Sales Strategy, Operational Excellence

About Anthropic Anthropic’s mission is to create reliable, interpretable, and steerable AI systems. We want AI to be safe and beneficial for our users and for society as a whole. Our team is a quickly growing group of committed researchers, engineers, policy experts, and business leaders working together to build beneficial AI systems. About the role Anthropic is seeking a highly organized, analytically grounded Sales Strategy, Operational Excellence partner to help run the operating system of our go-to-market organization. As Anthropic's GTM motion scales rapidly, the difference between a sales org that grows and one that grows well comes down to operating discipline: a forecast call that runs the same way every week, a planning cycle where every team knows the timeline before it starts, and a single set of standards that Sales and Strategy both recognize as their own. You will sit at the center of the CCO's operating rhythm and act as the connective tissue between Sales leadership, Revenue Operations, Finance, and Systems. Week to week, that means making sure the forecast and pipeline cadences run cleanly and that the inputs leaders are looking at are consistent and trusted. Quarter to quarter, it means driving the mechanics of target setting and quota deployment. Annually, it means program-managing the planning cycle so that territories, capacity, comp, and targets land on time and tie together. The ideal candidate is someone who finds genuine satisfaction in making a complex organization run smoothly. You can take a process that exists as tribal knowledge across five spreadsheets and three Slack channels and turn it into a single, documented standard that people actually follow. You are comfortable being the person in the room who knows what's due, from whom, by when, and you can hold cross-functional partners accountable without authority. In a business where the model is evolving faster than the playbook, the ability to build durable operating mechanisms is itself a strategic asset. Key responsibilities Own end-to-end delivery of the CCO operating cadence: weekly forecast and pipeline reviews, monthly business reviews, and QBRs Manage the operational execution behind each review — calendar, prep timelines, templates, and pre-read standards — and hold contributors accountable to deadlines Prepare the inputs and run the mechanics of each cadence, keeping every session focused on decisions rather than logistics Capture decisions, commitments, and risks in the room, then assign owners and drive open items to resolution between meetings Anchor every review in source-of-truth data, ensuring the metrics leadership sees are accurate and consistent from one review to the next Develop the performance narrative, not just the packet: connect the metrics to what's actually happening in the business and distill what changed, why it changed, and what decision or action it calls for Build your own view of the forecast — pressure-test bottoms-up calls against pipeline coverage, historical conversion, and deal-level signal, and be willing to say where you'd land differently and why Spot risk and upside early: identify the deals, segments, or assumptions most likely to move the number, and make sure they get airtime before they become surprises Establish a single set of KPI definitions, operating standards, and best practices across Sales and Strategy so teams are measuring and running the business the same way Drive the target-setting process: translate company goals into clear, measurable targets for the field, and keep them current as the business evolves Document core processes (forecasting methodology, pipeline hygiene, deal stage criteria, rules of engagement) and drive adoption through enablement and reinforcement, not just publication Design processes that hold up as the organization triples — what works as a spreadsheet today should have a clear path to a system tomorrow — and partner with Systems and Analytics to move repeatable manual work into tooling, using Claude to accelerate documentation, data aggregation, and process design Minimum qualifications Experience in sales operations, sales strategy, revenue operations, business operations, or a similar function, with direct experience supporting the operating cadence of a sales organization Have run or materially supported core GTM planning processes end to end: annual planning, target setting, quota allocation, territory design, or comp plan rollout Are an exceptional program manager; you can take a loosely defined cross-functional effort, put a plan around it, and drive it to a deadline across teams you don't control Understand the rhythm of a sales org from the inside: what a forecast call is for, what "commit" means, why pipeline coverage matters, and what makes a quota feel fair or unfair to a rep Are highly structured and detail-oriented without being rigid; you build the standard, but you know when the standa