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Coupa makes margins multiply through its community-generated AI and industry-leading total spend management platform for businesses large and small. Coupa AI is informed by trillions of dollars of direct and indirect spend data across a global network of 10M+ buyers and suppliers. We empower you with the ability to predict, prescribe, and automate smarter, more profitable business decisions to improve operating margins.
Why join Coupa?
Pioneering Technology: At Coupa, we're at the forefront of innovation, leveraging the latest technology to empower our customers with greater efficiency and visibility in their spend.
Collaborative Culture: We value collaboration and teamwork, and our culture is driven by transparency, openness, and a shared commitment to excellence.
Global Impact: Join a company where your work has a global, measurable impact on our clients, the business, and each other.
Learn more on Life at Coupa blog and hear from our employees about their experiences working at Coupa.
The impact of the Revenue Strategy & Economics Director :
Location: Remote (Americas time zones) — some travel required
Type: Individual contributor (no direct reports)
About the Role:
The Revenue Strategy & Economics Director is the quantitative backbone of how Coupa decides where to put its next go-to-market dollar. This role builds and owns the scenario models behind the Revenue org's hardest investment questions: what does another ten AEs in a given segment actually return, and when; which segments and geos are earning their cost of coverage; whether a change pays for itself, and in what year.
Core scope is the Sales organization; however, it is rapidly expanding to serve other parts of the business (e.g., Partners, Value Solution Advisory, and Customer Success).
It is a modeling and judgment role, partnering closely with RevOps Intelligence and FP&A for data and decision-making. The deliverables are recommendations with the math behind them: sized, sensitivity-tested, and framed so the COO, CRO, and CFO can act on them. You'll work within the Revenue Strategy & Planning team that maintains the roster, quota, and bookings infrastructure and serve as RevOps's primary quantitative POV in the annual planning cycle. Your job is to make sure the investment decisions that flow into it are the right ones, and that the assumptions underneath the plan hold up
What You'll Do:
Revenue Investment Scenario Analysis — End to End
Build and own the investment scenario models the Revenue org uses to evaluate GTM spend — headcount adds, segment and geo expansion, coverage-model changes, overlay and specialist roles, partner leverage
Structure each question as a set of explicit, comparable scenarios — base, upside, downside — with stated assumptions, sensitivities, and the break-even conditions that would flip the answer
Translate models into recommendations: what to fund, what to defer, what to stop, and the expected bookings and efficiency impact of each path
Own the analysis — partnering with RevOps Intelligence to source the data, building the model, pressure-testing it, and presenting it to CRO- and CFO-level stakeholders who will push back on the math
Capacity, Coverage & Headcount ROI
Model productive capacity by segment, geo, and role — ramp curves, attrition and backfill lag, quota coverage, and the gap between paper capacity and capacity that will actually carry a number
Quantify the marginal return on the next hire: where the next AE, SE, SDR, or overlay dollar produces the most incremental bookings, and where coverage is already saturated
Build the headcount investment case Revenue leadership takes into budget conversations — including what the plan does not fund and the quantified cost of that choice
Stress-test capacity plans against hiring reality: what the number looks like if recruiting lands 70% of plan, or lands it a quarter late
Productivity & Efficiency Economics
Own the productivity analytics that explain yield — time to first deal and to full productivity, attainment distribution, win rates and cycle length by segment, and the drivers behind each
Quantify the bookings cost of attrition and territory disruption, and the return on retention, enablement, or ramp-acceleration investments
Interpret the efficiency metrics leadership is held to — cost per dollar of bookings, sales efficiency, CAC payback — and explain what is actually moving them rather than restating that they moved
Separate signal from noise: distinguish structural productivity differences from territory quality, deal mix, and single-deal effects
Cost of Sale Economics
Own Coupa's granular understanding of what a dollar of bookings actually costs us — by product, segment, and motion — once the coverage model, specialist overlays, and center-of-excellence SMEs behind that product are loaded in
Compare cost per dollar of bookings across products and motions, and turn that into a point of view on where to invest coverage, which overlays earn their keep, and where the go-to-market around a product costs more than the product returns
Hold the seller-level detail that makes this real: role from the sales roster, coverage from territory assignment, the SKUs each seller carries in their bag, and actuals from RevOps Analytics and Finance
Because that detail lives here, this role produces the authoritative statement of who gets paid what at month- and quarter-end for the complex overlay and specialist cases standard comp plans don't cleanly resolve
That calculation is an interim anchor, not a permanent one — the goal is to hand it to Sales Comp following their implementation of Anaplan for commissions calculations, and this role builds the methodology that makes the handoff clean
GTM Model & Routes-to-Market Analysis
Model coverage and route-to-market alternatives before they become decisions — new-business/expansion splits, accounts-per-rep ratios, overlay and specialist coverage, hybrid and partner-led motions
Size addressable opportunity against realized yield by segment and vertical — where the market says invest versus where our own conversion says we can win
Quantify the transition cost of a model change, not just its steady state: disruption, re-ramp, and attainment risk in the year of the change
Build the analytical evidence base for segmentation, account-tiering, and specialization decisions
Analytical Partnership to the Planning Cycle
Serve as the primary quantitative input into the annual territory and quota-setting cycle — capacity assumptions, productivity and ramp curves, coverage ratios, and quota-load sanity checks
Pressure-test the plan before it goes out: does the bookings target reconcile to the capacity and productivity assumptions underneath it, and where is it fragile
Partner closely with GTM Readiness, FP&A, and Comp — you supply and defend the analytical assumptions; they own cycle execution, roster, and quota allocation
Reconcile the plan's math to FP&A's revenue model and surface divergence early, not in the QBR
Data & Analytical Craft
Build your own data — write the SQL, stand up the Sigma/Tableau views, and get to a trustworthy dataset without waiting in a reporting queue
Establish reusable models and consistent definitions so recurring investment questions get answered in days rather than weeks, and the same question gets the same answer twice
Document methodology so a model survives Finance-grade scrutiny and can be re-run by someone other than you
M&A and Inorganic Analysis
Model the GTM impact of acquisitions — combined-org capacity and coverage, cross-sell and attach assumptions, and a realistic ramp on the synergy case
Pressure-test deal-model GTM assumptions against what our own productivity data says is achievable
Support integration decisions with analysis on territory consolidation, account mapping, and coverage design
What You Will Bring to Coupa:
Exceptional quantitative modeling ability. You structure ambiguous questions into scenarios, and are rigorous about assumptions, sensitivities, and what the model cannot tell you. Anaplan experience strongly preferred.
