence and variance analysis completion
Target: 100% of forecast submissions follow the standard process, and monthly forecast variance review is in place by day 90
Revenue dashboards and scorecards are reliable enough to support weekly and monthly operating reviews without manual reconciliation across multiple versions.
Measured by: Reporting reliability
Target: Core executive revenue dashboard refreshed on an agreed cadence, with documented source fields and owners for each KPI by day 90
At least the first set of revenue process automations or controls is live, reducing manual reporting or handoff work and improving data consistency.
Measured by: Automation delivery
What we're looking for
Led revenue operations or go-to-market operations at a multi-team level
Has owned revenue operations, sales operations, or go-to-market operations across more than one function, with responsibility for forecasting, KPI definitions, reporting, and process design rather than only individual sales management.
Built and enforced a forecasting process leadership could use
Has established forecast cadence, pipeline inspection, stage definitions, close-date discipline, and risk management in a way that improved trust in the forecast and made misses explainable.
Created KPI definitions and executive reporting used for decisions
Has turned inconsistent data into a governed reporting model with clear metric definitions, dashboards, scorecards, and review materials used by leadership to make decisions.
Improved handoffs between sales and downstream teams
Has mapped and fixed the process from closed deal into implementation, operations, customer success, or delivery, with clear ownership, required data, and escalation paths.
Owned revenue systems and automation priorities
Has managed CRM and adjacent revenue tools as an operating system, prioritizing automation, controls, and workflow changes that reduced manual work and improved data reliability.
Typically 8+ years of relevant experience. What you have done matters more than how long you have done it.
Experience that helps
Connected revenue signals to delivery or operational capacity
Has worked in a business where booked work required downstream staffing, scheduling, or fulfillment planning, and used forecast data to surface capacity risk early.
Built operating structure during a period of company growth or process tightening
Has succeeded in an environment where definitions, systems, and accountability were still being formalized, and built repeatable operating structure instead of inheriting a mature machine.
Drove manager and team adoption of new revenue processes
Has not only designed process, but also trained users, inspected compliance, and corrected behavior until the operating model was used consistently.
Experience with services, project-based, or compliance-driven revenue models
Has worked in a business where revenue depended on project delivery, regulatory deadlines, recurring compliance work, or complex service coordination rather than simple transactional sales alone.
Hands-on depth with CRM and reporting platforms
Can work credibly at the system-detail level with common CRM, BI, and automation tools used in revenue operations.
Comfort with revenue planning and performance variance analysis
Can move beyond activity reporting to explain plan versus actuals, identify drivers of misses, and frame the tradeoffs leadership needs to decide on.
This role is not for you if
- You want a strategy-only role and do not want to own systems, process detail, reporting accuracy, and follow-through.
- You prefer narrow departmental ownership and do not want to drive alignment across sales, operations, delivery, and leadership.
- You need stable inputs and clear boundaries before acting, rather than building structure in an environment that is still being tightened.
- You are uncomfortable being measured on forecast quality, KPI visibility, process adoption, and operating outcomes.
Logistics
- Work arrangement
- Remote, Remote
- Travel
- May require occasional travel for leadership planning, cross-functional meetings or customer-related sessions.
- Schedule
- Typically aligned to Pacific Time business hours, with some after-hours responsiveness when revenue issues, deadlines or executive reporting require it.
Compensation
Typical structure for a director-level revenue operations or go-to-market planning leader is annual base salary plus a discretionary or performance-based bonus tied to company, team and individual goals. This estimate does not assume quota-carrying commission.
Estimated base salary range for this role is $100,000 to $120,000 per year, plus potential bonus. Final compensation will depend on the confirmed scope of the role, experience and work location.
Vert generally aims to pay at or slightly above the U.S. market for the role. We prefer a competitive base salary with meaningful upside tied to performance where appropriate. The goal is to attract strong people, pay fairly for the level of responsibility, and reward measurable impact.
Benefits
Health + Retirement
Medical, dental, and vision to protect you and your loved ones, plus a 401(k) with a company match to help you plan for the future.
Time Off
Paid holidays, paid sick days, and vacation that grows the longer you are here, plus extra personal days once you have been with us a year.
Growth + Work Setup
A yearly professional development budget, help setting up your home office, and programs that reward strong performance and support your wellbeing.
About Vert Energy Group
Vert Energy Group helps commercial building owners make better decisions across energy, compliance, and building performance. We handle benchmarking, energy audits, retro-commissioning, building performance standards, and portfolio compliance, while VertPro and VertBuild.AI turn that operating experience into scalable software and intelligence.
Help commercial building owners make better building decisions by turning energy, compliance, and performance complexity into clear, prioritized action.
Vert has been operating in commercial building energy and compliance since 2009. What began with the hands-on work of benchmarking, energy audits, retro-commissioning, and helping owners navigate increasingly complex energy laws exposed a larger problem: building owners have enormous amounts of fragmented information, but not enough clarity about what matters, what is at risk, and what to do next. Over time, Vert expanded from doing the work building by building into creating the systems behind it. VertPro helps power the workflows that move benchmarking, audits, and compliance forward, while VertBuild.AI is being built as the intelligence layer that connects building, regulatory, operational, and capital-planning information into one place. The direction is bigger than filing compliance reports. Vert is building toward a future where commercial building owners can understand their entire portfolio, prioritize the decisions that matter, and act with confidence. We bring the operating experience of a company that has been doing the work since 2009, while still operating like a team with a lot left to build.
Own the Outcome
Your responsibility does not end where someone else’s begins. If a blocker threatens the result, follow up, escalate, solve around it, or find another path.
Earn Autonomy
The goal is to move from needing direction to handling it. As your judgment and trust grow, so does your freedom to make the call.
Data Over Ego
We use KPIs, scorecards, and real results to tell us what is working. Feedback is information, not an insult.
Hiring process
Apply
Start with your resume and the basics. Show us what you have actually owned, changed, built, or delivered.
Questionnaire
Complete a role-specific questionnaire. This is where we start looking for evidence, not buzzwords.
First interview
A structured conversation focused on your track record, decisions, numbers, and the work you personally owned.
Working session
For selected roles only. A practical exercise or working session designed to resemble the real job, not a trivia test.
Final interview
A deeper conversation about expectations, how you work, how we work, and whether this is somewhere you can do your best work.
Offer
If it is a yes on both sides, we move quickly and send a written offer.