# Revenue Operations Alliance > We're a fast-growing, forward-thinking community for those in RevOps to connect, engage, learn, and challenge - everything you need, all in one place. Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts. Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`). ## Pages ### About this site URL: https://www.revenueoperationsalliance.com/about-test/ Last updated: 2023-02-02T11:23:52.000Z Revenue operations alliance is an independent publication launched in January 2023 by Richard Bracchi. If you subscribe today, you'll get full access to the website as well as email newsletters about new content when it's available. Your subscription makes this site possible, and allows Revenue operations alliance to continue to exist. Thank you! ### Access all areas By signing up, you'll get access to the full archive of everything that's been published before and everything that's still to come. Your very own private library. ### Fresh content, delivered Stay up to date with new content sent straight to your inbox! No more worrying about whether you missed something because of a pesky algorithm or news feed. ### Meet people like you Join a community of other subscribers who share the same interests. --- ### Start your own thing Enjoying the experience? Get started for free and set up your very own subscription business using [Ghost](https://ghost.org), the same platform that powers this website. ### About us URL: https://www.revenueoperationsalliance.com/about/ Last updated: 2024-09-03T14:00:45.000Z Revenue Operations Alliance was founded in January 2023 to provide a new approach to ‘community’ in the RevOps space. A platform to connect, engage, learn, and challenge - ROA aims to give you what you need, **all in one place.** ## We talk a big game, so how do we do it? We’re young and growing, but we’ve come a long way in a short time, and the only way is up 🚀 - 🤝 Our [Slack Community](https://www.revenueoperationsalliance.com/revenue-operations-community/) grows daily, offering a place for all RevOps professionals to connect. Ready your RevOps puns, scribble down your forecasting questions - this community is the place to share it all. - 👩‍💻 Our weekly resources, podcasts, and newsletters use the latest research direct from experts to keep you up to date with the latest information and insights about your industry. - 🗞️ Our membership packages offer all the learning and development you need to develop your career and continuously evolve your knowledge. - 🎤 Our events (virtual and in-person) unite countless RevOps professionals ready to discuss, listen and learn from leading industry experts and panels. - 📚 Our reports use real-time data to delve into the industry’s hottest topics, forecast trends, and delve into the big stuff to give you the inside scoop on all things RevOps. - 📖 Our courses make sure you never miss a trick, taught by the best in the industry, giving you real-world lessons and putting you a step ahead of your competitors. ### We’re proudly part of The Alliance umbrella. [The Alliance](https://www.thealliance.io/) is the world’s most forward-thinking professional development platform for high-growth organizations and individuals worldwide. Through market-leading accredited courses, unrivaled membership plans, industry-shaping reports, thriving communities, and first-class events, it’s redefining the way companies access education and scale. The Alliance ecosystem also includes these other brands: Product Marketing Alliance, Sales Enablement Collective, Product-Led Alliance, Future of SaaS, AI Accelerator Institute, Customer Success Collective, CMO Alliance, B2B Marketing Alliance, and more. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/Logo.png)](https://www.thealliance.io/) ### Want to get involved? [For sponsorships & partnerships](https://revenueoperationsalliance.com/partner-with-us) [For individual content collaborations](https://revenueoperationsalliance.com/create-and-contribute) [For a nice chit-chat](https://revenueoperationsalliance.com/contact-us) ### Contact us URL: https://www.revenueoperationsalliance.com/contact-us/ Last updated: 2025-02-17T14:48:27.000Z We’re always in the mood to make new friends 👋 Wanna share some insights for our next report? Desperate for a specific industry expert to speak at our next event? Wanna just say hi? 👉 Drop us an email 📩 , and we’ll be happy to get back to you. ### Who to talk to: **For speaker or ambassador opportunities**: [jack@revopsalliance.com ](mailto:jack@revopsalliance.com) **For sponsor or partner opportunities**: [stav@revopsalliance.com](mailto:stav@revopsalliance.com) **For individual content contributions**: [r.stewart@revopsalliance.com](mailto:r.stewart@revopsalliance.com) **For marketing, media, or general chit-chat**: [hello@revopsalliance.com](mailto:hello@revopsalliance.com) **For community questions:** [nicole@pmmalliance.com](mailto:nicole@pmmalliance.com) ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/friendshipstill.jpeg) ### Subscribe to our newsletter URL: https://www.revenueoperationsalliance.com/revenue-operations-newsletter/ Last updated: 2025-11-11T13:33:19.000Z Can’t get enough of us? Eat, sleep, repeat ROA? Aw, you’re making us blush. 😊 Well, you’re in for a treat! Subscribe to our newsletter and have our content delivered straight to your inbox every month. 📩 Join other RevOps professionals and never miss a piece of our great content. ## Sign up using the form below: 👇 ## What’s inside? 🗞 **Articles & interviews:** learn from the experts and be the first to gain new insights with top picks from the ROA blog. 📐 **Resources:** links to our latest blogs, reports, and e-books 🎧 **Podcasts:** hear experts discussing all things RevOps during your morning commute 🎫 **Events:** opportunities to network, learn & get inspired by those who inspire you. 🤝 **Get involved:** take part in our surveys & pose your questions to RevOps experts. Subscribe Still can’t get enough of us? Well, take a look at our recent content [here.](https://revenueoperationsalliance.com/articles) ### Calling all partners and sponsors 📢 URL: https://www.revenueoperationsalliance.com/partner-with-us/ Last updated: 2025-04-15T13:10:55.000Z Our mission is to promote the importance of revenue operations and provide a platform where other RevOps professionals can collaborate, communicate & propel their careers. ## How do we do this? 🌎 Providing a **global** community to exchange knowledge, resources & best practice tools 🎫 In-person and virtual summits, bringing together **experts across the industry** to network and discuss all things RevOps. 🗞 Content created **for RevOps experts by RevOps experts** \- whether it's our podcasts, articles, newsletter, or social media posts, we value the opinion of those who know what they’re talking about and we put them at the forefront of what we do. 🌱 We’re only young, but we plan to expand much more - bringing courses and more content soon. Our mission is to offer it all in one place; to do that, we like to keep our offering fresh and varied. ## What does that mean for me? We want our community to get the **newest insights** first, and to do that, we need partners and sponsors. Whether your product beats pesky forecasting or provides a new framework to build compensation plans - or something else entirely, we want to hear from you. We offer various partnership opportunities designed to help you access our network of RevOps practitioners and position your brand as an industry leader. There’s no one size fits all package - so check out the **Tailored Services** in our **Media Kit** to see how we can work together. 👇 ## What do we offer your business? 🌎 Showcase your brand and product to our **global community** of RevOps experts, waiting to try the latest and greatest that will revolutionize their RevOps model. 🔦 Place your content **front and center** on the ROA website - reaching countless monthly visitors. You’ve got the goods, and we’ve got the gab; that’s where our **content spotlights** come in. If you choose to provide us with an article, we’ll publish it and let our countless monthly visitors enjoy it. 🤝 **Connect and network** with cross-industry sales leaders in our **exclusive Slack group**. Utilize warm introductions to help market your product to the right people. 🎫 Step into the spotlight at any of our **annual global events** \- in-person and virtual. With **1,000s+ attendees and global reach**, our virtual events will give you the opportunity to promote your brand, target your networking and increase your outreach. 🗞 **Webinars, podcasts, whitepapers**…we offer bespoke options across various platforms that guarantee you walk away with qualified leads and get prime exposure to our super-engaged audience. **And more, including:** 👉 Tapping into the ROA social networks. 👉 Getting your message seen by our email subscribers From RevOps Directors, Executives & VPs, our community is home to practitioners from startups to household names, such as: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/Brands-we-work-with-1.png) ## Sounds great? Here’s how to get involved: **Step 1:** Take a look at our media kit to see all the different opportunities. **Step 2:** Reach out to Stav at [stav@revopsalliance.com](mailto:stav@revopsalliance.com). ### Create and contribute URL: https://www.revenueoperationsalliance.com/create-and-contribute/ Last updated: 2026-01-26T15:15:30.000Z Revenue Operations Alliance is a community of thousands of RevOps professionals, all with one goal in mind - **to showcase the role of revenue operations and elevate their peers within it**. Each year, our website receives tens of thousands of visits from revenue operations professionals of varying levels of seniority, from across the world, all looking to learn more about the latest innovations from the world of RevOps, and how they can improve their own revenue ops skills and knowledge. > *To feed our ever-expanding community of revenue operations professionals, we're always on the lookout for people just like you to share your expertise and help us explore the present and future of RevOps.* If you're interested in sharing your insights and experiences with one of the fastest growing revenue operations communities, then read on to find out how you can contribute to the ROA platform: #### ****Write for us ✍️** Each and every month, 1000s of people make their way onto our site. That’s a lot of eyes and exposure for your article. So, whether you want to write about crafting the perfect RevOps function, predicting the next big trend in revenue growth, best practices when implementing a snazzy new revenue strategy, or anything in between, we want to hear more. If you’ve got the insights, we’ve got the platform. Here’s how to contribute… ****Step 1: Submit your subject** Before you put your fingers on the keyboard, drop us a line and let us know what you want to write about. Some popular topics include: - ****The Future of RevOps** 🚀 (where do you think it’s going; what will RevOps solve in the future) - ****A Career Journey in RevOps** 🎢 (from Junior to Executive, our readers love hearing about your career journey and maybe learning some helpful tips along the way) - ****RevTech** 💻 (what technology is in, and what is ‘out’ - how is RevTech changing and how is it helping RevOps) - ****Building & Scaling the RevOps function** 🔨(best practices, what to avoid, things you would have told yourself the first time) - ****Developing RevOps talent** 🎪 (hiring, building a team, what to look for, and how to keep progressing) - ****RevOps Leadership** 🤝 (governing RevOps, the trials and tribulations, metrics, results) ****Step 2: Follow the rules** We’re a reasonable bunch and we don’t expect too much, but what we do ask for is: - Articles to be no shorter than 1000 words - Any pictures included to be royalty-free - A picture to sit with your contributor profile - A short bio (200 characters or less) Also, individual contributions shouldn’t promote your company’s products or services, or include backlinks to your company's site. For that sort of stuff, we have sponsorship opportunities. See below for these opportunities! ****Step 3: Submit your work** Either send us a message on [Slack](https://www.revenueoperationsalliance.com/revenue-operations-community/), or reach us at [content@revenueoperationsalliance.com](mailto:content@revenueoperationsalliance.com) and remember to include the link/attachment to your article along with your profile pic and bio - if you’re not already set up as a contributor, that is. Already published something awesome