GTM Process & Automation Manager

As a member of the ShipBob Team, you will... Grow with an Ownership Mindset : We champion continuous learning and innovation. You'll take on real problems, create tangible solutions, and drive results that move the needle for ShipBob, our merchants, and for your own professional growth. If you're ready to do the most meaningful work of your career, this is the place. Collaborate with Peers and Leaders Alike: At ShipBob, leaders are accessible; feedback flows in both directions, and everyone, regardless of their seniority or role, steps up to help when needed. We hold each other to high standards because we trust each other to meet them. That combination of transparency and mutual respect is what makes the work here feel worth doing. Experience a High-Performance Culture and Clear Purpose: We are results-driven and clear about what that means: our goals are specific, accountability is shared, and every team member can see how their work connects to our mission. When we hit milestones, we celebrate them together. When we fall short, we learn and move forward. Location: Remote in these states: AL, AZ, CA, CO, FL, GA, KS, KY, IA, ID, IL, IN, LA, MA, ME, MI, MN, MO, NC, NH, NJ, NV, NY, OH, OK, OR, PA, RI, SC, TN, TX, UT, VA, VT, WA, WI Role Description: ShipBob is looking for a GTM Process & Automation Manager to improve the design of our North American sales processes and optimize the systems that support them. You'll decide what those processes should be, shape how Salesforce, Gong, and every other system in the sales workflow are set up and used to support them, and drive consistent adoption across the team. The goal is better sales outcomes: stronger pipeline, higher conversion, and more time spent selling. You'll spend your time with BDRs, AEs, managers, and leaders to find where processes break down, where systems add friction, and where manual work can be automated. Then you'll own the full cycle: discover the problem, scope it, recommend a fix, align stakeholders, build the solution, drive adoption, and iterate. You'll build with Salesforce, Gong, Clay, Claude, and n8n, and partner with Enablement so every change lands with training and accountability. You'll own adoption and consistency reporting to leadership and bring data and a point of view to every recommendation. This is an individual contributor role reporting to the Director of Revenue Strategy and Operations. What you'll do: Discover. Spend time with BDRs, AEs, managers, and sales leaders across Mid-Market and SMB to see how work gets done in Salesforce, Gong, and the other systems in the sales workflow. Find where the process itself is flawed, where the field has worked around it, and where systems add friction instead of removing it. Map the path an AE takes from first meeting to closed-won, noting every system they touch, and inventory the manual tasks BDRs and AEs repeat today. Scope. Turn what you hear into defined problems, each with a baseline, a success metric, and an estimate of impact. Prioritize by time saved, systems removed, and reps affected. Recommend. Bring insights from field conversations, system data, and call recordings. Present options, trade-offs, and a clear recommendation to the Director and GTM leaders. Align. Get Sales leadership, Enablement, GTM Systems, and other stakeholders on the same page before you build. Agree on owners, timelines, and what success looks like. Build. Improve the process design, then build the solution yourself: workflow automations in n8n, AI agents and skills in Claude, signal-based prospecting plays in Clay, and configuration in Salesforce and Gong. Optimize how each system supports the process, remove manual steps, and bring work into the systems reps already use, so fewer tools stand between a rep and a closed deal. Partner with GTM Systems, who own the tech stack, on integration and consolidation decisions. Drive adoption. Own adoption of every process and system change you ship, from launch until it sticks. Build adoption into the workflow itself through automation, in-system guardrails, and prompts, and give managers simple inspection routines to reinforce it. Drive consistency. Set clear standards for how each stage of the funnel should run. Then reduce variance across reps, teams, and segments, so the process looks the same whether a deal sits with an SMB AE or a Mid-Market AE. Measure and hold accountable. Define adoption, consistency, and outcome metrics for everything you ship, and own that reporting across the North American sales org. Review results with sales leaders and RevOps leadership on a regular cadence, flag gaps, make clear asks of managers and leaders, and escalate up the leadership chain when adoption stalls. Iterate. Run a standing feedback loop with reps, managers, and leaders. Use it, plus the adoption data, to refine or retire what isn't working. &nb