Revenue Intelligence Operations Director, Global Sales Excellence

About the Role The Director, Global Sales Excellence is responsible for improving the predictability and control of global sales performance. This role owns the global view of forecast accuracy, identifies where sales performance breaks down across the commercial funnel, and leads programs that address those gaps. This is a global individual contributor role with a broad implementation mandate. Success is measured by improvements delivered in how the company sells and how reliably it can predict what it will sell. What You’ll Do Forecast predictability and sales performance — approx. 35% Improve the predictability and control of the global sales forecast, and drive the wider performance improvement agenda the diagnostic work surfaces. Own the global view of forecast accuracy, including where the error concentrates, how it disperses across regions, and how it trends Establish a consistent forecast accuracy definition and snapshot discipline across regions, in partnership with sales operations Diagnose the sources of forecast error, separating process and behavioral causes (deal inspection rigor, stage discipline, commit criteria, pipeline hygiene) from structural and data causes Lead the improvement agenda with regional sales operations and regional sales leadership, including inspection cadence, commit criteria, and hygiene standards Partner with Finance on the connection between the sales forecast and the financial forecast, including reconciliation of definitions and timing, and variance explanation Interrogate the broader performance set at global scope (win rate, average selling price, days to close, pipeline coverage, quota attainment), distinguish genuine performance problems from data and definitional problems, and pressure-test the conclusions regional reporting arrives at Identify and validate the top global improvement opportunities, and secure leadership alignment on which to pursue Test interventions on a defined population before scaling, use the results to refine the approach, and raise the standard for what counts as evidence of impact Global Enterprise Model Project — approx. 40% Lead the Global Enterprise model project end to end under executive sponsorship: converge the regional playbooks into a single global motion, close the gaps between what is deployed in each region today, and drive the next wave of deployment. Own the global ENT motion as a single program, in partnership with the senior regional renewals and sales leaders who co-developed the regional playbooks Identify and close the delta between regional playbook variants, prioritizing the components with the clearest performance impact Scope, sequence, and deploy successive waves of the motion, prioritizing by expected impact rather than by a predetermined regional order Partner with Revenue Acceleration and Enablement to secure deployment support ahead of rollout, not after Establish how motion adoption and impact are measured, and report outcomes to leadership Anticipate shifts in go-to-market structure, segmentation, or regional operating models, and adapt the program strategy and its sequencing ahead of them rather than in reaction Sales technology and AI enablement — approx. 25% Identify where the sales technology stack, including AI capabilities, can materially improve seller effectiveness, efficiency, and forecast discipline Translate performance gaps into prioritized tooling and capability recommendations rather than evaluating tools in the abstract Partner with Corporate Technology, Sales Operations, and Revenue Acceleration to move authorized initiatives into delivery Drive adoption and measure realized impact on seller productivity and outcomes Champion a customer-first view of the selling motion: anticipate how changes to seller workflow and tooling land with customers, and challenge changes that buy internal efficiency at the customer's expense First 12 months: success measures Improve forecast accuracy by one percentage point. Establish the baseline in the first 90 days and measure improvement using week-three commit against actual close at the global aggregate level, with regional results reported for context Validate three global improvement opportunities. Each opportunity should include a quantified size of prize, target population, diagnosis, and recommended intervention Launch three authorized initiatives. Each initiative should enter delivery with a stated benefit hypothesis, baseline, owner, and post-implementation readout plan Supporting outcomes Forecast accuracy definition and snapshot discipline harmonized across regions, with the global baseline agreed and published Global Enterprise Motion: regional playbook variants assessed and dispositioned, improvement areas aligned across regions, and the next deployment wave scoped and underway Adoption measured and reported for each deployed motion and tooling initiative, against target roles rather than licensed seats Core partners Regional sales leadership and regional sales operations, Finance, Revenue Acceleration and Enablement, Corporate Technology, Data and Analytics, Marketing Operations, Order Management, Sales Compensation, Renewals Operations. Decision rights This role operates with full autonomy over the improvement agenda: diagnostic method, forecast accuracy definitions and measurement standards, prioritization of the global improvement backlog, the design of the global Enterprise motion, and the sequencing of deployment waves. Decisions are taken, not routed. Funding, headcount, changes to regional operating models, and procurement of sales technology sit with the sponsoring executive and the owning function. This role builds and carries the case. What You’ll Bring Prior experience in sales operations management, sales excellence, or sales management. This role must be able to work fluently with analytics teams, recognize bad data and unsound conclusions, and defend a diagnosis under challenge from sales leadership. Direct experi