elsewhere? Not a problem. With custom canonical links, you can still share it with our audience too. ****Yawn 💤 time for the boring bits…** ****Image policy:** We include images with every post. Stock photography will be chosen by our team and will be posted with your entry unless you have a particular image you wish to use. By including any photos, screenshots, or images, you consent to allow ROA to post this image with proper credit to you and/or the creator. ****Link policy:** Links in your post should be relevant to the story you’re telling and provide context to your audience. When referring to another article or piece of research, please use proper citations or links to the source material. ****Syndication policy:** We reserve the right to use any and all contributed content, with credit to any authors, in its entirety or portions for promotional purposes, including in social media, other blogs, or newsletters. ROA may choose to cross-post to Medium, LinkedIn, or other blogging services. #### ****Speak at an event 📆** Our Revenue Operations Summits and Festivals assemble revenue operations leaders from the world's most innovative organizations. We meet in locations around the world with one goal in mind: to discuss how RevOps strategies and initiatives can be developed, improved upon, and scaled to create extraordinary business value and prove return on investment. If you have insights to share, we want to hear them. Apply below to be considered for speaking at one of our Summits, where you'll have the chance to address fellow RevOps leaders and make an impact. [Apply here](https://productmarketingall.typeform.com/to/vV0N4XPz?utm%5Fsource=xxxxx&utm%5Fmedium=xxxxx&utm%5Fcampaign=xxxxx&utm%5Fterm=xxxxx&utm%5Fcontent=xxxxx). #### ****Feature on our podcast 🎙️** Our podcast has fast become essential listening for RevOps practitioners in our community! We provide thought leaders with a platform to share not only their experiences, but also their unique insights and perspectives on the big trends and developments from within the RevOps space. Want to feature on a podcast? [Get in touch](mailto:content@revenueoperationsalliance.com) with us to let us know! **(Check out* [**the podcast*](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/) *if you want to listen to an episode or two before featuring!)* #### ****Sponsorship opportunities 💪** More and more organizations are embracing RevOps, and you could be there to support them on that journey. If you want to market your products and gain exposure to 100s of companies looking for revenue operations solutions, our sponsorship packages are for you! Become a sponsor for our: - Events - Articles - Reports - Podcasts - Webinars - Virtual summits Discover how you can collaborate with us [here](https://www.revenueoperationsalliance.com/partner-with-us/). #### ****Contribute to a report 📚** Our research reports put the spotlight on the latest developments in revenue operations. To continue our industry-leading research, we're always keen to hear from practitioners and experts who have something to share. Have a look at the surveys we're currently running to find out how you can help shape the report’s findings. What we need from you: 1. A headshot 2. A short 200-word bio 3. A quote The reports we’re working on include: - State of Revenue Operations 2023 - More coming soon… Get in touch [here](mailto:content@revenueoperationsalliance.com). #### ****Be a course beta tester 🎓** Our expert-led courses aren't created in isolation, which is why we need your help. We seek support from real revenue operations professionals to ensure that our training programs deliver everything a participant needs to take the next step in their career. Interested to know what you'll get in return for being a beta tester? First and free access to accredited courses - for life. What we need from you first, though? Candid, thorough, and timely feedback. To join our ROA beta tester program, or to learn about other ways to work with us, please email the [team](mailto:courses@revenueoperationsalliance.com). #### ****AMA contributor 🙋‍♀️** Ask Me Anything, or AMAs, are great ways of building your brand awareness, trust, and authority. We're looking for experts in RevOps, from all industries, to provide their knowledge and expertise for AMAs. If you're interested in participating, get in touch with our [team](mailto:community@revenueoperationsalliance.com). #### ****Meetup organizer 🏘** We've got a few regional [meetups](https://community.allianceled.io/c/welcome-revenue/?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-roa-circle-page) coming up and we can't wait to see you there! The best part? They're free. And better yet, you can run your own meetups in your city and chat with your local peers. If you're interested in being a meetup organizer, get in touch with us [here](mailto:community@revenueoperationsalliance.com). #### ****Webinar & panel discussion participation 🎤** Webinars and panel discussions offer excellent opportunities to showcase your expertise alongside other professionals in your field. By sharing your knowledge through these events, you can provide valuable insights to the community while also increasing your own personal brand's recognition! If you're interested in participating, get in touch with our [team](mailto:community@revenueoperationsalliance.com). ## **Why you should get involved** - **2,500+** members in the Slack community (and counting!) - **3,000+** members on [LinkedIn](https://www.linkedin.com/company/revenue-operations-alliance/) - **Thousands** of website visits per year ## **Join the ROA Community** Chat with like-minded revenue operations enthusiasts from around the world! From beginners to experts, the community is for everyone. Find the latest content, job ads, events, and more [today](https://www.revenueoperationsalliance.com/revenue-operations-community/). ### The RevOps Alliance team URL: https://www.revenueoperationsalliance.com/meet-the-team/ Last updated: 2024-10-09T12:14:02.000Z Meet the Revenue Operations Alliance's team. Lovely to meet you! Each one of us has a pivotal role in making sure you feel like the valued community member that you are. Interested in getting to know us more? Feel free to add us on LinkedIn with the links below. - Rich King | Founder & CEO | [LinkedIn](https://www.linkedin.com/in/richardking001) - Bryony Pearce | CMO | [LinkedIn](https://www.linkedin.com/in/bryonypearce/) - Harshil Boparai | Community Manager | [LinkedIn](https://www.linkedin.com/in/harshilboparai/) - Jack Debono | Business Line Growth Lead - Head of ROA | [LinkedIn](https://www.linkedin.com/in/jackdebono/) - Rebecca Stewart | Junior Copywriter | [LinkedIn](https://www.linkedin.com/in/-rebecca-stewart-/) - Vivek Gulati | Global Event Producer | LinkedIn - Holly Stewart | Program Director | [LinkedIn](https://www.linkedin.com/in/holly-stewart-350972196/) - Stav Costas | Director Strategic Partnerships | [LinkedIn](https://www.linkedin.com/in/stav-costas-10468b140/) - Will Burden | Senior Community Events Producer | [LinkedIn](https://www.linkedin.com/in/will-burden-854a0616a/) - Sam Cartwright | Event Marketing Manager | [LinkedIn](https://www.linkedin.com/in/samcartwright-thealliance/) - Rebecca Boucher | Director of Community & Events Marketing | [LinkedIn](https://www.linkedin.com/in/rebeccaboucher500/) Any questions? Contact any of us at any time. See you around! 👋 ### Join the RevOps Slack community URL: https://www.revenueoperationsalliance.com/revenue-operations-community/ Last updated: 2025-11-11T13:34:23.000Z Revenue Operations Alliance's free Slack community is *the* place to be for **networking, collaborating, sharing ideas, and asking questions** directly to your peers in your field. With our membership growing daily, the community is friendly, helpful & ready to make you feel welcome. 👋 **Fill in this form to join. 👇** ## What do I get access to? There's plenty to get stuck into with channels such as **#freshcontent, #jobs, #questions**, and more. Whether you're seeking to **grow your connections,** looking to share a RevOps-related-pun or asking some tough questions, there's a place for it in our Slack channels. By bringing RevOps professionals together, we’ve created a community that helps you **accelerate your learning** thanks to insights from experts who’ve been there, done that time and time again. This means **real-time information, knowledge, and best practices**, helping you develop your skills and **propel** your RevOps career. 🚀 ### From start-ups to household names, our community is home to professionals from all over: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/Brands-we-work-with.png) ## Want to join? Here's what to do: **Step 1:** Sign up using the form at the top of this page 👆 **Step 2:** Join as many channels as you like; there's no limit! **Step 3:** Give everyone a big hello on our #introductions channel and introduce yourself **Step 4:** Start posting your questions, comments & tips in the relevant channel & get Slackin’ 🕶 ## The Do's and Don'ts: Please be: 🤲 Supportive 🙏 Respectful 🎁 Generous 🫂 Involved 💎 Clear **Please avoid:** 🙅 Hate 🙅 Spam 🙅 Forms 🙅 Surveys **🙅** Unsolicited messages --- ## Hear from our community members: > "Community is key to expanding your skillset in RevOps”, **Colin Veerkamp**, Revenue Operations Manager, Hanzo. Read more of what Colin said [here.](https://www.revenueoperationsalliance.com/case-study-colin-veerkamp/) > "I'm still in the early stages of building my career and utilizing this company, however, the resources they provide have proven invaluable to my ongoing development." **Beau Gardner**, Revenue & Sales Operations Leader, Vacasa. Read more of Beau's review on [Trustpilot.](https://uk.trustpilot.com/review/revenueoperationsalliance.com) 0:00 /2:23 1× ****John Hunt**, Head of Revenue Enablement, Zappi. To hear more, check out this [case study.](https://www.revenueoperationsalliance.com/case-study-john-hunt/) --- Join the Community ## FAQs ### Q. How much does it cost to join? Absolutely nothing and there are no plans ever to change that. Slack doesn't charge for a free account, so neither do we. ### Q. Can I promote my company's products? Not really, no. Our community is a place for learning and knowledge-sharing, not selling. If there's a conversation going on and your product would genuinely solve the problem, feel free to mention it but be open about your relationship with it. ### Q. Can I invite other people to join? Absolutely you can! Although most of our community members are RevOps professionals, we have people from other professions, including sales enablement professionals, CROs & more. If you know someone who would find our channels valuable, please send them the link to this page. ### Q. Can I call a fellow member? Providing you've asked, and they're happy to receive your call, sure! On Slack, there's a 1-to-1 video call function built directly into Slack, so you can do it all in-app. ### Privacy Policy URL: https://www.revenueoperationsalliance.com/privacy-policy/ Last updated: 2024-05-22T05:56:06.000Z [Privacy Policy](https://www.iubenda.com/privacy-policy/24731467 "Privacy Policy") ### Revenue Operations Alliance Become an ambassador URL: https://www.revenueoperationsalliance.com/become-an-ambassador/ Last updated: 2026-02-23T21:34:03.000Z Are you looking to elevate your personal brand in [Revenue Operations (RevOps)?](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) Then our ambassador program is the perfect choice for you! Designed to give you the space to establish yourself in Revenue Operations, the program can also be tailored to be exactly what you want. We want it to be as beneficial for you as it is for us. Plus, it’s no more than a 12-month commitment… With opportunities to grow your network, contribute to professional content, or run community events, we’ve got you covered. --- ## What’s involved? We want to make sure that it’s as beneficial for you as it is for the community, and to do that, we’ve created six ways for you to contribute, based on your personal preference, all with specific perks: [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/ROA_Ambassador-program-application-copy.png)](https://www.revenueoperationsalliance.com/ambassador-program/) Not sure which type of ambassador you’d be best suited to become? 👉 Find out today by taking our “**What type of ambassador are you**?” quiz right [**here** ](https://productmarketingall.typeform.com/to/couiQ23A)👈 *It’s important to note that you don’t need to choose just one. Ambassadors can contribute in one area or across multiple - and many evolve their involvement over time as their interests and availability change.