Revenue Strategy & Operations Executive

I build the revenue operating systems that let AI-native and consumption businesses scale predictably.

Best fit: VP / Head of Revenue Operations or GTM Strategy & Operations — for $100M–$1B companies moving from booked to usage-driven revenue.

Most recently Sr. Director, Global Field, Deal & SDR Operations at Snowflake — led a 45-person organization across five theaters · Former PE operating partner at Motive Partners · Built GTM systems at Anaplan, Oracle NetSuite, and SAP

Hiring a RevOps / GTM leader → Investor or founder → Considering joining my team →
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Adam M. Cooper, Revenue Strategy and Operations executive, smiling in a navy suit and light blue shirt
Flagship outcome · Snowflake

Walked into a $2B revenue theater with no unified operating cadence. Built the forecasting and accountability system that reached within-5% forecast accuracy in 6–9 months, with the Americas meeting or exceeding revenue targets against plan — then was adopted as the global standard. Promoted to global scope in nine months.

±5% forecast accuracyMet or beat planPromoted in 9 months
Flagship outcome · Private equity

As operating partner at Motive Partners, advised seven portfolio leadership teams simultaneously across North America and Europe. Built RevOps from zero at InvestCloud ($150M–$500M ARR) — separating revenue operations from Finance and delivering the first credible, data-backed revenue narrative the board had received.

7 portfolio companiesRevOps from zeroBoard KPI framework

By the numbers

Revenue leaders run on data. So does this page.

Scope and results, kept separate — because operating a number and moving a number are different claims.

Scale led

$4.5B
ARR business operated
Global Field, Deal, and SDR Operations across five theaters of a publicly traded consumption business
45
Person global organization
Built and led across Field, Deal, and SDR Operations
1–2K
Sellers in the global AOP
Territory, quota, capacity, and comp design across five theaters
3–4K
Deals per quarter
Deal Desk volume through CPQ workflows and 24-hour SLAs

Outcomes delivered

±5%
Forecast accuracy
Across a $2B theater in 6–9 months — with revenue targets met or exceeded against plan
$41M+
ARR influenced in one year
With $110M+ in attributable pipeline at Oracle NetSuite, from competitive motions built from scratch
+17%
Revenue · +60% pipeline
From a $200M+, 75-person sales org transformation at SAP
+16%
Win rate growth YoY
Competitive displacement across NetSuite North America — zero added headcount

Track record

Three signature builds. One pattern: walk in, build the system, scale it.

Each started with fragmented data, no unified cadence, or no function at all — and ended with infrastructure the organization still runs on. Open each one.

The situation

Recruited into a $2B–$2.5B Americas revenue theater running with no unified operating cadence, fragmented Salesforce data across 100+ districts, and no cross-functional accountability model.

The build

Stood up the complete Business Operating System from zero — weekly forecast calls, MBRs, QBRs, CRM governance, district-level accountability — while co-leading the Americas AOP across 500+ sellers and rebuilding Deal Desk workflows processing 3,000–4,000 deals a quarter.

The result

Within-5% forecast accuracy in 6–9 months, with the Americas consistently meeting or exceeding revenue targets against plan. Promoted to global scope in nine months; the Americas framework was adopted as the worldwide standard. Went on to lead a 45-person global org spanning Field, Deal, and SDR Operations for the full $4.5B business — deploying AI-assisted MEDDPICC scoring and deal health intelligence across the global pipeline.

±5% forecast accuracyMet or exceeded plan$4.5B ARR org45-person teamAI-driven GTMPromoted in 9 months

The situation

A deliberate move inside a fintech-focused PE firm — not a gap between roles, but a strategic investment in learning how boards evaluate GTM performance and how value creation works under investor scrutiny.

The build

Embedded operating partner across seven growth-equity and buyout portfolio companies in North America and Europe. Built RevOps from zero at InvestCloud ($150M–$500M ARR), ran pre-close GTM diligence on prospective acquisitions, and led post-close revenue integration.

The result

Delivered the first credible, data-backed revenue narrative InvestCloud's board had received. Built the standardized KPI framework Motive's board used across the portfolio — translating operator metrics into investor-grade language: ARR trajectory, NRR trends, CAC payback, sales efficiency.

7 portfolio companiesBoard KPI frameworkRevOps build from zero$5B+ TAM partnershipPre-close diligence

The situation

No competitive or market intelligence function existed across a business scaling from $400M toward $1.5B ARR. CEO, CRO, CFO, and Product needed a repeatable way to win competitive deals.

The build

Built three teams from scratch across Americas and EMEA over five years, scaling to 15+ people. Designed competitive displacement campaigns, owned revenue analytics for CRO/CFO decision-making, and fed capability gaps directly into product roadmap and pricing.

The result

16% YoY North American win rate growth. $110M+ in attributable pipeline influence and $41M+ in ARR in FY20 — competitive displacement established as a repeatable, scalable revenue motion and full-lifecycle asset supporting NRR targets.

+16% win rate YoY$110M+ pipeline$41M+ ARR FY203 teams, 15+ people

Two more chapters — Anaplan (+7% global win rate through the Thoma Bravo buyout) and SAP (+17% revenue from a $200M+ org transformation).

Full track record →

Built to lead

The mandates this record was built for

For CEOs, CROs, and boards hiring their next revenue leader — I do my best work where a $100M–$1B company is outgrowing the systems that got it there.

