About the job
OpenAI’s Go-To-Market (GTM) group helps customers understand, adopt, and scale OpenAI’s products and platform. The Strategic Planning team, part of Revenue Operations, serves as a bridge between Strategic Finance and GTM Leadership. This group manages target setting, capacity planning, investment strategy, and organizational design to create data-driven plans that support business growth.
Role overview
The GTM Strategic Planning Analyst plays a key part in shaping how OpenAI plans, invests, and scales its revenue organization. This role partners with Strategic Finance and GTM Leadership to turn financial goals into concrete plans for regions, segments, and teams in Sales and Technical Success. The analyst leads headcount and investment planning, builds target-setting frameworks, manages performance analyses, and coordinates planning processes to keep the organization aligned. Strong analytical skills, experience in GTM strategy and financial modeling, and the ability to influence senior leaders are essential for success.
Key responsibilities
- Collaborate with Strategic Finance and GTM Leadership to translate financial plans into specific goals, investment priorities, and operational strategies for regions and segments.
- Develop investment and resource plans across GTM functions, ensuring alignment with strategic priorities and financial forecasts.
- Oversee analysis of attainment, productivity, and performance to identify risks, opportunities, and areas for improvement.
- Break down high-level strategic plans into field targets to drive accountability and performance management across the revenue organization.
- Lead bi-annual planning cycles, coordinating with Finance, GTM Leadership, Field Operations, Data, and Enablement teams.
- Produce data-driven insights to support GTM strategy, including segmentation and organizational design decisions.
- Act as a strategic partner to GTM Leadership, combining analytical depth with strong stakeholder engagement.
Location
This role is based in San Francisco.