* #### 🔥 **Benefits and perks** ****12 months free** of an annual ****Pro** ****membership**. Plus… 💡 Access to an exclusive network 📚 Early access to reports 📝 Early access to new courses 🎖Reputable stamp on CV 🧑‍🏫 Special rates across all products 🖥️ Free access to our virtual events 📢 Reciprocal promotion on socials 🎯 Input into shaping the future of Revenue Operations 🌐 Ambassador networking opportunities #### ****🚨 Terms and Conditions** [Terms and Conditions](https://www.revenueoperationsalliance.com/ambassador-program-terms-and-conditions/) of the Revenue Operations Alliance’s Ambassador program. ### Be the change. Become a Revenue Operations Alliance ambassador. Sounds good so far? Excellent - apply to be an ambassador for Revenue Operations Alliance here. 👇 The form shouldn’t take any longer than **2 minutes to complete**, and after reviewing your application, we'll reach out to discuss the next steps. In the meantime, if you’ve got any questions, [get in touch with us](mailto:martina.l@pmmalliance.com). 📧 --- ## Who else is in our ambassador program? Check out some of our other amazing ambassadors [here.](https://www.revenueoperationsalliance.com/meet-the-ambassadors/) --- ### What does a Revenue Operations Alliance ambassador look like? #### ****🔥 Passionate** It’s an outrageously overused word, we know, but we want people who’re genuinely excited by and committed to revenue operations - because we are. Our ambassadors need to reflect our values. #### ****🏃‍♀️ Active** Don’t worry, we’re not asking for blood, sweat or tears. At the core of being an ambassador is helping to spread the word, so we’re after people who already are, or pledge to be, part of online conversations. #### ****🤝 Committed** Real change takes time and we want people to join us for the whole journey, not just one stop. Being an Ambassador won’t consume your time, all we ask for is a lasting, two-way relationship. --- ### How can ambassadors help the Revenue Operations Alliance Community? #### ****👋 Expand our international community.** We've got some great resources - and sharing is caring. We want to get as many people around the world excited about RevOps as we can, and ambassadors are key to helping us do that! #### ****🗣️ Define the role and amplify fresh voices.** Help us bring more people to Revenue Operations Alliance - the more people who join, the more knowledge and the more influence we have in being able to help the community and advance the role of sales enablement. #### 🚀 ****Boost recognition and appreciation of Revenue Operations Alliance.** As a role, revenue operations is currently very much flying under the radar. Can we change that? Absolutely. --- ### Want to get involved, but just as a one-off? That's totally fine - there are many different ways to be a contributor to the Revenue Operations Alliance community. Here are just a few: 📝 [Contribute an article](https://www.revenueoperationsalliance.com/create-and-contribute/) 🎙 [Host or guest in a podcast](https://www.revenueoperationsalliance.com/create-and-contribute/) 👋🏻 [Join the Slack channel](https://www.revenueoperationsalliance.com/revenue-operations-community/) 📢 [Speak at an event](https://productmarketingall.typeform.com/to/vV0N4XPz?utm%5Fsource=xxxxx&utm%5Fmedium=xxxxx&utm%5Fcampaign=xxxxx&utm%5Fterm=xxxxx&utm%5Fcontent=xxxxx) --- ### Please note: *As we receive a large number of ambassador applications, unfortunately, we aren't able to accept everyone onto the program.* *We review ambassador contributions every 12 months and reserve the right to remove them from the program at any time should we feel we no longer have a mutually beneficial relationship.* ### Images to host URL: https://www.revenueoperationsalliance.com/images-to-host/ Last updated: 2023-03-02T14:17:29.000Z ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Revenue_Operations_Festival_APR23_Assets_7.png) ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Revenue_Operations_Festival_APR23_Assets_7.png) ### Revenue Operations Alliance | Community Newsletter URL: https://www.revenueoperationsalliance.com/community-newsletter/ Last updated: 2024-06-21T11:37:45.000Z **June 21, 2024** ### 🔥 Fresh content 🔥 [**Revenue Operations Salary Report 2024**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) Discover how your compensation stacks up against your peers with our Revenue Operations Salary Report. We examine how factors like gender, seniority, and certifications impact pay. [**Aligning sales leadership and RevOps for success with Ian Grace**](https://www.revenueoperationsalliance.com/aligning-sales-leadership-and-revops-for-success-with-ian-grace/) Ian Grace, Vice President of Sales at Ocrolus, discusses how revenue operations can effectively align with sales leadership. Listen to the full conversation. [**Create the perfect revenue operations structure**](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/) Getting your RevOps team structure right is key to building and scaling a successful revenue operations organization. Learn more about building your team. [**Take part in RevOps industry research for 2024**](https://www.revenueoperationsalliance.com/salary-and-landscape-survey/) Take part in our Revenue Operations Landscape survey to inform our community on key trends in the RevOps industry. --- ### 👩‍💻 Community Events 👩‍💻 🎙️ **LinkedIn Live:** Building an elite company culture that drives the bottom line June 25, 2024 | 10am EDT | [RSVP here](https://www.linkedin.com/events/buildinganelitecompanycultureth7195735667815976960/theater/)brand-new 🌉 **San Francisco Bay Area meetup** June 27, 2024 | 6pm PDT | [RSVP here](https://meetup.revopsalliance.com/c/san-francisco/roa-san-francisco-june-27) --- ### 🎙️ Events 🎙️ 🌍 The Revenue Operations Summit global calendar for 2024 is here: [**See if there’s an event happening in your city**.](https://events.revenueoperationsalliance.com/) **Summits coming up:** 🇺🇸 **San Francisco** Chief Revenue Officer Summit | September 03 | [website](https://events.revenueoperationsalliance.com/location/crosanfrancisco) Revenue Operations Summit | September 4&5 | [website](https://events.revenueoperationsalliance.com/location/sanfrancisco) 🇺🇸 **Chicago** Chief Revenue Officer Summit | Chicago | November 13 | [website](https://events.revenueoperationsalliance.com/location/crochicago) 🇬🇧 **London** Chief Revenue Officer Summit | December 4 | [website](https://events.revenueoperationsalliance.com/location/crolondon) Revenue Operations Summit | December 4&5 | [website](https://events.revenueoperationsalliance.com/location/london) --- ### 🥁 Memberships 🥁 **Introducing the** [**Pro**](https://www.revenueoperationsalliance.com/pro-membership/) **and** [**Pro+**](https://www.revenueoperationsalliance.com/pro-plus-membership/) **Memberships**, designed to supercharge your career in revenue operations. 🌟 Whether you’re looking to advance your skills or accelerate your knowledge to the next level, we’ve got you covered with an array of exclusive benefits: **Here are some highlights:** - Members-only articles - Templates and frameworks - 100+ hours of video content - Access to all virtual events - 40% discount on all in-person Summits (Pro) - One free in-person Summit ticket annually (Pro+) - Mentorship program - Ungated access to industry reports - Revenue workshop series (Pro+) - Competency test (coming soon) - And much more.. Take your RevOps journey to new heights with our Pro and Pro+ Memberships! [Check out what else we have on offer and become a member today here](https://www.revenueoperationsalliance.com/signup/) 👈 --- ### 💡 Spotlight 💡 🧑‍💻 [**Elevate your sales game with next-level demos.**](https://www.revenueoperationsalliance.com/demo-operations-guide-ebook/) In today's competitive market, a powerful demo can make or break a deal. Transform demos into a strategic, data-driven operation for personalized, efficient, and impactful product showcasing. Dive into the complexities of delivering a stellar demo with this [brand-new eBook.](https://www.revenueoperationsalliance.com/demo-operations-guide-ebook/) --- ### 🎓 Courses 🎓 Have you checked out our [**Revenue Operations Certified: Core**](https://certified.thealliance.io/course/revenue-operations-certified-core?utm%5Fsource=intercom&utm%5Fmedium=banner&utm%5Fcampaign=cert-core) course? It's a game-changer for anyone in the RevOps field. ✨ This comprehensive program is tailored to enhance your skills in building, managing, and optimizing RevOps functions. Whether you’re starting out or looking to refine your skills, this certification is the tool you need to help accelerate your career. 💪 Don’t miss this opportunity to elevate your career in RevOps. Enroll now and be part of this transformative journey! Want to learn more? Check out our [course brochure](https://productmarketingall.typeform.com/to/RVANewJ3?utm%5Fsource=xxxxx&utm%5Fmedium=xxxxx&utm%5Fcampaign=xxxxx&utm%5Fterm=xxxxx&utm%5Fcontent=xxxxx&typeform-source=certified.thealliance.io) for more info! --- ### 💬 Talking points 💬 - **@Wesley Yarber** said, "As someone looking to transition into the sales ops world out of sales. Is the SFDC associate cert worth my time? Or should I jump straight to prep for SFDC admin?" [Share here]( https://revenue-operations-al.slack.com/archives/C04J7H87MPV/p1718822011458979) - **@Kris** asked, "Business owners... what is your no. 1 struggle at the moment?" [Share here](https://revenue-operations-al.slack.com/archives/C04J7H87MPV/p1718883097165939) Keep up with all the latest hot topics on the **#questions** channel. --- ### **👥 Jobs👥** - **Tactacam** is hiring for a Sales Enablement Manager - [Apply here](https://revenue-operations-al.slack.com/archives/C04HMN46RE2/p1718834267001469) - **Catapult** is hiring for a Revenue Analyst - Revenue Insights - [Apply here](https://revenue-operations-al.slack.com/archives/C04HMN46RE2/p1718033849014829) Check out the #jobs channel for the latest updates. --- ### **⭐️** Your feedback fuels us **⭐️** *"The Revenue Operations Alliance (ROA) is a great resource to learn more about revenue operations, network, and obtain certifications in the field. I’ve been able to meet people in my field, find business opportunities, and gain knowledgeable insights I can apply each and every day. I love the team at ROA."* **\- SVP of Revenue Operations, Patra Corporation** Please leave us a review on [TrustPilot](https://uk.trustpilot.com/review/revenueoperationsalliance.com)! It would mean the world coming from you. **That’s a wrap for this week’s newsletter - catch you next week 🎊** ### How to transform the channel for XaaS success [eBook] URL: https://www.revenueoperationsalliance.com/how-to-transform-the-channel-for-xaas-success-ebook/ Last updated: 2024-01-16T15:14:13.000Z ### Discover industry-leading research and insights on optimizing channel strategy to outperform the competition. [Download eBook](https://form.typeform.com/to/epWuTgZI?typeform-medium=embed-snippet) Today's tech businesses rely on **channel** **partners** to cover market opportunity, sell solutions and deliver value-add services to customers. This has lead to a huge shift in **'as-a-service' (XaaS) subscription models**, and vendors must upskill and convert new buyers in order to keep up. But with an uncertain economic climate ahead, XaaS models are already accelerating the pace of change. So, CROs are faced with a burning question: *“*How do I transform and future-proof my partner channels to drive efficient revenue growth in the subscription economy?”** The answer? It lies in our brand-new [**eBook**](https://productmarketingall.typeform.com/to/IQz34FcL), courtesy of **MarketBridge**. [**Grab your copy**](https://productmarketingall.typeform.com/to/epWuTgZI) and discover how you can optimize your partner channel effectiveness and tackle the challenges you may face in 2023 when developing, and selling, new XaaS solutions. ## Key takeaways: 🔎 An overview of the **value pivot** occurring in the channel, accelerated by the uncertain economic climate ❓ Direct-from-the-source **challenges and priorities** heard from tech executives 🪜 Four steps to building a modern **partner** **model** ## Here's some key stats to whet your appetite: 💥 Modern partners (MSPs, CSPs, SIs, ISVs) are **2x** more likely to **significantly** **increase** **XaaS** **revenues** in the next 5 years. 💥 Only **35%** of respondents were satisfied with **partner** **performance** outside of initial opportunity identification. 