Sales Strategy, Operational Excellence

Anthropic · San Francisco, CA | New York City, NYmid

En corto

▸Analista estratégico de ventas que garantiza que el equipo de comercialización opere con disciplina y coherencia.
▸Se encarga de coordinar reuniones clave, mantener datos precisos y estandarizar procesos entre áreas.
▸Destaca por construir sistemas operativos sólidos en un entorno de rápido crecimiento y cambios constantes.

No se requiere inglés, pero el entorno es internacional.

En ~1 minuto te damos: quién te entrevista, las preguntas probables con respuestas desde tu CV, y tu CV adaptado a esta vacante. Gratis, sin tarjeta.

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¿Qué piden?

✓Organización extrema y atención al detalle.
✓Capacidad para operar sin autoridad formal sobre otros equipos.
✓Habilidades analíticas para evaluar forecast y riesgos de negocio.
✓Experiencia previa en cadencias operativas de ventas o planificación.
✓Capacidad para documentar y estandarizar procesos complejos.
✓Compromiso con la calidad de datos y la coherencia en reporting.

¿No cumplís todo? Es lo normal — tu dossier gratis te dice qué gaps tenés y cómo cubrirlos en la entrevista.

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¿A quién escribirle en Anthropic?

Tu dossier gratis identifica a las personas que te entrevistarían — con su background, qué valoran y cómo escribirles para destacar antes de aplicar.

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 publicati

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