RevOps Product Owner – AI & Automation

• Deep knowledge of Doctoralia Spain's GTM tools and processes—you already have this in most of these four areas.

• A builder mentality for what can indeed be built locally, and a tester's instinct to validate tools and integrations before they are handed over to another team. Practical experience with Salesforce/HubSpot automation (flows, validation rules, triggers) is an important plus.

• Strong written communication—capable of converting an informally reported problem into a clear and compelling spec that a global team, with its own priorities, will actually attend to.

• Comfortable negotiating scarce engineering capacity with teams that do not report to you, and following up until it is launched.

• Fluency in Spanish and English.

• Total ownership of four real and already diagnosed products—not task execution, but genuine product responsibility from start to finish.

• Space to dive deep in a practical way where it matters—testing, prototyping, and connecting tools, not just writing specs.

• A path toward a deeper understanding of how Salesforce is built and configured internally, beyond what you would have by staying only on the local/HubSpot side.

• Direct collaboration with the Head of Revenue Operations and, once covered, with the future RevOps Product Manager - AI Solutions.

• Hybrid work model.

We are looking for a RevOps Product Owner - AI & Automation to own four key RevOps products in Spain as a portfolio: diagnosing what is broken or missing by getting close to how the work is actually done, writing the specs that justify the business case, negotiating priority with the global teams that control these systems, and directly building what is within local reach—including practical testing and prototyping of tools and integrations, even if the final implementation is handled by another team.

• Owning the backlog of each product - diagnosing what is broken, missing, or malfunctioning in the four areas by getting close to the people doing the work: shadowing, interviews, direct requests, and personal observation—not assumptions.

• Triaging what is yours - routine business-as-usual requests go to COE as always; real bottlenecks and systemic issues come to your backlog for proper zoom-in.

• Writing the specs that justify the case - converting a diagnosed problem into a clear and prioritized request: what is wrong, what it costs us, what the solution would look like, and why it is worth global engineering time.

• Negotiating priority with the global teams owning these systems - most core changes in Salesforce, Kraken, and other underlying platforms can only be made by teams outside of RevOps Spain; you are the one who builds the business case and secures a place on their roadmap.

• Testing and prototyping, in a practical way - validating third-party tools, prototyping integrations, and understanding how the pieces connect before passing a spec to the team that will build it. Directly building the automation and configuration that is within local reach.

• Measuring what you launch or unblock - hours saved, impact on conversion/engagement, and adoption, per product. Reporting in terms of RevOps OKRs.

• Making it repeatable - documenting what works in playbooks or reusable templates.

• CRM Process & Automation - the health of our core commercial flows in Salesforce/HubSpot: SLA compliance, pipeline hygiene, and the declarative automation that keeps records correct as deals and leads move through the funnel—for example, ensuring a property updates automatically when a deal moves to the next stage—as well as the dashboard/reporting infrastructure that teams use every day.

• Lead Creation & Assignment - the routing and assignment logic that takes each lead to the correct rep at the right time (built on DP Lead), evolving towards a model weighted by capacity and performance instead of flat round-robin.

• Omni-Channel - the WhatsApp (Kraken) layer, calls, email/sequences, and scheduling/calendar across the entire sales + CS journey: which channel, which message, in what sequence, and when—including the scheduling and rescheduling of demos, onboarding, and farming meetings.

• CRM UI/UX - the actual daily experience that reps and team leads have within the CRM: action center behavior, views, filters, and the gaps that cause lost tasks or misused workarounds.

The primary measure of success is throughput per GTM operator—every change launched must enable people to do more than what is already expected of them, not just "save time" in an abstract way. It is measured as a directional trend for the affected role after a change is launched, not as a strictly isolated attribution—there are too many other parallel initiatives (the Salesforce migration, outbound engineering, etc.) to cleanly separate causes. This accumulates in revenue (or output) per GTM FTE, our primary efficiency metric.

• SDRs / outbound reps - meetings scheduled per rep per week/month.

• Account Executives - advanced opportunities or closed deals per AE.

• Onboarding specialists - onboardings completed per specialist in a given period.

• CS / support reps - cases or requests resolved per rep.

• Farming / account reps - renewal or upsell actions completed per rep.

Prerequisite (initial milestone, not assumed): reliable instrumentation of throughput per role does not fully exist yet—reporting has been unreliable in several of these areas until recently. Establishing clean baseline tracking for at least three of the five previous roles (partly through the work of CRM Process & Automation dashboards) is in itself a first-quarter deliverable, not something assumed beforehand.