💥 Executives are **3x** more likely than managers to believe they are **behind the competition** in quantifying the right number/mix of partners to deliver target revenues. [Download eBook](https://form.typeform.com/to/epWuTgZI?typeform-medium=embed-snippet) ### Meet the ambassadors URL: https://www.revenueoperationsalliance.com/meet-the-ambassadors/ Last updated: 2026-07-27T10:57:49.000Z ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Ambassador_Meta_2-1.png) Meet the Revenue Operations Alliance's ambassadors. Our ambassadors are dotted all over the world and when it comes to helping us achieve our mission, they're instrumental. Discover who they are and what they do below. 👇 [Richard de Veer](https://www.linkedin.com/in/richarddeveer/) | Head of Sales Operations | Bolt | Netherlands [Tana Jackson](https://www.linkedin.com/in/tana-jackson2/) | Global Head of Revenue Operations | Motorola Solutions | San Diego [Jayesh Menon](https://www.linkedin.com/in/jayeshmenon79/) | Senior Director Revenue Operations & Sales Technology Enablement | Argano | Hyderbarat [Greg Larsen](linkedin.com/in/greglarsen1/?skipRedirect=true) | Founder | Catalyst Sales Consulting | Lehi [John Hunt](https://www.linkedin.com/in/john-hunt/) | Director of Revenue | Talent Pop | Boston [Jordan Shaheen](https://www.linkedin.com/in/jordanshaheen/) | Head of Revenue Operations & Strategy | Candid | New York City [Karli Brophy](https://www.linkedin.com/in/karlibrophy/) | Revenue Operations Principal | HST Pathwys | Las Vegas [Sandy Robinson](https://www.linkedin.com/in/sandyrobinson/) | VP of Revenue Operations & Client Growth | Quavo | Jacksonville [Pete Matthews](https://www.linkedin.com/in/petematthewsmso/) | Senior Revenue Operations Leader | Trinsx | Denver [Michelle Hulse](https://www.linkedin.com/in/michellehulse/) | Director of Revenue Operations EMEA | Pax8 | Crookham Vilalge [Lindsey Procknow](https://www.linkedin.com/in/lindsey-p-7413ab9b/) | Revenue Operations Senior Manager | EDB | Austin [Samantha Volkov](https://www.linkedin.com/in/samanthavolkov/) | VP SMB Sales & Operations | Flashfood | Lake Oswego [Abigail Nye](https://www.linkedin.com/in/abigail-r-nye/) | Director, Revenue Operations & GTM Strategy | Securonix | Boston [Andrew Gibson](https://www.linkedin.com/in/andrewsventures/) | VP, Revenue Operations | ASG | San Francisco [Oscar Armas-luy](https://www.linkedin.com/in/oscararmasluy/) | VP, Revenue Operations | Garner Health | New York [Pascale Bardawil](https://www.linkedin.com/in/pascale-bardawil-30027118/) | Director Sales Operations | IbWave | Beirut [Sam Sutton](https://www.linkedin.com/in/samsuttonuk/) | Head of Sales Operations | Xero | Colchester [Courage Ugbobor](https://www.linkedin.com/in/courage-ugbobor/) | Director of Development & Revenue Strategy | Delta Rising Foundation | Benin City [Francisco Pérez-Vera](https://www.linkedin.com/in/francisco-p%C3%A9rez-vera/) | Revenue Operations Associate | Embat | Madrid [Margherita di Mauro](https://www.linkedin.com/in/margheritadimauro/) | Head of Revenue Operations | Mrge Group | Milan [Nicole Looker](https://www.linkedin.com/in/nicole-looker/) | Director of Revenue Operations | Rebuy | Colorado Springs [Sarika Mandalia](https://www.linkedin.com/in/sarikamandalia/) | UK Sales Operations Leader | Netcompany | London [Jack Fellows](https://www.linkedin.com/in/jackhfellows/) | Sales Ops Lead | Hitachi Vantara | London [Tamara Sholomova](https://www.linkedin.com/in/tamara-sholomova/) | Go-To-Market Operations Manager | Aiven | Madrid [](http://www.linkedin.com/in/michellehulse) 💬 You can connect with the ambassadors in the ROA Slack community [here](https://www.revenueoperationsalliance.com/meet-the-ambassadors/). ### RevOps Unboxed: Podcast URL: https://www.revenueoperationsalliance.com/revops-unboxed-podcast/ Last updated: 2024-04-19T07:01:28.000Z _No content available._ ### How does Salesforce Integration fuel RevOps growth at different scale levels? URL: https://www.revenueoperationsalliance.com/how-does-salesforce-integration-fuel-revops-growth-at-different-scale-levels/ Last updated: 2023-11-28T13:36:48.000Z ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/ROA_Webinar_Meta_Template_--5--1.png) ****Missed** [**Joe Aurilia, Jr**](https://www.linkedin.com/in/josephauriliajr/); **exciting webinar on using Salesforce integrations to fuel RevOps growth - across different scale levels?** Don't worry, we saved you a recording! 🤩 Discover the **magic** behind Salesforce integrations, learn to extract their **full potential**, and drive remarkable **growth** for your RevOps team - across any maturity level. In this webinar, Joe shared his invaluable insights and experiences gained from years of successfully implementing Salesforce integration strategies. 🔥 **What he dived into during the webinar:**👇 #### 1\. Getting started with Salesforce integration: - Considerations for starting from scratch. - Salesforce vs. the alternatives - How to lay out your world - Early data management and consistent process re-definement - Effective structuring of your integration. - Living in a multi-region sales environment with security and data segmentation policies #### 2\. Inheriting Salesforce - Information discovery - Uncovering automation - Lay of the land - Enhance but don’t break more than you fix - Sandbox is your friend #### 3\. Salesforce as an enterprise platform - Center of the Revenue team - Database of record - Integration hub **Watch the recording here:** 👇 ![](https://fast.wistia.com/embed/medias/hsqvqssyi0/swatch) Want to continue the discussion on salesforce integration for RevOps? Join our free Slack community and network with revenue operations peers. To join, just click right here:👇 [Join our communityOur Slack community is the place to be for networking, collaborating, sharing ideas, and asking questions directly to your peers. Accelerate your learning and propel your career.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Meta_2-1.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Impact of RevOps on customer retention & reducing churn. URL: https://www.revenueoperationsalliance.com/impact-of-revenue-operations-on-customer-retention-and-reducing-churn/ Last updated: 2023-06-29T16:24:40.000Z ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/ROA_Webinar_Meta_Template_--12--1.png) Join us on the 12th of July for a captivating panel discussion on the "Impact of RevOps on customer retention and reducing churn." 💡 Prepare to gain valuable insights and practical takeaways that will empower your organization to thrive in today's competitive landscape. 🎉 ### Key themes of the panel:👇 1. **RevOps as the driving force behind departmental productivity and customer-focused service:** Adam Maxted, a RevOps expert, reveals how RevOps drives departmental productivity and customer-focused service. Uncover the secrets to enhancing sales, boosting renewals, and reducing churn. 2. **Maximizing efficiency and productivity in a challenging economy:** Join John Hunt as he highlights the importance of maximizing efficiency in challenging economic times. Discover how RevOps empowers sales and customer service functions to achieve more with less. Gain insights into upskilling your team and future-proofing your organization against market fluctuations. 3. **Structuring Customer Success Ops within RevOps, defining KPIs, and leveraging processes/automation for customer retention and reducing churn:** Explore strategies for integrating Customer Success Operations into RevOps and optimizing its structure, with Greg Larsen. Gain valuable insights into identifying impactful Key Performance Indicators (KPIs) for RevOps to track retention and churn rates. Discover the power of leveraging processes and automation to maximize customer retention and minimize churn. ### Book your calendars 🤩 📆 **When?** July 12, 2023 ⏰ **What time?** 1 pm EST / 6 pm BST 📍 **Where?** Live on Demio ### About the speakers 💡 **[Adam Maxted](https://www.linkedin.com/in/adam-maxted-%F0%9F%8F%B3%EF%B8%8F%E2%80%8D%F0%9F%8C%88-690601132/)** *Local Revenue Operations Country Manager UK & India, The Knot Worldwide* > Adam Maxted is a highly experienced Revenue Operations Country Manager for the UK and India at The Knot Worldwide, a leading wedding vendor global marketplace. With over 15 years of experience in customer-focused commercial services and business operations across various industries including advertisement, banking, and manufacturing, Adam brings a wealth of knowledge and expertise to his role. In addition to his professional achievements, Adam is also dedicated to giving back to his community. He volunteers as a support group lead for Mind and is a qualified life coach. Adam is currently pursuing a degree in counseling. Adam has also held events to raise awareness for the struggles of the LGBTQIA+ community. **[John Hunt](https://www.linkedin.com/in/john-hunt/)** *Head of Enablement, Zappi &* *Revenue Operations Alliance's Brand Ambassador* > John stumbled into Enablement the same way many of us did; through living the sales experience. After spending 15 years in sales working for big companies like Pepsi, Paychex, and Kantar, John made the pivot to Enablement. For the past 3+ years, John has grown from a one-person Enablement function at Zappi to leading a team of four globally. **[Greg Larsen](https://www.linkedin.com/in/greglarsen1/)** *VP of Revenue Operations, Eltropy* > Greg Larsen is the VP of Revenue Operations at Eltropy, a leading digital conversation software platform for financial institutions. He is responsible for driving revenue growth and optimizing GTM processes through data-driven insights and innovative strategies. Prior to joining Eltropy, Greg spent 15+ years in Sales and Revenue Operations at Qualtrics, NUVI, Lingotek, and consulting for others SaaS organizations, where he played a critical role in building and scaling their revenue operations and sales strategy. With experience in sales leadership and revenue operations, Greg has been a key player in four successful exits, and is a frequent speaker and thought leader on the latest trends and best practices in revenue leadership. ***Don't miss this opportunity to revolutionize your revenue operations.*** 🎉 [Secure your place!](https://my.demio.com/ref/0bKLWhxrvuycIDMQ) ### Revenue Operations Alliance Customer Advisory Board URL: https://www.revenueoperationsalliance.com/revenue-operations-alliance-customer-advisory-board/ Last updated: 2024-10-24T18:01:57.000Z ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/ROA_Customer_Advisory_Board_Meta_--2--2.png) ***🚨 Customer Advisory Board applications are currently closed - please check for any reopenings 🚨*** Here at the Revenue Operations Alliance, we’re dedicated to providing exceptional value and, to achieve that, we need your input. Use the power of your voice by joining our exclusive Customer Advisory Board. Experience the remarkable benefits of being part of a select group that shapes this community’s future. **🚨 Applications are now closed 🚨** ### **Apply now and share your thoughts on:** ✅ Content related to topics you’re interested in. ✅ Trending community events. ✅ Better communication. ✅ Any areas that you want to see us improve. ✅ Suggestions for templates to streamline your processes. ✅ Ideas for brand-new podcast series to listen to on the go. ✅ Industry research you want to sink your teeth into. ✅ Anything you love! ### **Your CAB details:** When is it? Twice a year: January and July. How long is it? A two-hour session each time. How many participants will there be? A maximum of 10-15 participants. Share your visions, desires, and ideas with us, and watch as we transform them into reality. Sounds good? 