Jordan Blake
Revenue Operations Lead
Chicago, IL · Hybrid
At a glance
Built for
- •Pipeline definitions that drift — where "commit" means something different to every rep, and the forecast conversation becomes a negotiation.
- •GTM teams running separate dashboards and blaming each other for misses they're both measuring differently.
Hire if
- ✓You want someone who will push back on a bullish forecast if the stage data doesn't support it — and can have that conversation without it becoming adversarial.
- ✓You'd rather have a smaller, trusted dashboard than a comprehensive one everyone has stopped trusting.
Pass if
- ✕CRM hygiene is treated as optional — something reps will get to eventually.
- ✕Each team defines their own funnel stages and the RevOps role is to reconcile them after the fact.
Proof (what changed)
Variance narrowed from ±18% to within 6% over two quarters. The VP stopped keeping her shadow spreadsheet — I only found out later that was her personal signal the process was working. Mid-year, leadership made a headcount call based on the forecast they'd been avoiding for months.
Planning meetings that used to run three hours and end unresolved were consistently under 90 minutes within two months. The reduction came from not relitigating definitions every time.
Next quarter's forecast landed within 6% of actual. The checklist caught two underreported risks that would have been another miss. I still think about the Q3 call more than I should — it was close enough to preventable that it bothers me.
How I Connect
- •Written-first. Sends short, structured updates after every meeting — decisions, owners, and revisit dates.
- •Finds the definition gap causing downstream confusion and fixes it before it becomes a larger process problem.
Constraints & Non-Negotiables
- •I underperform when decision rights are unclear across commercial teams. I can work through ambiguity, but not when the ambiguity is about who actually owns the outcome.
- •CRM accountability that applies to leadership and frontline equally. If senior reps can bypass stage criteria, the forecast is fiction.
- •A defined forecast cadence with clear owners. I won't build a process that has to be re-sold every quarter.