Inferred from the employer’s wording in this job description. These role-level signals are separate from the company-wide employee-review scores below.
Open-Source Product Analytics · Fully Remote
Product development used to mean manually writing code, running analysis, diagnosing bugs, and rolling out changes using dozens of tools.
PostHog is the only platform that acts like a co-pilot for you (and your AI agents) to do it all – autonomously.
We started with open-source product analytics, launched out of Y Combinator's W20 cohort. We've since shipped more than a dozen products, including:
PostHog Code, the only AI devtool that understands your product, not just your codebase.
A built-in data warehouse, so users can query product and customer data together using custom SQL insights.
PostHog AI, an AI-powered analyst that answers product questions, helps users find useful session recordings, and writes custom SQL queries.
We are:
Product-led. More than 450,000 organizations have installed PostHog, mostly driven by word-of-mouth. We have intensely strong product-market fit.
Default alive. Revenue is growing incredibly quickly, and we're very efficient. We raise money to push ambition and grow faster, not to keep the lights on.
Well-funded. We've raised more than $180m from some of the world's top investors. We're set up for a long, ambitious journey.
We're focused on building an awesome product for end users, hiring exceptional teammates, shipping fast, and being as weird as possible.
Transparency: Everyone can read about our roadmap, how we pay (or even let go of) people, our strategy, and how we work, in our public company handbook. Internally, we share revenue, notes and slides from board meetings, and fundraising plans, so everyone has the context they need to make good decisions.
Autonomy: We don’t tell anyone what to do. Everyone chooses what to work on next based on what's going to have the biggest impact on our customers, and what they find interesting and motivating to work on. Engineers lead product teams and make product decisions. Teams are flexible and easy to change when needed.
Shipping fast: Why not now? We want to build a lot of products; we can't do that shipping at a normal pace. We've built the company around small teams – autonomous, highly-efficient groups of cracked engineers who can outship much larger companies because they own their products end-to-end.
Time for building: Nothing gets shipped in a meeting. We're a natively remote company. We default to async communication – PRs > Issues > Slack. Tuesdays and Thursdays are meeting-free days, and we prioritize heads down building time over perfect coordination. This will be the most productive job you've ever had.
Ambition: We want to solve big problems. We strongly believe that aiming for the best possible upside, and sometimes missing, is better than never trying. We're optimistic about what's possible and our ability to get there.
Being weird: Weird means redesigning an already world-class website for the 5th time. It means shipping literally every product that relates to customer data. It means building an objectively unnecessary developer toy with dubious shareholder value. Doing weird stuff is a competitive advantage. And it's fun.
PostHog runs on a usage-based, product-led model where the line between self-serve and sales-led is genuinely blurry which makes the revenue problems here more interesting than at most companies. Sales-led revenue is close to half the business and spans AEs, CSMs, TAMs and onboarding, and right now it doesn't have a dedicated operating engine. That's the role.
You'll own sales-led revenue ops end to end: compensation, forecasting, growth reviews, and the metrics layer everyone trusts. and you'll build the proactive systems that surface problems before anyone has to ask. It's a blank slate. You're building the systems, definitions and source of truth where none exist today, with direct exposure to execs and no routing through anyone.
We’ve proven that to be successful with our customers, we don’t need to stack multiple people all doing different roles for a customer.
With the right person working with them, who has the right balance of commercial and technical skills, we can get them excited enough to switch to PostHog and stick with us for a long time.
Sales compensation: Design, model and maintain rep comp plans so incentives actually point at company revenue goals. Own quota setting and the modelling behind it. Run comp scenarios and pressure test them before they ship. Own comp planning each cycle, from first model to rolled out plan. Give reps and leads live visibility into attainment throughout the quarter and flag proactively when someone is tracking behind.
Monthly sales growth review: own the cadence end to end: prep, analysis, and a clear read on what's driving and blocking growth. Surface gainers, losers, new vs expansion revenue, and where mature customer growth is slowing. Don't let signal wait for the monthly meetings: run lightweight weekly/biweekly updates pushed to sales leads and reps so the numbers reach people without being pulled. Treat the review as a decision making tool: leading indicators, levers and gaps, not just numbers.
Triggers & proactive monitoring: build alerting on the things that actually move sales led revenue: deals slipping stages, forecast diverging from pacing mid quarter, reps falling behind attainment, churn or expansion signals, ICP score outliers. Catch problems early and route them to the right rep or lead with a recommended action, so the monthly review becomes synthesis rather than discovery.
Pipeline & forecast discipline: own pipeline hygiene, deal stage definitions and forecast accuracy, working collaboratively with the Revenue Leader. Design the minimum viable process that gives reliable signal without burying reps in CRM admin. Be opinionated about the data, metrics and roadmap for Salesforce and Vitally.
Decision support: run win/loss analysis, set discounting and pricing guardrails (with the analysis behind them), implement ongoing tests across the sales funnel and design small experiments on the sales motion with an honest read on whether they worked.
A sales revenue source of truth: Build the trustworthy activation, expansion and attribution metrics layer for the sales led motion. Work out what actually correlates with revenue vs what we've assumed (e.g. whether our ICP score tracks real revenue outcomes). Dig into open metric questions, e.g. how NRR rolls up and the deltas in it. Be the person we trust for "what's really happening with sales led revenue"
❌ Owning Salesforce and Vitally as software
❌ Broader cross funnel revenue work
Background in RevOps, sales ops, finance, or a strategy/analytics role with real revenue exposure.
Comfortable in data, SQL or equivalent. you get to the answer yourself rather than having someone else pull it.
Have designed or run sales compensation plans before, and understand how incentives change behavior at the margin.
Experience in usage-based / PLG revenue models where the line between self serve and sales led is blurry.
A proactive operator: you build monitoring and updates that surface problems early, rather than waiting to be asked.
Comfortable with ambiguity and a blank slate: you build systems and definitions where none exist, without creating bureaucracy.
Can influence without authority: sales, finance and product will trust your numbers because you've earned it, not because you own them.
Hands on Salesforce (or similar CRM) administration and reporting.
Experience standing up a revops/salesops function for the first time, rather than inheriting a mature one.
If you have a disability, please let us know if there's any way we can make the interview process better for you - we're happy to accommodate!
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