👇 Complete the short, two-minute application, and we’ll be in touch if you’ve been chosen to participate. ***🚨 Customer Advisory Board applications are now closed*** ### State of Revenue Operations 2023 Survey URL: https://www.revenueoperationsalliance.com/state-of-revenue-operations-survey/ Last updated: 2024-01-04T14:44:12.000Z Welcome to the State of Revenue Operations survey - we need **your help** to gather intel into the RevOps industry as it stands in 2023. Have your say about key trends in the revenue operations industry such as responsibilities, tech stacks, metrics, and more! Plus pass on your key insights to other RevOps pros. [Take the survey!](https://productmarketingall.typeform.com/to/WALkSU6s) Our aim? Create a clear picture of the state of the revenue operations industry right now. This is a report informed by RevOps professionals for RevOps professionals. Allowing you to compare and contrast your experiences with professionals across the industry. Take the survey now and we’ll email you the report when it’s ready! The final report will provide a full view of the revenue operations function including: ✍️ Roles and responsibilities 🔢 Team size 📈 Metrics and KPIs 💻 Tech stacks 📚 L&D 🤖 Future of RevOps …and much more! Help us help you - take the survey and discover up-to-date industry trends in revenue operations! [Take the survey!](https://productmarketingall.typeform.com/to/WALkSU6s) ### How to win the revenue moments that drive your business [OnDemand] URL: https://www.revenueoperationsalliance.com/how-to-win-the-revenue-moments-that-drive-your-business-webinar/ Last updated: 2023-10-05T11:52:52.000Z ## How to win the revenue moments that drive your business \[OnDemand\] ### Deliver predictable, repeatable revenue precision and stop unidentified revenue leaks faster. *Am I going to meet, beat or miss on revenue?* That’s the question every CRO needs to answer. To do so with accuracy and confidence though (and not just at the end of the quarter), you need to have a strong revenue cadence in place to successfully navigate the critical revenue moments that drive your business. **[Catch the replay](https://my.demio.com/ref/ByAGQEmgeBu1nerv)** of our live session as we share how you can leverage your revenue cadence across quarters to deliver predictable, repeatable revenue precision, even in an economic downturn. ## Key takeaways: 🗺 Unlock the blueprint for running revenue. 📝 Access three exclusive checklists to help you manage your revenue cadence. 🧱 Understand how companies like you use platforms to run their revenue. --- ## Meet your expert host: ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Webinar-assets/5cab4abb-64d6-42cc-a763-c2dc7b2ea5d5%20(1).jpg) **Kat Hartigan, VP International Sales, Clari** Kat has spent the last 20 years in sales and partnerships, leading high growth pre-IPO revenue teams. An ex-WeWork and Soho House and Co sales leader, Kat now leads Clari’s EMEA and APAC teams. She also ranked no. 2 UK sales leader in the 2021 Sales Confidence Awards. ## Posts ### How to turn borrowed communities into your next pipeline source URL: https://www.revenueoperationsalliance.com/how-to-turn-borrowed-communities-into-your-next-pipeline-source/ Last updated: 2026-09-04T16:00:32.000Z Most [revenue leaders](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/) are running the same play they've been running for years. Hire more reps. Buy more leads. Go to more events. Spend more on [marketing](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/). And for a long time, that playbook worked well enough. But every one of those levers is getting more expensive and less predictable at the same time. You're probably feeling that right now. If you're being asked to grow faster this year with the same or fewer resources, you're in good company. That's the reality for almost every revenue team I talk to. So the question worth sitting with is this: what if your next source of [pipeline](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/) is already out there, and your buyer is already in it? ## The 70% problem Here's something we all know but rarely act on. Seventy percent of the [buyer journey](https://www.revenueoperationsalliance.com/aligning-revenue-teams/) happens before a prospect ever enters your funnel. These decisions are forming outside of your control, in spaces you probably aren't present in. They're happening in Slack channels when someone asks, "Does anyone use this vendor?" They're happening in buying committees that build shortlists before a single demo gets booked. They're happening in mentoring relationships and executive roundtables where your category gets discussed regularly, and your name either comes up or it doesn't. The question worth asking is whether you're present in the spaces where decisions are actually forming. Because if you're not, your competitor probably is. ## Build, buy, or borrow You're probably familiar with the build-buy-borrow framework when it comes to technology or market entry. The same logic applies directly to [community](https://www.revenueoperationsalliance.com/case-study-colin-veerkamp/). You can build one. A customer ecosystem, an advisory board. Solid long-term play, but it takes 18 to 24 months to get any real traction. You can buy one. A media property, a newsletter, an existing audience. Expensive, and rarely the right move for a revenue team trying to move the needle this fiscal year. Or you can borrow one. Go to where your [buyer](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) already gathers, where they've already invested their trust, and where they're already making the early stages of purchasing decisions. Places like RevOps Alliance, Wednesday Women, PayTech Women. Professional and industry associations that your best prospects already belong to. These communities took decades to build. You can get inside them next quarter. The borrow strategy is the fastest path to [pipeline](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/), and it's the one that almost nobody is doing systematically. That's what I want to walk you through. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) ## Introducing the DEER framework DEER stands for Develop, Engage, Activate, Retain. It's a system that works whether you're building your own community or operating inside one you've borrowed. Each letter maps to an outcome your revenue team actually cares about: pipeline, deal acceleration, and retention. Let's go through each one. ### Develop: find the right communities and the right people within them There are two main buckets here, and both are worth your attention. The first is peer professional communities. Think RevOps Alliance, Win/Loss communities, [GTM](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/)\-specific networks. These are places where your buyers go to learn, to vent, to get advice, and to get vendor recommendations. A GTM software company recently tapped one of these networks to find advisors for a new AI offering. That relationship started inside a borrowed community, not through traditional outbound, and not through something they built themselves. The second bucket is the more underutilized one: nonprofits and industry associations. Women in Revenue. PayTech Women. The National Optometry Association. The vertical associations that your buyers actually belong to. If you sell optometry software, you might be surprised how many companies in that space never think to engage with the optometry association. The key question in the develop step is where your buyer spends their time. That's where the 70% is happening. To make this concrete: before speaking at this event, I mapped out the associations that would be most relevant to each of the other speakers and sponsors. Aventive's buyers are correctional officials, so the American Correctional Association is where those buyers vest their trust. Kinnini's buyer is the CIO, which points to the Society for Information Management. Shook sells to L&D professionals, which means the Association for Talent Development is where their buyers go for professional development and education. Every single one of those associations has a flagship member program worth sponsoring. Might be a mentoring program, a certification track, or a leadership series. That's where the Engage step comes in. [The hidden costs of revenue tech sprawlAn actionable eBook breaking down the true cost of disconnected sales tools, featuring expert insights and proven consolidation strategies from revenue leaders.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-04d8b59c-9f28-42fa-b31f-4f4e8a7eb535.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Revenue_Tech_Sprawl_Sponsored_eBook-Supporting-Assets_Meta-81dce519-ceb6-4f7e-a653-fdea1507331c.png)](https://www.revenueoperationsalliance.com/the-hidden-costs-of-revenue-tech-sprawl/) ### Engage: climb the ladder, don't just plant a logo Engagement is a ladder, and most companies show up at the first rung and stop. They put a logo on a banner, call it a sponsorship, and wonder why nothing happens. The real ladder has three rungs. The first is participation. Contribute [content](https://www.revenueoperationsalliance.com/what-is-sales-content-management/), speak at events, become a known name in the community as a peer and an expert. The emphasis here is on peer and expert, not on vendor pitching whatever you sell. The second is sponsorship. Sponsor events, chapter programs, content series. A strong entry move is offering complimentary tickets to the association's annual conference, maybe even a small travel stipend. You're giving before you ask, and you're associating your brand with something these members genuinely care about. The third rung is owning the moment. This is the naming rights play, and it's the highest leverage move in the entire framework. Stop being a vendor on the edge of a community and become part of its actual identity. Here's what that looks like in practice. At Art of Mentoring, we sponsored the PayTech Women Mentoring Program. PayTech Women is an association of women executives in fintech and payments, with members from some of the largest companies in the space. Because of the success of that program, we were invited to present to their board and speak at their annual conference. Board members from JPMorgan Chase, Mastercard, and major fintechs. We didn't pitch our way into that room. We earned it by owning the program their members valued most. Another example from a different industry: Postal, a corporate gifting platform, partnered with Wednesday Women, a community of senior women executives, and co-created a bespoke event series that included custom-curated gifts. They were literally demonstrating what their platform does to the attendees. That partnership is still running two years later. Mission alignment, bespoke design, measurable outcomes. ### Activate: structure the peer moments, don't wait for them Activation is where community presence starts converting into pipeline. And the key insight here is that peer-driven buying moments don't just happen organically. You can structure them. There are three moments worth understanding. The first is the committee vetting you before you're in the room. Procurement committees ask peers about vendors before a salesperson ever gets a meeting. If you're not inside the community, you don't make the shortlist. The second is the dark social gut check. A buyer posts in a Slack channel or association forum asking if anyone's used your product. That thread moves or kills your deal entirely outside of your CRM, outside of your knowledge, outside of your control. Your rep might mark that opportunity as "no budget" without ever knowing the real reason it went cold. The third is the advisory board vouch. A board member personally tells a prospective buyer, "we use them, they're good." That short-circuits the entire evaluation cycle. Community-sourced deals close faster because trust is established before the first sales conversation, not during it. To structure these moments, give your best community relationships a tiered path to do more with you. Allies are your entry level: they give testimonials, make quick intros, are easy to activate, low ask. Strategic partners co-market and co-sell, show up at events, contribute to your content, and introduce you to their network deliberately. Founding champions are the highest tier. They help build new offerings and open rooms you couldn't get into alone. When a committee is vetting you before you even know a deal exists, it's the founding champion doing their job. Here's the practical part: these tiers map directly to your borrowed communities. Your RevOps Alliance connection can become an ally. Your PayTech Women board contact can become a founding champion. And you can build this structure in 30 days using relationships you already have. [85% of your CRM loss reasons are wrongThe gap between what reps log and what buyers actually say.