Director of Sales Operations

About This Role

Vacancy No VN428

Status Active

Location NY

Location Country United States

Location Region

Location City

Description About ATG

Auction Technology Group (ATG) is a FTSE 350 operator of world\-leading online auction marketplaces across two segments: Art \& Antiques (LiveAuctioneers, Chairish, The Saleroom, Lot\-tissimo, Pamono) and Industrial \& Commercial (Proxibid, BidSpotter, iBidder, WaveBid). Our platforms connect thousands of auctioneers and sellers with millions of bidders worldwide. The business runs on a simple equation: Items Listed × Sell\-Through Rate × AIV \= GMV × Take Rate \= Revenue. Everything this role does exists to improve the inputs to that equation.

Why this role exists

ATG is building a Revenue Operations function to sit alongside a new commercial finance partnering capability. The analytics and reporting engine is being built (a Director of BI joins in September; Salesforce development runs as a dedicated platform function). This leader owns the evolution of ATG's commercial operating model. They bring together the leaders responsible for demand generation, sales, customer onboarding, pricing, customer success and commercial operations to ensure the business is aligned around the right priorities. By combining data, market insight and disciplined experimentation, they continuously improve how we win customers, increase productivity, accelerate growth and scale repeatable commercial practices across the company.

This is a build role. You will inherit an existing sales operations team and a business with strong data foundations, but you will be designing the forecasting discipline, coverage model, quota architecture and sales process standards largely from first principles, across two segments with genuinely different commercial motions: an enterprise\-weighted industrial auction business and a multi partner arts \& antiques marketplace.

Key Responsibilities Core accountabilities

1\. Forecasting and pipeline discipline

Design and own a single forecast methodology across both segments, feeding the Group year\-to\-go process and weekly trading cadence.

Establish pipeline hygiene standards: stage definitions, conversion benchmarks, ageing rules and inspection rhythm.

Deliver forecast accuracy within an agreed tolerance band, with variance drivers understood and reported, not just measured.

Own sales capacity planning: quota\-carrying headcount requirements by segment, productivity assumptions and ramp models, feeding the annual budget.

2\. Territory, coverage and supply prioritisation

Own the coverage model: which accounts each seller\-facing team works, how key accounts are managed, and where new business effort is directed.

Build the account segmentation framework (strategic accounts vs long tail) and stand up a structured key account programme, addressing concentration risk in the largest relationships.

Own the demand\-led supply process: convert category supply and demand gaps identified by marketing and the data\-driven lead generation function into prioritised target lists and campaigns for the sales teams, with clear routing and follow\-up SLAs.

Close the loop: report conversion by lead source and category back to the originating functions, so targeting sharpens with every cycle.

Run annual and in\-year territory planning aligned to the budget and quota cycle.

3\. Sales process, retention and enablement

Standardise the auctioneer and seller acquisition motion, from lead handoff through contract to first listing.

Own onboarding time\-to\-first\-listing as a managed metric, and drive a measurable reduction in it.

Own the retention motion: churn definitions, early\-warning triggers, a structured save and win\-back process, and listings\-per\-retained\-auctioneer as a managed metric.

Own the win/loss programme: systematic capture and review of won and lost deals, with findings fed back into playbooks, pricing governance and the competitive intelligence framework.

Build playbooks for value\-added services attach (payments, marketing services, shipping) into the core selling motion, and own the enablement rhythm that embeds them: rep onboarding, tool adoption and cadence.

4\. Pricing governance and deal desk

Own the discount and exception framework: approval thresholds, evidence requirements and escalation paths for deviations from rate card, independent of the quota\-carrying line.

Stand up and run a deal desk discipline for large and non\-standard deals, with particular focus on the largest account relationships where negotiated exceptions accumulate.

Execute pricing changes operationally and provide the governance evidence base (realised vs rate\-card take rate, discount leakage) commissioned from BI; hold a standing seat in take\-rate strategy discussions.

