About Junior
We’re building cutting‑edge LLM‑powered tools that supercharge investment research for the world’s most demanding deal teams. Our clients include several of the top 10 global private equity firms, Big 4 professional services firms, and leading consulting practices: organisations responsible for deploying billions of dollars annually.
We’re a profitable, bootstrapped company with a growing team of ~28 people based in London and New York. We 10x’d our revenue in 2025 and are on track to grow 2-3x again this year. Junior saves clients an average of 10 hours per diligence per week, and we’re already trusted by many of the world’s largest PE firms to power their deal workflows.
The Role
We’ve built a strong commercial engine across our customer base. Now we need someone to make it predictable, scalable, and data‑driven.
This is not a reporting role. This is a systems + execution role.
You’ll own how we manage customer accounts operationally, from CRM quality → account insight → pipeline reporting. If something is unclear, inconsistent, or not trusted, it’s yours to fix.
You’ll work closely with Sales, Customer Success, and leadership. You’ll be the person who turns messy reality into something we can actually run the business on.
What you’ll do
1) Own the CRM (core)
- Make the CRM a reliable, usable source of truth across all customer accounts
- Define how accounts, contacts, opportunities, and activities should be structured
- Drive data quality: completeness, consistency, and accuracy
- Set and enforce standards (fields, naming, required inputs, workflows)
- Identify gaps in how data is captured and fix them
This is not “admin”. You are accountable for whether we trust the data.
2) Build account‑level insight (penetration + usage)
- Define what “good” looks like for account penetration (coverage, usage, expansion potential)
- Track product usage, engagement, and account depth in a way that is actually actionable
- Surface clear signals: where to expand, where we’re under‑penetrated, where we’re at risk
- Work with account teams to turn data into actions
The goal is simple: no account should be a black box.
3) Run pipeline and deal discipline
- Define and maintain a clear, usable pipeline structure
- Ensure deals are consistently tracked with real next steps and accurate stages
- Support pipeline reviews and deal inspection with leadership
- Improve forecastability by tightening process and data quality
We should be able to answer “what’s happening with revenue” without debate.
4) Build reporting that drives decisions
- Own weekly, monthly, and quarterly reporting across accounts and revenue
- Build dashboards that are simple, trusted, and actually used
- Go beyond reporting: highlight what matters and what to do about it
- Continuously refine reporting based on what leadership needs
If a report doesn’t change a decision, it shouldn’t exist.
5) Track champion and stakeholder engagement
- Define how we track champions and key stakeholders within accounts
- Build visibility into relationship strength and coverage
- Identify gaps (single‑threaded accounts, weak engagement, etc.)
- Help teams systematically improve account relationships
We should know where we’re strong and where we’re exposed.
About You
- 3–6 years in RevOps / Sales Ops / Customer Ops in a B2B environment
- You’ve owned a CRM and care deeply about data quality
- You’re hands‑on: you build dashboards, fix workflows, and improve systems yourself
- You’re comfortable defining structure where none exists
- You think in systems, not one‑off fixes
- You can translate messy commercial reality into clear process and data
- You work well with sales teams and can push for discipline without slowing them down
What success looks like
- CRM is accurate, complete, and trusted by the business
- Teams use data to drive account growth and prioritisation
- Pipeline is clean, consistent, and forecastable
- Leadership has clear, actionable visibility into performance
- We understand our customer accounts deeply (usage, penetration, relationships)
Why this role matters
We’re at the point where growth depends on operational clarity, not just effort.
This role is how we get there.
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