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-a21f9fa1-72c6-4f8e-9b34-ad6319f875c6.png)Revenue Operations AllianceSpencer Dent![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta--4--0de0a9fa-950b-4708-b1e4-ff7226662fd2.png)](https://www.revenueoperationsalliance.com/85-of-your-crm-loss-reasons-are-wrong/) ### Retain: community presence as your competitive moat Retain is where community presence becomes something your competitors can't easily replicate. And it's the argument worth taking back to your leadership team. In most mature categories, products are more similar than sales teams want to admit. When your product is relatively comparable to a competitor's, the tiebreaker often isn't a feature. It's trust. It's presence. It's who showed up at the association conference, who sponsored the mentoring program, who's known by name inside the community your buyer belongs to. Consider two vendors with similar features. Vendor A has no community presence. Vendor B sponsors the annual mentoring program, presents at chapter events, and is a familiar name in the buyer's world. Vendor B wins. Often. And here's the retention piece that makes this a genuine moat: leaving Vendor B doesn't just mean switching software. It means leaving a network. Their colleagues know Vendor B. Their association conference features Vendor B. Their mentoring program carries Vendor B's name. Switching has a social cost, and that changes the calculus entirely. There's a reframe here that I think is worth sitting with. Client satisfaction is passive. You survey it, report on it, celebrate your NPS score. But satisfied customers don't necessarily become advocates. Invested customers do. Investment means they put something in. Time in a mentoring relationship that carried your brand. A seat at a conference you sponsored. A peer intro they made on your behalf. When that happens, they're invested in your success. Develop, Engage, Activate, and Retain through community, and you're creating investment. That's a fundamentally stickier thing than satisfaction. ## The flywheel this creates When you put DEER together, it creates a compounding system. Community participation leads to advocacy. Advocacy leads to referrals and new customers. New customers, retained and expanded, feed back into more community presence. Every community relationship you develop today is an asset that pays dividends across pipeline, deal velocity, and retention simultaneously. This is the difference between community-led growth as a real GTM motion and community-led growth as a marketing side project. The motion is deliberate, structured, and measurable. ## How to measure it Three categories of metrics are worth tracking here, but two deserve the most attention. The first is time-to-close delta: the difference in sales cycle length between community-sourced deals and your average opportunity. In our experience, community-sourced deals close faster because trust is already established. Tracking this delta gives you a concrete business case for the investment. The second is advocate-to-deal ratio: how many active advocates you need to generate one deal. This helps you understand the scale of the community motion you need to build and gives you a target for how many relationships to develop and tier. Both of these metrics connect community activity directly to revenue outcomes, which is exactly the conversation you need to have with your board or your CFO. [Why collaboration is the real engine behind revenue growthWhat happens when accountability and authority don’t line up.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-eb39e1d3-5434-4141-b4e8-690190582907.png)Revenue Operations AllianceDominic Grounsell![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta--5--3131b0d5-0502-4892-ae1c-f0b72a23d979.png)](https://www.revenueoperationsalliance.com/why-collaboration-is-the-real-engine-behind-revenue-growth/) ## Four things you can do on Monday You don't need to wait for a strategy offsite or a new budget cycle to start. Here's what you can do this week. First, map the communities your buyers belong to. Not where you think they should be, but where they actually spend their time. Industry associations, peer networks, professional communities. Do the research. Second, pick one of those communities and show up. Participate, contribute, offer tickets to an upcoming event. Start building presence as a peer, not as a vendor. Third, find their highest-value member program. This takes some digging. It might be a mentoring program, a certification track, or a leadership series. It often hasn't been sponsored before, which means there's an opening. That's your naming rights opportunity. Fourth, identify your 10 most invested customers. Not your happiest, but your most invested. The ones who are genuinely bought into your success. Give them a formal tier and give them a path to do more with you. ## The shift that matters Traditional revenue thinking leans heavily on more reps, more spend, more activity. Modern revenue thinking leans into more trust, more relationships, more advocates. The most scalable growth engine isn't your sales team. It's a community of customers and a borrowed community of prospects who trust each other more than they trust your marketing. Develop the right relationships. Engage with genuine value before you ask for anything. Activate those relationships into pipeline and peer-driven buying moments. Retain customers by making community presence part of your competitive identity. The companies that win over the next decade won't necessarily have the biggest funnels. They'll have the strongest networks. And the good news is, those networks already exist. Your buyers are already in them. The question is whether you are too. --- *Bijay Alex Mathew, Chief Revenue Officer, Art of Mentoring, gave this talk at our Chief Revenue Officer Summit, Austin, 2026\.* ### AI for Revenue Leaders Report 2026 URL: https://www.revenueoperationsalliance.com/ai-for-revenue-leaders-report-2026/ Last updated: 2026-09-04T20:33:47.000Z Key data from global revenue leaders on what AI has actually earned and what the teams converting it are doing differently. Free download. # Can you show AI in your revenue numbers? Adoption of AI among revenue leaders is nearly universal in 2026, yet only 5% can demonstrate a significant, measurable impact on revenue. The distance between implementing AI and achieving real financial results is an operating model and leadership challenge. This report shows what separates the two, plus the **90-day plan** top-performing teams use to close it. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/XUbD4oX-bswZbqFVxsBvhA/ZwH5w9TC4Q9QUA9-Ib7BK5Sze_ji7X-rFtI_UqRLw4LIIVrEaFPzYLG6aN13ta5-UMdaEO0UOdvMkpRo2rbQzBsrbYrSYhGPih3eGzCt06lCGNcqOw_mm3j1apdTjrQl9n3d5zcFBcHhmkrrmZBMqZ3NPZvWqpAwl0JesJUCLoqA5t4OghuFNcLbBB_nk8Mc/q-jRka1oOiWA2Y8pmNQEWqYbzk87UaUtbbKeQMJIfEs) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/fRIvKjy_40vTkXYLBfj7lQ/lVpqRrPJ3DYUFIafyZpA1aDoPO5_sOQrrj0mfRDnDTOEzHREIXVe0x48kZcdVJT40C1H65cWp81AvKSnaC3PsDCfdANGOqWQnQSKog5aFZWuIIQSjVoFLPry93x3gHQXXqdtxhLVcDzWnmIsViKwSHkmRcYub39GI2_rXdPsDw8TWzOm7B-rKHW5-KR6TqIL/4iewFbgM3O8VP5Tfbyfn7mW5W_60XEathqWydVkQeEo) ## AI for Revenue Leaders 2026 Report In 2026 the question stopped being whether the revenue org uses AI. Boards and CFOs want to know what the spend bought: pipeline, win rate, cycle time, and forecast accuracy. Most revenue organizations do not have a good answer, and the reason is consistent. They bolted AI onto a system of record instead of building the system of context underneath it, then measured hours instead of revenue. This report sets the honest baseline, names what separates the 5% from the 53%, and closes with a **90-day plan** for a leader starting or restarting an AI program without blowing a quarter. [Find out why](#download) ## Produced in partnership with \*\*Headline partner \*\* - [Hyperbound](https://www.hyperbound.ai/) **Additional partners** - [Von](https://www.von.ai/) - [monday.com](https://monday.com/) - [Traction Complete](https://www.tractioncomplete.com/) Revenue Operations Alliance and its sister communities under the Alliance umbrella have been publishing trusted, authoritative reports across industries and business functions for years. [Uncover the data](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/BaMcgD8H7gCdolX5NOcJ2w/4v_bozLD9Gzo_slQQh9qFLq8drrjiyh-bOyZw2lMtyzFZZbu7_LL3GvfUrOpzfmnfK0LZLwOSFZUOp32_Za2JtjplCm2OgdNM16sCGu-2090HjSaOG0oPXwGK0SumnL4tsIL-9TSs80Q-jCLQRCdzNAPKOryZy2QajMwnYcxWu3Y9-e6lNpEkhzD6JUcpdyo/b9s605xT5Le-_hDMDB8R4mF7hP3DP34hObRwAIKQUrM) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Nearly two-thirds are confident AI will deliver measurable revenue impact within 12 months. **Confidence is running an order of magnitude ahead of proof.** (Page 22) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) A **90-day plan** of six moves, sequenced so trust builds before stakes and proof arrives before scale. (Page 54) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Skills and data tie as the top barrier at 32% each. **Budget comes dead last at 4%.** Revenue teams are not saying they'd do more with more money. (Page 50) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Nearly half sit at task-level AI, and only 5% describe **autonomous agents operating as part of the team.** (Page 11) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) **Three claims a revenue leader can defend in front of a board**, and how to pick the one your ownership, data and appetite for change can actually support. (Page 24) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **scarcest role in the revenue org right now**, which most teams haven't defined yet, and why that's the reason 47% report no hiring change. (Page 38) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) More than a third of teams **don't formally measure AI ROI at all.** Of those who measure anything, the most common metric is the one that looks like ROI without ever connecting to it. (Page 19) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The single most common answer to "who owns AI strategy for the revenue org" is nobody. **37% have no clear owner**, and the ownerless teams cluster at the bottom of every impact measure in the survey. (Page 34) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The four-rung **ladder between an hour saved and a dollar earned**, and why most teams instrument the bottom rung and call it the climb. (Page 21) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) What a **system of context** has to hold before an agent can be trusted with it, and why no amount of better tooling rescues a team that skipped the architecture. (Page 26) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Just 5% of revenue leaders can show significant, quantified impact on a revenue metric. **53% report productivity gains tied to nothing.** (Page 17) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) 74% of leaders keep AI at "nowhere" or "low-risk touchpoints only." Why that caution is rational and also, mathematically, **the ceiling on impact.** (Page 31) [Dive into these insights](#download) ## Get yours now The report is free. No paywall and no trial. Enter your details and the full 62 pages arrive in your inbox within a minute, yours to keep, forward to your team, and take into your next planning session. The window for saying you are still figuring out your AI strategy has closed. The window for building one that shows up in the numbers is open for roughly the next twelve months, while most of your peers are still reporting adoption rates instead of outcomes. