GTM Project Manager

Job & Department Summary Showpad’s Revenue Operations team owns the systems, data, and operating processes that allow the go-to-market organization to sell, service, and grow revenue. The team spans five disciplines — GTM Systems, Deal Desk, Business Intelligence, Sales Operations, and GTM Strategy — across North America, EMEA, and India. The GTM Project Manager exists to make that team deliver predictably. Today, Revenue Operations runs a large and highly interdependent portfolio, and the senior specialists who should be solving commercial and technical problems are instead managing their own project logistics: chasing stakeholders, scheduling follow-ups, keeping tickets current, and reporting status. This role takes that work off them and does it better. The role is based in Pune and reports to the Director, GTM Strategy. It supports the entire Revenue Operations team rather than any single function, and it is deliberately positioned as a delivery role, not an administrative one. The person in this seat is expected to hold senior stakeholders to commitments, surface risk before a date slips rather than after, and own a subset of projects end to end. How the role splits Approximately 25% of the role is ownership of the Revenue Operations backlog in Jira: data accuracy, delivery governance, reporting, cadence, and direct management of selected projects. The remaining 75% is embedded delivery support across Deal Desk, Business Intelligence, GTM Systems, Sales Operations, and GTM Strategy — driving the cross-functional projects those functions depend on, and unblocking the dependencies between them. Why this role matters Revenue Operations sits upstream of the company’s ability to quote, book, forecast, renew, and report. When a Revenue Operations project slips, a sales team loses visibility, a renewal notification does not send, or an executive forecast is built on incomplete data. This role is the difference between a capable team and a team that reliably lands what it commits to. Key Responsibilities Jira Backlog Ownership and Delivery Governance (approximately 25%) • Own the Revenue Operations project backlog in Jira as the single accountable person for its accuracy, structure, and currency. • Maintain completeness of required fields on every ticket — assignee, effort, impact, ELT sponsor, functional sponsor, priority, target date, and confidence level — and run a regular triage cadence to close gaps rather than accumulate them. • Run the team stand-ups, including agenda, follow-ups, and documented actions. • Track delivery dates and confidence levels across the portfolio, and escalate items trending toward a slip early enough that the date can be defended or renegotiated deliberately. • Produce the recurring delivery reporting used by Revenue Operations leadership and executive stakeholders, including weekly progress summaries and the monthly roadmap view organized by executive sponsor. • Directly manage a defined subset of projects end to end — scoping, planning, coordination, delivery, and closeout. • Maintain the distinction between business-as-usual requests and project work so that ad hoc demand does not silently consume roadmap capacity. Program Delivery Support Across Revenue Operations (approximately 75%) • Partner with each Revenue Operations function to drive the projects they own, providing the project management discipline that allows specialists to stay focused on their discipline. • Deal Desk — support quote-to-cash process improvements, CPQ and order form changes, bookings policy updates, and the coordination required across Sales, Legal, and Finance. • Business Intelligence — coordinate dashboard and reporting delivery, including requirements capture, stakeholder review of wireframes, user acceptance, and launch communication. • GTM Systems — support release planning and execution, including testing coordination, documentation, enablement, and post-release validation across Salesforce and the wider GTM stack. • Sales Operations — support planning cycles, territory and quota coordination, forecasting process changes, and recurring commercial operating rhythms. • GTM Strategy — support strategic programs and executive deliverables, including board, steering committee, and monthly operating review content coordination. • Identify and drive resolution of cross-functional dependencies between these teams, which are frequently the real cause of delay rather than any single team’s capacity. Stakeholder Coordination and Communication • Act as the coordination point between Revenue Operations and its stakeholders across Sales, Marketing, Customer Success, Finance, and Partnerships. • Schedule and drive the working sessions, reviews, and follow-ups that keep projects moving, and ensure the right people are present rather than merely invited. • Hold stakeholders outside Revenue Operations accountable for their inputs, approvals, and testing commitments, escalating through the Director, GTM Strategy where required. • Communicate status, changes, and delays clearly and early — no stakeholder should learn about a missed date from the absence of a deliverable. • Ensure delivered work is communicated to the teams who benefit from it, so that improvements are adopted rather than unnoticed. Intake, Prioritization, and Capacity Support • Operate the intake process for new Revenue Operations requests, ensuring each is captured with enough detail to be scoped and prioritized. • Support the Director, GTM Strategy and VP, Revenue Operations in prioritization decisions by maintaining a current, accurate view of committed work and available capacity. • When new priority work is accepted, document what is being deferred as a consequence so that trade-offs are explicit. • Track effort and cycle time to build a defensible evidence base for future capacity and headcount planning. Process, Documentation, and Continuous Improvement • Maintain project documentation, decision logs, runbooks, and process documentation so that knowledge does not sit exclusively with individuals. • Define and improve the team’s delivery standards, templates, and ways of working, including Jira configuration, workflows, and reporting views. • Run retrospectives on significant deliveries and convert findings into changes to how the team operates. • Identify opportunities to automate recurring project reporting and administration, including through AI tooling available to the team. Key Performance Outcomes Delivery Predictability • Committed projects delivered by their agreed date, with on-time delivery tracked and reported month over month. • Date changes are agreed in advance rather than discovered after the fact. • Risks and blockers are raised with enough lead time to be acted on, not reported as explanations after a miss. Backlog Accuracy and Integrity • Required fields complete across the backlog, with gaps closed on a defined cadence rather than accumulating. • Jira reflects reality — leadership can rely on it without verifying against individuals. • Backlog age and stale-ticket volume trending down against an agreed baseline. Leverage for the Team • Measurable reduction in time senior specialists spend on project coordination, scheduling, and status reporting. • Recurring reporting produced without manual assembly by directors or analysts. • Cross-functional dependencies resolved without escalation to the VP, Revenue Operations in the majority of cases. Stakeholder Confidence • Positive feedback from Revenue Operations functional leads and from stakeholders across Sales, Marketing, Customer Success, and Finance. • Stakeholders can answer where a request stands without asking, because status is visible and current. • Delivered work is communicated and adopted, not shipped silently. Required Skills & Experience Experience — Must have • 10+ years in project management, program management, o