Sales (Revenue Operations)
1. Overview & Mandate
Business Unit Purpose Sales (Revenue Operations) is responsible for acquiring new customers, expanding existing accounts, and ensuring predictable, high-integrity revenue generation for MorgueBoard LLC. This business unit translates market demand into closed, executable contracts while aligning customer expectations with product, implementation, and compliance realities.
Mandate Statement Sales exists to drive sustainable revenue growth by qualifying the right customers, setting accurate expectations, and closing deals that the organization can successfully deliver and support.
Primary Accountability Owner
- Primary: Sales Owner (Nic)
- Supporting: Product Management, Implementation / Professional Services, Customer Success & Support, Legal & Contract Management
2. Core Functions & Responsibilities
Core Functions
- Enterprise sales execution and pipeline management
- Lead qualification and opportunity scoping
- Product demonstrations and solution positioning
- Contract negotiation and deal coordination
- CRM management and sales reporting
- Expansion and renewal support
Explicit Responsibilities
- Own end-to-end sales process from lead qualification through contract execution
- Qualify opportunities to ensure alignment with target customers and use cases
- Set clear, accurate expectations regarding product capabilities and delivery
- Coordinate deal scoping with Product, Implementation, and Compliance
- Maintain accurate pipeline, forecasting, and CRM data
- Support renewals and expansion opportunities in partnership with Customer Success
Explicit Non-Responsibilities
- Product roadmap ownership or feature prioritization
- Implementation execution or delivery ownership
- Ongoing customer support post-sale
- Legal interpretation beyond commercial negotiation
3. Fractional & Embedded Capability Partners
This section documents ongoing fractional or embedded partners that support Sales execution. These partners provide executional capability for defined scopes while accountability remains internal.
| Partner | Capability Provided | Engagement Type | Accountability Boundary | Primary Engagement Contact | Notes |
|---|---|---|---|---|---|
| TBD | — | — | — | — | To be populated if/when fractional sales enablement or GTM partners are engaged |
4. Decision Rights & Authority Boundaries
Important Context
The decision rights outlined in this section are intentionally high-level and directional. Formal, binding authority and escalation mechanisms are defined in the company’s Decision Rights & Governance Policy. In the event of conflict, the formal policy prevails.
Sales Owns Decisions Regarding:
- Opportunity qualification and pipeline management
- Sales process execution and CRM usage
- Commercial negotiation within approved parameters
- Deal pursuit and prioritization
Does Not Own:
- Product roadmap or feature commitments (Product Management)
- Implementation scope commitments or timelines (Implementation)
- Security and compliance standards (Technical Compliance)
- Final contract language or legal risk acceptance (Legal & Executive Leadership)
Escalation Triggers:
- Deals requiring non-standard terms or commitments
- Customer requirements exceeding current product capabilities
- Material forecast risk or pipeline volatility
5. Key Interfaces & Dependencies
| Interface | Nature of Interaction |
|---|---|
| Product Management | Scope validation, roadmap alignment, demo support |
| Implementation / Professional Services | Pre-sale scoping, delivery feasibility |
| Customer Success & Support | Renewal context, expansion coordination |
| Technical Compliance, Privacy & Security | Security questionnaires, compliance positioning |
| Legal & Contract Management | Contract drafting, negotiation, and approval |
6. Budget Ownership & Cost Structure
Sales Budget Scope
- Sales labor and commissions
- CRM and sales enablement tooling
- Marketing and lead-generation support (shared)
- Travel and conference expenses
Budget Ownership Model
- Sales manages spend within an approved budget
- Executive Leadership and Finance approve annual budgets and material changes
- Spend should be justified by revenue impact and forecast reliability
7. General KPIs & Performance Metrics
The KPIs below are intentionally foundational and focused on system usage, visibility, and consistency. They are not intended to optimize performance or forecast precision at the current maturity stage.
Sales System Adoption & Hygiene
- Percentage of active opportunities tracked in HubSpot
- Deal completeness (required fields populated)
- Deal aging by stage
Activity & Flow Visibility
- Number of active deals
- Average time in pipeline
- Inbound lead response time
Process Consistency
- Adherence to defined sales stages
- Frequency of deal updates
8. Initiatives & Goals Tracking
| Initiative / Goal | Description | Owner | Success Criteria | KPI(s) | Target Date | Status | Notes |
|---|---|---|---|---|---|---|---|
| Define Sales Operating Model | Define and document the end-to-end sales motion from inbound lead through closed contract, including stages, ownership, handoffs, and exit criteria. | Sales | Single documented sales flow used consistently across all opportunities | Documented stages, adherence to process | Q2 2026 | Planned | Foundational system-building initiative |
| Formalize HubSpot as System of Record | Configure HubSpot to reflect the defined sales motion, including pipeline stages, required fields, and basic reporting. | Sales | All active deals tracked accurately in HubSpot | Deal completeness, pipeline visibility | Q2 2026 | Planned | Transitions HubSpot from tool to system |
| Establish Consistent Sales Cadence | Define minimum expectations for inbound/outbound follow-up, deal updates, and internal review cadence. | Sales | No inactive or silent deals | Deal aging, follow-up consistency | Q3 2026 | Planned | Focuses on consistency over volume |
| Introduce Lightweight Qualification Framework | Implement a simple qualification checklist focused on delivery feasibility, compliance fit, and customer seriousness. | Sales | Earlier identification of misfit opportunities | Disqualified deals early-stage | Q3 2026 | Planned | Protects downstream teams |
| Define Baseline Sales Metrics | Establish a small set of foundational metrics to understand activity and flow, not optimization. | Sales | Visibility into deal flow without false precision | Active deals, stage aging | Q4 2026 | Planned | Precursor to future optimization |
| MEs vs FHs v Coroners vs Health Systems | Sales |
9. Maturity Roadmap
Current State Founder-led sales with limited formal process and high reliance on individual relationships.
Next State Defined sales processes, consistent qualification standards, and improved forecast reliability, enabling the introduction of targeted outbound sales motion.
Future State Scalable revenue organization with repeatable inbound and outbound motion, strong pipeline visibility, and minimal founder dependency.
10. Document Revision History
| Version | Date | Description of Change | Author | Approved By | Approval Date |
|---|---|---|---|---|---|
| 1.0 | 2026-01-04 | Document Creation | Nic Bavetta |