Partner with us

Register now

Call to action
Your text goes here. Insert your content, thoughts, or information in this space.
Button

Back to speakers

Jeff
Thomas
Director of Sales Operations
Convoy Supply
Jeff Thomas is the Director of Sales Operations, North America, at Convoy Supply, where he supports sales strategy and execution across Canada and the United States. His work spans sales operations, enablement, compensation, pipeline governance, pricing transformation, digital growth, and performance management, with a strong focus on aligning executive priorities with consistent field execution. Jeff brings more than 20 years of senior sales and revenue leadership experience across SaaS, technology, human capital management, professional services, and distribution. He has led teams and go-to-market transformations throughout Canada, the United States, and international markets, holding leadership roles with organizations including Convoy Supply, Headversity, The Virtual Gurus, Stormboard, Horizon North, ADP, and Xerox. Throughout his career, Jeff has helped align Marketing, Sales, Customer Success, Product, Finance, and Operations around shared revenue objectives. He is passionate about turning GTM strategy into practical execution through clear ownership, effective handoffs, reliable data, aligned incentives, strong coaching, and measurable business outcomes.
Button
13 November 2026 10:45 - 11:15
Fireside chat: The handoff that keeps breaking- enablement, product marketing, and RevOps
Alignment sounds simple in a slide deck: get enablement, product marketing, and RevOps in the same room, and the fragmentation disappears. In practice, most organizations have tried this and watched it fail within a quarter, usually because the breakdown isn't about goodwill, it's about ownership, incentives, and who actually gets a say in GTM decisions. This panel digs into where that breakdown actually happens day to day, and what separates teams that eventually fix it from teams stuck relitigating the same turf war every year. Key takeaways: - The specific points in the GTM process where alignment typically collapses - How to structure cross-functional ownership so it survives reorgs - Practical signals that your teams are aligned on paper but not in practice