Sales Strategy, Anthropic

• Experience in sales operations, sales strategy, revenue operations, business operations, or a similar function, with direct experience supporting the operating cadence of a sales organization
• Have run or materially supported core GTM planning processes end to end: annual planning, target setting, quota allocation, territory design, or comp plan rollout
• Are an exceptional program manager; you can take a loosely defined cross-functional effort, put a plan around it, and drive it to a deadline across teams you don't control
• Understand the rhythm of a sales org from the inside: what a forecast call is for, what "commit" means, why pipeline coverage matters, and what makes a quota feel fair or unfair to a rep
• Are highly structured and detail-oriented without being rigid; you build the standard, but you know when the standard needs to bend
• Communicate clearly and concisely up, down, and across; you can write the one-page pre-read that lets a leadership meeting start at the decision instead of the context
• Minimum education: Bachelor’s degree or an equivalent combination of education, training, and/or experience
• We encourage you to apply even if you do not believe you meet every single qualification. Not all strong candidates will meet every single qualification as listed

Desirable

• 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
• Own end-to-end delivery of the CCO operating cadence: weekly forecast and pipeline reviews, monthly business reviews, and QBRs
• Manage the operational execution behind each review — calendar, prep timelines, templates, and pre-read standards — and hold contributors accountable to deadlines
• Prepare the inputs and run the mechanics of each cadence, keeping every session focused on decisions rather than logistics
• Capture decisions, commitments, and risks in the room, then assign owners and drive open items to resolution between meetings
• Anchor every review in source-of-truth data, ensuring the metrics leadership sees are accurate and consistent from one review to the next
• Develop the performance narrative, not just the packet: connect the metrics to what's actually happening in the business and distill what changed, why it changed, and what decision or action it calls for
• Build your own view of the forecast — pressure-test bottoms-up calls against pipeline coverage, historical conversion, and deal-level signal, and be willing to say where you'd land differently and why
• Spot risk and upside early: identify the deals, segments, or assumptions most likely to move the number, and make sure they get airtime before they become surprises
• Establish a single set of KPI definitions, operating standards, and best practices across Sales and Strategy so teams are measuring and running the business the same way
• Drive the target-setting process: translate company goals into clear, measurable targets for the field, and keep them current as the business evolves
• Document core processes (forecasting methodology, pipeline hygiene, deal stage criteria, rules of engagement) and drive adoption through enablement and reinforcement, not just publication
• Design processes that hold up as the organization triples — what works as a spreadsheet today should have a clear path to a system tomorrow — and partner with Systems and Analytics to move repeatable manual work into tooling, using Claude to accelerate documentation, data aggregation, and process design