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/8Qx3nihd8wCbiTi4eV-2iA/XExEPxcek3hxcsSn1a95QvLn-F7I8Lp6HB-HZPsXlv9WX9sQLrHW3gxE5fsG6vE7PCoSgrDu5uvAXpM2k4hrtyNzu_22EB4hevYyxtjALT3KzEYsAlfCsj_nukdLAhZsF55hy4IXUIptWnmgxHzPEMf5Tf0A_KyodmaNikXPMvTBwsMA_bIclEd-QORaWlhm/XcSjv7y8ek5Mp2KlGtUs79ob0oNqF9dazGjhpvA8k_Y) [Send me the report](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/8Qx3nihd8wCbiTi4eV-2iA/XExEPxcek3hxcsSn1a95QvLn-F7I8Lp6HB-HZPsXlv9WX9sQLrHW3gxE5fsG6vE7PCoSgrDu5uvAXpM2k4hrtyNzu_22EB4hevYyxtjALT3KzEYsAlfCsj_nukdLAhZsF55hy4IXUIptWnmgxHzPEMf5Tf0A_KyodmaNikXPMvTBwsMA_bIclEd-QORaWlhm/XcSjv7y8ek5Mp2KlGtUs79ob0oNqF9dazGjhpvA8k_Y) ## Get yours now The report is free. No paywall and no trial. Enter your details and the full 62 pages arrive in your inbox within a minute, yours to keep, forward to your team, and take into your next planning session. The window for saying you are still figuring out your AI strategy has closed. The window for building one that shows up in the numbers is open for roughly the next twelve months, while most of your peers are still reporting adoption rates instead of outcomes. [Send me the report](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ### How AI is changing RevOps and GTM URL: https://www.revenueoperationsalliance.com/how-ai-is-changing-revops-and-gtm/ Last updated: 2026-08-21T17:09:32.000Z March 18th. That's the date everything changed for me. Our CTO sent a company-wide [email](https://www.revenueoperationsalliance.com/10-account-based-marketing-email-examples-to-level-up-your-campaign/). Subject line: *New AI Tooling Coming Your Way*. In it, a brief description of Claude 101 (here's how you use it) and Claude 102 (want to get fancy? Download the desktop app). And just like that, every single person in our company had unfettered access to Claude Enterprise. No rollout plan. No training program. No governance framework. Just... here you go. I've been doing this for 25 years. In that time, I've never once rolled out a [tool](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/), a process, a program, or a system without some kind of plan behind it. I've never turned on Salesforce and told people to go figure it out. But that's essentially what happened here. At first, I was excited. I'd been pushing for Claude access for a while, wanting to hook it into Clay and do all kinds of things I'd been dreaming about. But that excitement faded pretty quickly when I realized what "everyone has access" actually means in practice. Because I'm a control freak. And if you're in RevOps, you probably are too. You want tools rolled out a certain way. You want processes. You want systems. You want people using the right tools in the right way, not going rogue with something that isn't part of your SSO, that nobody approved, that's creating data in places you don't even know exist. So yeah, the anxiety set in fast. ## The chaos arrived within three days By day three, someone had set up an auto-responder using Claude. An internal email went out that was, let's say, less than diplomatic. Something along the lines of declining a meeting because there was no agenda. Blunt. Rude, even. And when the recipient pushed back, the sender said, "Oh, Claude did it." IT scrambled to add some [governance](https://www.revenueoperationsalliance.com/ai-and-the-art-of-b2b-marketing-privacy-governance-and-opportunity/). Read/write access suddenly felt like a much bigger deal than it had 72 hours earlier. That story is funny in hindsight. But it also captures exactly what's at stake. And it's playing out in companies everywhere right now. Here's what I keep coming back to: companies are about to scale the wrong thing. When every go-to-market person has an [AI](https://www.revenueoperationsalliance.com/ai-doesnt-fix-broken-revenue-systems-your-revops-team-does/) teammate, what's keeping your company operating as one company? Because right now, without the right architecture and governance in place, you're not scaling productivity. You're scaling silos. You're scaling inconsistency. You're scaling chaos, just faster. People are excited. They're diving in. They're building their own little workflows, their own mini automation setups, their own data dumps to SharePoint folders nobody else can find. And they think they're being more efficient. But what they're actually doing is creating a version of my teenager's closet, where everything looks contained from the outside until you open the door and it all falls out on you. ## The signals problem underneath the AI problem Before we get into how to fix this, I want to name something that I don't think gets enough attention. Companies don't actually have an AI problem. They have a signals problem. They have a data connectivity problem. They have missing data, poor hygiene, inconsistent definitions, and fields that only the admin truly understands because the institutional knowledge lives in someone's head rather than in documentation. I ran a LinkedIn survey asking people what they were most worried about when it came to AI rollouts. Bad data came up. Governance came up. Productivity concerns came up. You know what almost nobody mentioned? Customer experience. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) That bothered me. Because when you think about what's actually at risk here, the emails that could go out to customers, the inconsistent messaging, the gaps in context that AI fills in with something plausible but wrong, the CX implications are real. And they should be front of mind. Every process, every [customer journey map](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/), every piece of tech sits on top of your revenue engine. If the foundation has cracks, AI doesn't fill them. It just moves faster over them. _This post is for paying subscribers only._ ### The hidden costs of revenue tech sprawl URL: https://www.revenueoperationsalliance.com/the-hidden-costs-of-revenue-tech-sprawl/ Last updated: 2026-09-04T20:32:54.000Z An actionable eBook breaking down the true cost of disconnected sales tools, featuring expert insights and proven consolidation strategies from revenue leaders. # Reclaim the selling time your tools are eating Every tool you added was supposed to help. Instead, your reps spend 42% of their time on admin, your data lives in five places, and nobody trusts the forecast. This guide shows you exactly what that fragmentation really costs, and how to get those hours back. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/rgUYzpKgJRVpg14GRLxE5w/ZkHRySkwGbIRC4vqJ599PC7X1IBMHIBsgE8JnRh4ewvDHkHyjafKT29kAGC_MeYJPxUPfMhYo2fzDCsyMaZz-QiWTooy68K-INsTzBXzvwCVuiz4oJMFUPEgdsR0-px0Qz78k50efjJBfdmXlK-FXqUhIQDSaVPK7NKjCB_wKkrkxdLSh6lb3IQZEPALxTtHrnhXe_WNj3wXb5Y0PuXf4Q/FPOY09cRrMTuMz_fDWnCtBlFmhw0Y9Uk3nWpSQlOhT8) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/P9lgt__fXYQAQWIK8a52kw/1kXFT90sWrc3XhhWSpEcYdw8L6qJJvbnZulZI0huMjrNlwq-unvwnii9wJQH_vIfVtVC2V7AN5jxMxqPUrHqau4YB3sLKI6bISEtJSnTkngA1Axmi9XZmL4EfA5394_YWf-wwPqkOHGmay7bnSpegcoixv7ACnEW_NliXmrokuj2LBPzue0WsUDDlA4GtqNouNJlBsEDCDGbeNVwbavjSPpZoDePPz5hR0MzZRbEl0M/GN43NB5zVqpb25uIIK7LJEHJiioufkbNUvLF5xr8jVo) ## Your efficient playbook Inside, you'll find a step-by-step consolidation playbook used by revenue leaders at companies like Siemens and Pax8, plus five detailed case studies showing teams who reclaimed thousands of hours and achieved up to 12x ROI, with the exact moves they made to get there. [Give me my copy](#download) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **one system** you must get right before anything else will work – and why a rigid choice here limits everything wired into it. **(Page 15)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **four characteristics** that separate a strategic stack from expensive chaos. Is yours missing any? **(Page 6)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **adoption cost** that never makes it into any business case – and why it always falls on RevOps when it fails. **(Page 9)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) How one property developer saved **5,850+ hours annually** by replacing spreadsheets and inboxes with one connected system. **(Page 17)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **silent time thief** stealing 42.3% of your sales team's working hours – and it's not what you think. **(Page 3)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **shelfware signal** that reveals your stack isn't working – and where to find the budget you've already been paying for. **(Page 9)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **"Frankensteinization" effect** that leaves you with seventy-five tools, crazy spend, and no good data. **(Page 14)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **30-minute daily drain** that's costing your 20-person team more than a full headcount's worth of selling capacity. **(Page 8)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **"If it's not in monday.com, it didn't happen"** philosophy that helped BioPak run 20,000 automations per month. **(Page 18)** [Give me my copy](#download) ### Why collaboration is the real engine behind revenue growth URL: https://www.revenueoperationsalliance.com/why-collaboration-is-the-real-engine-behind-revenue-growth/ Last updated: 2026-08-26T10:20:34.000Z [Revenue](https://www.revenueoperationsalliance.com/the-hidden-costs-of-revenue-tech-sprawl/) is a team sport. I know that sounds like something you'd see on a motivational poster, but stick with me, because the evidence backs it up and so does my experience across some of the most complex organizations I've worked in. I've spent my career in large, matrix-structured businesses. Unilever, BT, various financial services firms, a major global gambling group. And for the past seven months, I've been at Post Office, which is arguably one of the most complicated organizations you could walk into right now. Three hundred years old, eight thousand postmasters in our network, roughly 290 products spanning retail, financial services, government services, mail and parcels, and a very public transformation agenda following the Horizon scandal. [Collaboration](https://www.revenueoperationsalliance.com/season-4-wrap-up-ai-alignment-collaboration-with-sandy-robinson-video/) isn't just a nice idea in that environment. It's the only way anything gets done. So I want to share what I've learned, some of what's worked, some of what hasn't, and the practical frameworks I've been building to make cross-functional [alignment](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) actually stick. Nothing I'm going to say is groundbreaking. But the number of businesses I've seen that know these things and still don't do them is genuinely surprising. ## Why the pressure to collaborate has never been greater Think about how much faster everything moves now compared to even 15 years ago. When I started out selling shampoos and bleach at Unilever, you could turn your laptop off at the end of the day and go home. No ecommerce dashboards to check at midnight. No constant stream of operational alerts. It was, by comparison, pretty pedestrian. Now, every role I've had for the past decade and a half has felt like a constant sprint. [Markets](https://www.revenueoperationsalliance.com/navigating-market-waves/) are volatile. [Consumer behavior](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/) shifts faster than most businesses can respond. The technology landscape keeps evolving, and every time you think you've caught up, something new arrives. I can remember when ecommerce was the new thing, then cloud, then app-based businesses, then big data, and now AI. The treadmill never stops. Customers aren't comparing you to your direct [competitors](https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/) anymore either. They're comparing you to the best experience they've had anywhere. That raises the bar considerably, and it means the pressure to stay ahead is constant and unrelenting. All of that creates a simple truth: no commercial leader can do this alone. You need the whole organization moving in the same direction, and you need it to move fast. That's why collaboration matters, and that's why getting it right has been central to everything I've been trying to build at Post Office. McKinsey research suggests that companies that collaborate well are typically 20-25% more effective. Gartner has found that organizations with well-aligned objectives perform better at both winning and retaining customers. And there's a mountain of Harvard Business Review research pointing to the same conclusion: businesses where people actually work well together have a meaningful advantage. None of that is a surprise. What is surprising is how rarely it happens in practice. ## The orchestrator and integrator mindset When I think about my role as a commercial leader, I think about it in two parts: orchestrator and integrator. The orchestrator piece is about the what and the why. Creating a compelling vision of where the business is going, articulating a [growth](https://www.revenueoperationsalliance.com/scaling-vs-growth-the-key-differences/) story that people can believe in, and then walking that story around the organization until people genuinely feel connected to it. That last part matters more than most leaders give it credit for. Belief is the foundation of collaboration. If people don't think you can actually get where you're saying you're going, they're not going to come with you. At Post Office, after years of negative press, significant public scrutiny, and pretty anemic growth, getting people to believe that strong double-digit growth was possible took real effort. It meant going into conversations at every level - functional, team, individual - and helping people draw a clear line between what they were doing day to day and the bigger growth story. That's not a one-time communication exercise. It's an ongoing commitment. The integrator piece is about the how. And this is where a lot of commercial leaders, myself included at various points in my career, fall short. Because integration can't just be a mindset; it has to be structural. It has to be built into the way the organization actually operates. I see my role at the exec table as one of the few people who can hold the commercial lens across the whole business. The CEO needs someone who can look at the full picture and consistently bring it back to commercial imperatives, because those should be the primary filter for prioritization across the group. But holding that lens is one thing. Building the architecture that makes it real is another. [Which CRM should you actually be using?A framework for decision-making, sharing a real story, and giving you some honest perspective on the questions that keep coming up in our community right now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-868f50b7-1862-4f43-9e93-b0ed4cf972c0.png)Revenue Operations AllianceKatyusca Barth![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Alexis-Faughnan--2--28613fc6-9cee-47ff-9b32-8b4feeaa740a.png)](https://www.revenueoperationsalliance.com/which-crm-should-you-actually-be-using/) ## Building an architecture for collaboration This is the part that people tend to skip, or at least underinvest in, because it feels bureaucratic. It's not the exciting stuff. But it's the stuff that determines whether collaboration actually happens or just gets talked about in leadership offsites. **Integrated plans.