VP / Head of Revenue Operations

The full RevOps mandate — forecasting, planning, deal operations, systems, and the operating rhythm of the field organization. Strongest as a company's first true RevOps executive, where the function is being built rather than inherited.

GTM Strategy & Operations

Where strategy meets execution: annual operating plans, territory and capacity design, KPI governance, and the cross-functional cadence that connects marketing, finance, product, and field into one revenue engine.

Transformation & CRO-adjacent mandates

The mandates without a playbook: business operating system builds, post-M&A revenue integration, bookings-to-consumption transitions, and PE value creation under investor scrutiny.

Sweet spot: $100M–$1B scaling companies bookings → usage-driven revenue transitions build-from-zero chaos trained at $4.5B public-company scale

The system

Signal to Commit

Every build in the track record runs the same operating model. I call it Signal to Commit — the system that turns raw revenue data into a number leadership can take to the board.

01

Signals

Instrument the revenue engine. AI-scored deal health and MEDDPICC completion, consumption and usage trends, go-live velocity, pipeline movement — collected continuously, on a data foundation kept trustworthy by automated hygiene enforcement.

02

Cadence

Wire the signals into the operating rhythm — weekly forecast calls, monthly business reviews, quarterly QBRs, annual planning — so intelligence lands in the meetings where decisions already happen, not in a dashboard nobody opens.

03

Commit

Convert cadence into accountability: district-level ownership, KPI governance, and a board-ready number. Proven within-5% at $2B scale — and scaled across five global theaters.

The full argument lives in Ideas: what breaks when revenue is earned rather than contracted, the legacy-to-modern shift in detail, and what PE boards actually want from GTM.

Explore the ideas →

How I lead

What it's like to build with me

For operators considering the jump — how the team actually runs, not just how it feels.

How I structure a team

Field-aligned lanes with clear ownership: ops directors and managers mapped to the sales org they serve, deal operations as its own discipline, every layer owning a number. At Snowflake Americas that meant a 26-person org — 4 directors, 15 managers, and a dedicated Deal Ops team — built in under a year.

Where decisions sit

You own your domain and your number — the how is yours. I own priorities, standards, and air cover. Disagreement is welcome before the call, commitment after it, and the best-supported argument wins regardless of title — including against mine.

Your first 90 days

Weeks 1–4: learn the business and the models — you're in the forecast calls from day one. By day 60: own a workflow end-to-end. By day 90: you're running a cadence forum with your own number and direct executive visibility.

How I develop people

Real feedback, stretch ownership, and exposure — my teams present their own work in MBRs and QBRs rather than watching me present it. Builders get pushed forward: the Americas framework went global because the team built something worth scaling.

The standards

Forecast within a tight band and explained, not excused. CRM hygiene enforced by automation, not nagging. Business reviews that end in decisions, not status theater. High standards, high support — comfortable in chaos, never sloppy in it.

Who thrives here

Builders comfortable in ambiguity, allergic to "that's how it's always been," and energized by turning chaos into systems. If you need a playbook handed to you, we'll struggle; if you want to write one, we'll get along.

For investors & founders

Is your revenue model outgrowing its operating system?

For PE and VC investors: GTM diligence, 100-day value creation plans, board KPI architecture, and RevOps builds across the portfolio. For founders making the shift from booked to usage-driven revenue: a diagnostic for whether your operating system can see where your growth actually comes from.

The investor & founder page →

Ideas

Working theses, written down

How I think about modern revenue operations — from inside the builds.

Flagship
The AI-Native Revenue Operating System
What changes when revenue is earned, not contracted — and why the classic RevOps playbook can't see it.
7 min read
Playbook
The Nine-Month Rebuild
How to take a revenue organization from fragmented chaos to forecast discipline — in the right order.
5 min read
Investor lens
What PE Boards Actually Want From GTM
Translating operator metrics into investor language — and the diligence questions that predict post-close pain.
5 min read

Experience

The career arc

2025 – 2026

Sr. Director, Global Field, Deal & SDR Operations

Snowflake · New York, NY
$4.5B ARR5 theatersGlobal AOPAI-assisted MEDDPICC
▲Promoted in 9 months — Americas to Global
2024 – 2025

Sr. Director, Americas Field Operations

Snowflake · New York, NY
±5% forecast accuracy26-person org4 theaters · 24 regions · 100+ districts
2023 – 2024

Operating Director, Strategy, Operations & Insights

Motive Partners · New York, NY
7 portfolio companiesBoard KPI frameworkM&A integration
2020 – 2023

Sr. Director, GTM Strategy & Competitive Intelligence

Anaplan · New York, NY
+7% win rateThoma Bravo transitionBoard presence
2015 – 2020

Head of Americas & EMEA Competitive & Market Intelligence

Oracle NetSuite · New York, NY
3 teams built+16% win rate YoY$41M+ ARR
2011 – 2015

Director, Corporate Strategy & Business Operations

SAP · Newtown Square, PA
+17% revenue5 acquisitionsGlobal ELT adoption
MBA

Boston University

Marketing & Strategy

BA

Wheaton College

Philosophy & Political Science

Let's build.

Whether it's the next revenue mandate, an investor conversation, or a hard problem that doesn't have a playbook yet — I'd welcome the conversation.

adammcooper@gmail.com LinkedIn → /in/adammcooper Download Resume