Fluency in SaaS revenue mechanics: ACV versus bookings versus revenue, pipeline coverage and conversion, quota and capacity math, ramp, attainment distribution, CAC payback and sales efficiency
Fluency in the mechanics of seller economics — quota credit and splits, overlay and specialist crediting, SKU-level bag definitions — and the ability to reconcile calculated payouts against finance actuals
Judgment, not just math — you identify which question actually matters, take a position, and defend it with senior stakeholders
5–8 years in a quantitative, revenue-facing role, weighted toward RevOps or Sales Strategy in B2B SaaS — Strategy consulting, banking or PE, corporate strategy, and FP&A backgrounds fit if paired with real operational exposure to how GTM works (territory balancing, how sellers get credited and paid, etc)
Expert Excel/Google Sheets — multi-scenario models with structure someone else can audit; SQL and a BI tool (Sigma, Tableau, Looker) used in practice, not just understood conceptually
Can turn a model into a short executive argument — the recommendation, the two numbers that matter, and an articulation of what is still unknown
Precision against a close calendar: while the commission calculation sits here, the output gets paid to people and reported upward, so it has to be right, reconcilable, and defensible line by line
Comfort operating in ambiguity and owning an analytical agenda without a playbook already written
Nice-to-haves:
Experience with planning tools (Anaplan, Pigment, or similar), particularly capacity and quota modeling in them
Working familiarity with Salesforce data — opportunity, account, and hierarchy structures as they actually behave
Python, R, or dbt for heavier data work
Exposure to M&A diligence or GTM integration
Experience presenting to a CRO, CFO, or board audience
What This Role Is Not:
It is not a Sales Leader-supporting Business Partner role focused on forecasting, performance management, QBRs, etc It is not a data-modeling or dashboard-building role — standing BI content and recurring performance reporting are not the deliverable It is not a systems administration or Salesforce configuration role The successful candidate’s starting salary will be determined based on permissible, non-discriminatory factors such as skills, experience, and geographic location.
At Coupa, we are 100% committed to creating and nurturing an environment that supports your physical, mental, and community well-being. We offer a comprehensive suite of benefits designed to help you and your family thrive:
Global Well-Being Perks (For All Employees Globally)
Global Wellness Days: Enjoy two designated, company-wide paid wellness days off each year (typically the first Friday in March and the last Friday in September) so the entire global team can unplug, step away, and recharge together .
Birthday Time-Off: Celebrate your day! Coupa provides a paid day off on your birthday or another day of your choice within your birthday month .
Volunteer Time Off (VTO): Giving back is in our DNA. We offer 40 hours of paid VTO annually to support the community initiatives and volunteer programs you are passionate about .
Employee Assistance Program (EAP): Access free, confidential, 24/7/365 counseling and resources for emotional support, work-life solutions, financial advice, legal guidance, and support for new parents .
Business Travel Protection: Travel with peace of mind. Zurich Travel Assist provides medical, safety, pre-trip planning, and emergency support during any business travel .
Referral Bonus Program: Share the Coupa experience! Receive generous monetary referral bonuses when you successfully refer talented friends or acquaintances who are hired into open roles .
Please note: In addition to these global well-being perks, Coupa offers highly competitive, location-specific benefits packages (which include comprehensive medical/dental insurance, retirement/pension plans, and life or accident protection) tailored to your primary work location. Your recruiter will walk you through the specific regional benefits package for this role during the interview process.
Coupa complies with relevant laws and regulations regarding equal opportunity and offers a welcoming and inclusive work environment. Decisions related to hiring, compensation, training, or evaluating performance are made fairly, and we provide equal employment opportunities to all qualified candidates and employees.
Please be advised that inquiries or resumes from recruiters will not be accepted.
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