As Nava Benefits scaled rapidly, leadership promoted me to Senior Manager to address critical gaps in sales forecasting and pipeline management. The sales team lacked the data infrastructure needed to prioritize leads effectively, resulting in wasted effort and unpredictable revenue outcomes. Having previously built the company's first sales analytics framework, I was tapped to develop and own a comprehensive revenue operations strategy that would bring discipline and insight to our growth trajectory.
I implemented and maintained Salesforce as our central CRM, establishing clean data hygiene practices and building custom trackers to analyze lead and prospect behavior. By systematically examining which types of leads converted into successful customers, I uncovered key patterns that informed our prospecting strategy. I then integrated these insights back into our outreach processes, creating qualification criteria that allowed the team to focus exclusively on high-potential leads and avoid low-fit prospects.
The impact was immediate and measurable. Our lead-to-customer conversion rate jumped by 40%, while the sales team reclaimed 15 hours per week previously spent chasing unqualified opportunities. Forecast accuracy improved dramatically—we hit quarterly revenue targets with 95% accuracy, up from approximately 70% before the new systems were in place. The VP of Sales, Account Executives, and our CEO all recognized the value of this work, with the CEO citing the improved unit economics in board meetings as evidence of our operational maturity.
