SVP of Sales Operations

Who We Are Based in New Jersey and established in 2010, Asset Based Lending, LLC (“ABL”) is one of the nation’s leading Hard Money Lenders. We provide fast bridge financing to real estate investors for the purchase, renovation, or new construction of single family, multi-family and mixed-use properties, as well as DSCR rental loans for long-term investors. We have closed thousands of loans since we began lending, producing more than $3.5 in originations. ABL was acquired by a private equity firm in 2021 and with a renewed focus on growth, we’ve set our sights on consistent evolution and cementing our place as the premier private lender in the country.Our Mission is Simple:Make Good LoansProvide Exceptional Service, Every TimeProtect The FirmBuild The FutureRole Summary The SVP, Sales Operations is a senior leadership role responsible for building, owning, and continuously improving the operational infrastructure that powers ABL’s sales organization. This is the functional owner of Sales Ops at ABL — not a coordinator or an analyst, but a leader with full accountability for how the sales engine runs.ABL is transitioning to a performance-based sales operating model. That transition requires someone who has done this before: built the systems, designed the processes, and led organizations through the discipline of data-driven sales management. This leader will establish what does not yet exist, fix what is broken, and set the standard for how a high-performing sales organization operates at scale.This role reports to the Head of Sales and operates with significant autonomy and authority. It is not a support function — it is a strategic leadership position with direct impact on revenue, operational efficiency, and ABL’s long-term competitive positioning.What You Will Own Sales Infrastructure & Standard Work Design and implement the full operating framework for ABL’s sales organization — from lead to close to post-close handoffDefine role-specific standard work for every layer of the sales organization: Loan Officers, Branch Managers, Regional Directors, Sales Assistants, and Inside SalesBuild and maintain playbooks that capture best practices, codify expectations, and make institutional knowledge transferable and scalableEstablish operating cadences at every level — daily activity standards, weekly reviews, monthly performance cycles — and hold the organization accountable to themIdentify where process gaps are causing revenue leakage or execution inconsistency and fix themCRM Ownership & Data Integrity Take full ownership of HubSpot as the system of record for all sales activity — pipeline, deal data, contact records, and reportingEstablish and enforce pipeline definitions, deal stage standards, and data entry requirements across the organizationBuild accountability structures that ensure data quality is maintained, not just corrected after the factOwn lead routing, attribution logic, and dispute resolution — these must be clean, documented, and not subject to interpretationPartner with Technology on CRM integrations, enhancements, and rollouts; serve as the business-side decision-maker for all Sales Ops–related system changesTechnology Launch Ownership Serve as the business owner for all technology launches that touch the sales organization — not a reviewer or a stakeholder, but the accountable party responsible for readiness, adoption, and outcomesOwn the sales-side launch plan for any platform rollout: user readiness, training, workflow integration, data migration, and go-live validationEnsure that no technology goes live for the sales team without a clear operating model in place for how it will be used, measured, and supportedPartner with Technology leadership during build and configuration phases to represent the sales organization’s operational requirements — and hold vendors and internal teams accountable to delivering against themThis accountability extends across all platforms — LOS, servicing systems, borrower and broker portals, internal tools, and any future technology investments that affect how the sales team operatesPost-launch, own adoption monitoring and course-correction; a successful launch is measured by utilization and outcome, not go-live dateReporting, Analytics & Forecasting Build and own the reporting infrastructure that gives sales leadership, Finance, and the CEO real-time visibility into pipeline health, production, and team performanceDevelop and maintain forecasting models that produce reliable, branch-level projections — not approximationsTrack and report on KPIs across all sales roles and tiers: pull-through, conversion, pipeline aging, fallout, cycle time, and volumeSurface insights proactively — the expectation is that leadership learns about problems from this role before they become crisesOwn the monthly sales reporting package delivered to Finance and the CEOBranch P&L & Financial Alignment Lead the build-out of branch-level P&L reporting in close partnership with FinanceDevelop the tracking infrastructure, data inputs, and reporting cadence needed to make branch economics visible and actionableServe as the operational bridge between sales production data and financial performance analysisSupport Finance in building the model that enables ABL to evaluate branch and regional profitability consistentlyTeam Leadership & Development Hire, lead, and develop the Sales Operations function as it grows — beginning with the Sales Operations Manager (L5/L6) and expanding as the business scalesSet clear expectations and performance standards for the Sales Ops team; model the discipline and rigor expected across the sales organizationBuild a team culture grounded in accuracy, accountability, and proactive problem-solvingDevelop internal talent and create a function that grows in capability alongside ABL’s growthCross-Functional Leadership Serve as the senior Sales representative to Operations, Underwriting, Finance, and Technology on process, systems, and performance mattersDrive resolution of cross-functional friction that slows deal progression or creates execution inconsistency — at the root, not the symptomParticipate in and influence product and technology governance decisions that affect the sales organizationPartner with the Head of Sales to translate strategic direction into operational reality; serve as the operational counterpart to sales leadership’s market-facing workWhat Success Looks Like Within the first 90 days:A clear-eyed diagnostic of where the gaps are — systems, data, process, and people — with a prioritized action plan presented to the CEOActive relationships with the Head of Sales, Finance, Operations, and Technology leadersHubSpot audit complete with a data remediation and governance plan in motionWithin the first 6 months:Core playbooks drafted and in use for at least three sales rolesSales reporting package live and actively used by leadership for decision-makingPipeline data materially cleaner with accountability structures in placeForecasting template functioning and producing reliable inputs to FinanceWithin the first year:Full operating framework in place across all sales roles and regionsBranch P&L infrastructure built and in active useSales Ops recognized internally as a trusted, reliable, and indispensable partnerThe function is staffed, structured, and operating with the independence appropriate to an L7 ownerQualifications 8+ years of progressive experience in sales operations, revenue operations, or a related function — with at least 3 years in a senior leadership capacityDemonstrated track record of building sales operations infrastructure from an early-stage or underdeveloped stateDeep HubSpot expertise: pipeline governance, workflow automation, reporting, data quality, and CRM administrationStrong command of sales forecasting, dashboard development, and performance analyticsExperience leading and developing a team, with the ability to hire, onboard, and grow talentHigh proficiency in Microsoft Excel or Google Sheets; familiarity with BI tooling a plusExperience working cross-functionally with Finance, Technology, and Operations leadershipExceptional communication skills — able to translate complexity into clear guidance and present credibly to senior leadershipHighly organized with strong follow-through and the instinct to close loops, not just open themPreferred Qualifications Background in hard money lending, bridge financing, private lending, or mortgageExperience building or managing branch-level P&L structuresExposure to scaling a sales organization through a PE-backed growth phaseExperience with process improvement methodologies and change management