Sales ops

Territory design, comp plan administration, sales pipeline reporting, CRM workflow setup, and quota planning. Marketing ops doesn't touch these; GTM ops oversees but doesn't own day-to-day.

Roughly 1 sales ops person per 20 to 30 sales reps. Less than that and reporting falls behind; more than that and the team starts inventing work.

Manual data prep for QBRs, board meetings, and forecast calls. Most sales ops time goes into pulling and reshaping data that should be one query against a clean warehouse. Modernizing the data layer reclaims weeks per quarter.

To whichever owns the revenue number. In most modern orgs that's the CRO. Reporting to VP Sales works at smaller companies but creates conflict when comp design needs to apply to AE leadership itself.

By providing clean, scored account data sales ops can use for territory design and pipeline forecasting. The data hygiene problem that consumes sales ops' time gets pushed upstream into the infrastructure layer.