Jelena Arnold

I built The Rosetta because translation is the hardest part of RevOps — and most teams never solve it.

I've spent 15+ years solving the harder version: building the operating systems that make revenue predictable across Sales, Marketing, Customer Success, and Finance. Not just the frameworks on paper — the ones that actually get adopted, hold under pressure, and scale as the business does.

If the Rosetta resonated with how you think about GTM alignment, that's the work I do every day.

I build and run RevOps functions for B2B SaaS companies scaling through complexity. In practice that means forecasting governance and pipeline inspection cadences that GTM and Finance actually trust. Funnel framework design across the full lifecycle — Lead through Retained and Expanded. Territory, quota, and capacity planning as the business moves upmarket. Cross-functional alignment between Sales, CS, Marketing, and Finance around shared revenue outcomes. Tech stack rationalization — building a system that serves the process, not the other way around. And change management — the part most operators skip, and why most RevOps transformations stall.

At Chatmeter I operated as functional Head of RevOps and Client Operations across two roles, spanning 2019 through 2025. I built Client Operations from zero — eight people across three disconnected departments — into a 24-person organization with full management layers, formalized promotion tracks, and a leadership pipeline that produced product managers, QA managers, senior support managers, project managers, and onboarding leads across the company.

During COVID, I led the team through a 150%+ increase in client volume while transitioning to fully remote operations in a single week — scaling from 60,000 to 275,000 monthly location updates, launching a new client enablement program in 30 days, and maintaining service continuity across enterprise accounts including 7-Eleven, LA Fitness, UPMC, Christiana Care, Penske Automotive, and Caliber Collision.

In 2024 I was awarded Presidents Club — voted on by peers and the executive team — and 60% of all honorees that year came from my department. I maintained the best employee retention in the company despite leading the function with the highest burnout risk.

My final mandate at Chatmeter was transitioning the sales operations function into a true RevOps organization. That work crystallized the framework I now teach — and created The Rosetta.

Before Chatmeter, I spent 11 years at Z57 leading through five distinct ownership structures, multiple brand acquisitions, and every major CRM and platform migration the business undertook. I was promoted from individual contributor to Director and joined the executive team, eventually becoming the second most senior person in the company. I presented quarterly to parent company executives at Constellation Software, defended department performance under pressure, and led every acquisition integration the business undertook.

Most RevOps transformations fail — not because of bad systems, but because of poor adoption. The tools get implemented. The dashboards get built. The process gets documented. And then nobody follows it, because the people running the business weren't brought along.

Real RevOps requires two things working in parallel: leadership alignment on goals, priorities, and authority — and frontline trust in the usability of the system. Without both, the infrastructure is just overhead.

I also believe operators have to learn to sell their ideas internally the same way great salespeople sell externally. That's the premise behind my RevOpsAF 2026 talk and the lens I bring to every engagement.

Full-Time Roles

I'm actively exploring Director and VP-level Revenue Operations roles at B2B SaaS companies — ideally $20M–$150M ARR, where there's real GTM complexity to solve and room to build the function properly.

The situations I'm drawn to: scaling from mid-market into enterprise and feeling the operational strain, a Sales Ops function that needs to become true RevOps, forecasting and pipeline problems that keep surfacing no matter what tool gets added.

Based in San Diego. Open to remote or hybrid.

Contract and Advisory Work

I take on a focused number of engagements when there's a specific problem to solve:

RevOps assessments — diagnosing where the GTM operating model is breaking down and what to fix first. Forecasting and pipeline infrastructure builds. GTM alignment facilitation across Sales, CS, Marketing, and Finance. RevOps transformation roadmaps. Fractional RevOps leadership for teams that need senior ownership without a full-time hire yet.

I'm direct about fit. If it's not the right engagement, I'll tell you.

→ Book a call

→Jelena@JelenaArnold.com

→ linkedin.com/in/jelena-arnold

RevOpsAF 2026 Speaker
From Sales Ops to RevOps: A People-First Playbook for Organizational Transformation
Main stage session exploring why most RevOps transformations fail due to alignment and adoption breakdowns rather than tooling limitations.

Featured Guest, The Revenue Architect Podcast (Episode 17)
Discussion on forecasting infrastructure, RevOps adoption strategy, AI in revenue operations, and why most operational failures are decision system failures not tooling failures.
Listen to Episode

Featured Guest, RevOps Co-Op Podcast
Conversation focused on cross-functional alignment, operational translation between GTM teams, and building scalable operating systems.
Listen to Episode

2024 Presidents Club Recipient
Peer and executive-selected recognition at Chatmeter. 60% of all honorees that year came from the organization I led.

B.A. Journalism & Public Relations
Western Washington University