5\. Incentives and quota design

Partner with HR and finance on sales compensation plan architecture across both segments.

Own quota setting aligned to the annual budget, and in\-year attainment tracking and exception management.

Ensure incentive design reinforces the metrics that matter: listings, sell\-through, take\-rate integrity and VAS attach, not just headline GMV.

6\. Salesforce roadmap sponsorship

Act as lead business sponsor for the Salesforce roadmap: define and prioritise sales\-side requirements and hold the platform function to account for delivery.

Participate in the monthly RevOps roadmap forum, working from a single ranked backlog alongside the BI and Salesforce development leads.

Sponsor the extension of the CRM data model to support key account and VIP programmes.

What this role does not own

These boundaries are deliberate and part of the operating model design:

Performance reporting, analytics and the certified data layer sit with the Director of BI. This role consumes analytics as a service from the commercial analytics function; the skill required is specifying what good looks like and commissioning it, not building it.

Salesforce development is a separate platform function. This role is its most important customer, not its owner.

Take\-rate strategy and structural pricing architecture sit with commercial and finance leadership. This role owns pricing governance, deal desk and execution, and holds a seat in strategy discussions, but does not set the rate card.

Broader competitive intelligence sits within the analytics function; this role owns the win/loss discipline specifically and feeds findings into it.

Category supply and demand analysis and lead generation data mining sit with marketing and the lead generation function; this role owns the process that converts their output into sales action and reports conversion back.

Marketing operations and demand generation sit with the marketing organisation; this role owns the lead handoff interface, not the funnel above it.

Key relationships

Reports to the VP, Commercial Finance, FP\&A \& M\&A.

Works daily with EVP, Global Sales and commercial leadership and their sales teams; credibility with quota\-carrying leaders is essential.

Peers with the Director of BI and the Director of Salesforce Development.

Regular exposure to the CEO, CFO and broader exec team through the trading cadence and planning cycle.

Key Requirements What we are looking for

Revenue or sales operations leadership in a B2B marketplace, SaaS or platform business; experience running the function across multiple sales teams or motions.

Proven experience handling multi\-motion coverage: SMB long tail alongside enterprise key accounts. Marketplace experience matters more than auction experience.

A track record of building forecast discipline that leadership actually trusts, and of designing quota and comp plans that survived contact with a sales team.

Experience running or standing up a deal desk or pricing governance function; comfortable being the independent control on commercial concessions.

Comfortable achieving outcomes through influence: this role directs significant change through teams it does not manage.

A builder and specifier: able to define the pipeline, coverage and attainment reporting suite they need, commission it from BI, and act on it.

Commercially fluent in unit economics; able to hold their own in a conversation about take rates, attach rates and lifetime value.

What good looks like in year one

A single forecast methodology live across both segments, with accuracy inside the agreed tolerance band by the second quarter.

A documented coverage model and key account programme operating in both segments.

Quota and compensation plans signed off ahead of the financial year kick\-off.

A measurable reduction in auctioneer onboarding time\-to\-first\-listing.

The demand\-led supply process operating end to end: category gaps routed to sales with SLAs, and conversion by lead source reported back to marketing and lead generation.

The discount and exception framework live, with deal desk review operating for large and non\-standard deals and discount leakage visible and reducing.

Churn early\-warning triggers and a save/win\-back process operating, with retention reported as a managed metric alongside acquisition.

A ranked, governed Salesforce demand backlog in place of ad hoc requests.

Auction Technology Group is committed to fair and equitable compensation practices.

The pay range for this role is $185,000 to $200,000\. Actual compensation packages are based on several factors that are unique to each candidate, including but not limited to skill set, depth of experience, certifications, and specific work location. This may be different in other locations due to differences in the cost of labor.

The total compensation package for this position may also include annual performance bonus, stock, benefits and/or other applicable incentive compensation plans.

Employment Type Permanent

Duration

Business Name

Function Name Finance