Nichole Manini

I'm the person executives call when "this is fine" is clearly not fine. While at RRI, I was the operational right hand to three Sales Directors across multiple departments. My job: make sure nothing exploded while everyone else focused on selling. I managed intake systems handling 20-30 daily "urgent" requests (spoiler: not all were urgent), designed Salesforce dashboards so leadership could actually find the numbers, & created onboarding programs that kept new hires from breaking things in their first week. I led a 35-person sales support org: four coordinator teams (schedulers who worked leads & set client sessions), plus admin & VA teams. My job was building the systems, training, & framework so they could execute flawlessly while I handled escalations, billing ops, Salesforce optimization, & chaos from supporting 55+ sales reps. I helped design comp structures with HR, standardized workflows so people stopped inventing new processes every Tuesday, & had approval authority because leadership eventually realized I wasn't going to burn the place down. What I do: -Be the operational backbone so executives can focus on what matters -Build GTM operations infrastructure (intake workflows, systems that don't make people cry, enablement people might actually use) -Speak fluent Salesforce after 13 years (Admin cert in progress) -Protect revenue through processes people forget exist until something breaks -Turn "we need better reporting" into dashboards people open more than once -Design processes that scale without requiring a PhD