Farmer’s Fridge makes fruits and vegetables accessible and approachable for everyone. We offer a variety of fresh, healthy, ready-to-eat meals and snacks through our fresh food vending machines, wholesale partners, and our office pantry solution — providing chef-curated meals to customers within seconds. Today, we operate a network of Fridges and partner with clients nationwide in high-foot-traffic areas, such as airports, hospitals, universities, and large office buildings — where there is limited accessibility to fresh, healthy, grab-n-go options.
We care deeply about what we’re creating and aspire to make sure our customers feel that through every touchpoint. This shows up in many ways across the business. We are committed to prioritizing food safety, we are passionate about product quality, we value our employees, we champion the best idea no matter where it comes from, and we’re committed to making an overall positive impact as we scale.
About this Role:
As our Commercial Operations Analyst , you’ll measure how every sales rep is performing against plan, spot gaps early, and make sure they get fixed. You’ll build rep-level analysis and use it to run our daily accountability cadence — tracking leading and lagging indicators and turning insight into action.
You’ll also own the pipeline-to-deal workstream at Farmer’s Fridge: deal approval, pricing and commercial terms, and the steps that turn pipeline into deals that become high-performing Fridges. You’ll define the ideal customer profile (ICP) for each of our verticals to ensure a standardized selling process.
In your first 60 days, you’ll build a performance baseline for every rep, launch the daily sales standup and weekly scorecard review, and publish a single deal approval policy.
What You’ll Do…
Rep Accountability
Track each rep’s productivity against peers on activity, conversion, launches, and the average weekly sales and contribution margin of placed Fridges — and explain why gaps exist
Define and monitor leading indicators that signal when a rep or market is off track, and set the thresholds that trigger performance management
Report lead-to-meeting-to-deal conversion by rep, source, and segment; identify where deals stall and why
Run a 15-minute, numbers-driven daily sales standup with Sales, Channel, Revenue Operations, and Operations, where each rep confirms yesterday’s commitments and today’s
Track response time on every inbound lead against SLA and escalate repeat misses with the data behind them
Own and maintain the rep scorecard, reporting it weekly to Sales leadership
Drive Salesforce discipline so reps log activity, stages, and next steps and analysis runs on current data
Deal Desk & Commercial Terms
Review new placement deals against approval policy (location, expected sales, pricing, and terms); approve deals within policy and escalate exceptions
Translate approval criteria into Salesforce rules so standard deals are approved automatically
Log every exception with a reason and report how exception deals perform against standard deals
Maintain pricing guardrails, Business Plus, and discount structures so each fee covers its cost
Model partner revenue-share terms and support renegotiations, starting with the least profitable partners
Own changes to terms after a placement goes live, including fee changes and renewals
Sales Process & Collections
Document deal stages, required fields, and approvers for each deal type
Run intake for sales operations requests and lead the weekly triage meeting
Run the weekly overdue-invoice review with Accounting and hand accounts to account managers for follow-up
First 60 days
Days 1–30: learn the sales process and Salesforce. Build a baseline of performance by rep. Start the daily standup. Define leading indicators and performance triggers. Launch the weekly rep scorecard review and close the loop on actions from the scorecard to hold sales teams accountable.
Day 31+: Scale the cadence and scorecard. Identify one root-causes…