Sales Strategy & Operational Excellence Lead

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.

Responsibilities:

Run the CCO operating rhythm

• Support the weekly forecasting and pipeline review cadence for the CCO and Sales leadership: prepare the inputs, run the mechanics, capture actions, and make sure follow-ups close

• Own the calendar, templates, and pre-read standards for recurring operating reviews (forecast, pipeline, QBRs) so leaders spend their time on decisions, not logistics

• Track commitments and risks coming out of operating re