** Post Office, when I arrived, was a fantastic example of siloed thinking in action. Every function had its own set of initiatives, most of which didn't connect to anyone else's. The first and most obvious fix was bringing everything into a single visible plan so that everyone could see what everyone else was working on. The reaction was telling. > People were saying things like, "I didn't know you were doing that," or "Please don't do that while I'm doing this; you'll ruin my project." Projects had been overlapping for years, creating huge inefficiency and opportunity cost. Bringing it together surfaced all of that and created the starting point for genuine alignment. **Objectives and KPIs.** If you've got a growth story, you need to translate it into objectives that people can actually understand and get behind. Not corporate jargon. Just clear, straightforward language that connects to what people do every day. One of the best examples I've seen of this was at Capital One, where I worked in financial services. Every year, without fail, four objectives. Clearly articulated. And every function was expected to align to those four things, regardless of their own agenda. The rule was simple: if you can't draw a line between what you're doing and one of the four objectives, you don't do it. Powerful in its simplicity. At Post Office, I've been trying to reorient the whole business around three measures: volume, value, and mix. If we can drive volume and value, the top line follows. Getting everyone thinking through those three lenses has been harder than it sounds, because cultural inertia is real and people hold tightly to the metrics they've always used. But the simplicity is the point. The simpler the KPIs, the easier the alignment. **Processes and cadences.** I'll admit I wasn't a process geek at the start of my career. I had to learn the value of mapping out who does what, where the decision points are, how risk gets managed, and what happens in what order. But once you see what happens when processes aren't documented or followed consistently, you become a convert pretty quickly. At Post Office, we were seeing big commercial wins that we couldn't replicate because nobody followed the same process twice. The lack of repeatability was directly hurting commercial performance. Mapping those processes, getting clarity on sequencing and ownership, and then building the right cadences around them to make sure the right people were in the right conversations at the right time, that's been a significant unlock. Alongside that, getting the right people in the room and only the right people. I've come across meetings with 80 people on a staircase call, which is as unproductive as it sounds. Slimming down the number of people involved in any given process is just as important as making sure the right ones are there. **RACI frameworks.** Nobody loves doing a RACI. It's one of those things that feels incredibly tedious and bureaucratic, and that's exactly why it so often doesn't get done. But when it is done well, it removes a huge amount of friction. The most important question in any RACI, for me, is who sets intent. Who calls the ball? Who says what we do and when? At Entain, the global gambling group I worked at before Post Office, we had four different departments who all believed they were the ones setting direction. Commercial, [Marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/), [Pricing](https://www.revenueoperationsalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/), and Technology were all operating with their own agendas. The most important thing we did was establish clearly that Commercial drives intent, because Commercial is accountable for the outcome. Everyone else enables that intent. Once that was settled, the hobby projects stopped, the misaligned priorities started to clear, and the organization could actually move in a consistent direction. **Enablers.** The final piece of the architecture is the tooling and infrastructure that makes everything else work without requiring enormous manual effort. Analytics platforms, data visualization tools, workflow tools. At Post Office, even getting basic trading reports in front of the right people was a meaningful step forward, because people could finally see what was happening and respond to it. Building out the data and analytics capability properly is going to allow faster decision-making, more agility, and a significant reduction in the administrative overhead that currently takes up far too much of people's time. ## Collaboration doesn't stop at your front door One thing I've seen consistently across the businesses I've worked in is that leaders invest a lot of energy in fixing internal ways of working and then treat the external ecosystem in a much more relaxed, organic way. The rigor doesn't extend to partners, suppliers, and joint ventures in the same way it does internally. And that's a mistake. At Post Office, we have white label financial services relationships, partnerships with major retailers like Tesco, Asda, and Morrisons, and a network of eight thousand postmasters. Managing all of that effectively requires the same intentionality you'd apply to internal collaboration. The questions you need to answer are the same: who are you working with today, who do you need to be working with in two, five, or ten years, and how are you going to structure those relationships to actually deliver value? And because we operate under public procurement law, where bringing on a new supplier can take 15-20 months, thinking long-term about the external ecosystem isn't optional. It's a requirement. Once you've got your partner landscape mapped, apply the same collaboration architecture externally that you've built internally. Are you thinking about RACIs with your partners? Do you have clear processes and cadences for how you work together? Is there a shared view of what success looks like and how you're going to measure it? If you can build that foundation of predictability and delivery in your external relationships, you create the conditions to genuinely maximize value from those partnerships over time. Adding services, evolving the relationship, finding more value in the contract. That's where the real upside lives. [Why AI in go-to-market has crossed a new thresholdWe’ve moved from AI that observes and reports to AI that actually learns and executes. That shift is more significant than most people realize![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-e55cd3bc-90b6-4137-96bc-a5ee1b205e7d.png)Revenue Operations AllianceVinay Wagh![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Alexis-Faughnan--3--0a0b9698-c67d-4a7c-a6a7-c5fec7b21045.png)](https://www.revenueoperationsalliance.com/why-ai-in-go-to-market-has-crossed-a-new-threshold/) ## Where to start: auditing your current capability If you're reading this and thinking about how to apply any of this in your own organization, the first step is an honest audit of where you are right now. Look across all the dimensions we've talked about: the direction-setting and vision communication, the frameworks and processes, the cadences and decision-making structures, the external ecosystem. What's working? What's clearly broken? Where are the biggest gaps between what you know you should be doing and what's actually happening? Then, and this is the bit I'd really emphasize, don't try to fix everything at once. Pick the one thing that will generate the most visible impact and start there. That tentpole activity creates momentum and, crucially, it creates belief. People see something change for the better; they hear from colleagues that the new way of working is actually useful, and suddenly you've got the mandate to go further. For me at Post Office, that first step was simple: bringing people from outside the commercial function into trading conversations and planning sessions. Legal, product, compliance, people who'd never been part of those discussions before. The effect was immediate. Better decisions, because we had more perspectives in the room. And a clear signal to the organization that something was genuinely shifting in how we operated. From that starting point, broader changes became easier to introduce. People were already seeing the value. The skepticism that greets most change programs was significantly reduced because there was evidence, not just rhetoric, that the new approach was working. ## Incentives shape behavior, full stop One question that came up in the room when I shared these ideas was about salespeople who are deeply individual in their orientation and resistant to team-based ways of working. It's a real challenge, and one I've seen in multiple organizations. My first question is always: how are they incentivized? Because if the reward structure is entirely individual, you'll get individual behavior. That's rational, not a character flaw. If you want people to collaborate, you need to build collaboration into what they're rewarded for. That means balancing individual targets with company-level outcomes in the incentive structure. It's not easy to do, especially in sales cultures where individual commission has been the norm for a long time. But if the incentive structure only rewards individual performance, you'll keep getting individual performance. The structure drives the behavior. [85% of your CRM loss reasons are wrongThe gap between what reps log and what buyers actually say.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-794eb75c-8da9-4686-8cf8-db62730ff936.png)Revenue Operations AllianceSpencer Dent![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta--4--48e93bea-8fb6-474e-8df8-880600541cf0.png)](https://www.revenueoperationsalliance.com/85-of-your-crm-loss-reasons-are-wrong/) ## Accountability and authority go together The other question that came up was about who should actually be in charge when multiple functions all believe they have a stake in the direction. My answer is straightforward: whoever is accountable for the outcome. If you're the person who has to stand in front of the board and explain why targets weren't hit, you're the person who should be setting direction. Accountability and authority need to be aligned. When they're not, you get the worst of both worlds: people with authority who aren't on the hook for results, and people on the hook for results who can't actually control what happens. As a commercial leader, I moved into general management partly because I wanted to be the person saying yes or no, not the person asking permission. If you carry the jeopardy, you should carry the power. ## The bottom line Pretty much everything I've done in my career that I'm genuinely proud of has been done with a team. The numbers I'm most satisfied with, the transformations I remember most fondly, the problems that actually got solved properly. All of it was collaborative. That's why I believe this matters, and why I've spent the first seven months at Post Office building the foundations for it. Collaboration can be a genuine source of competitive advantage. The research supports it. The experience backs it up. And for anyone carrying heroic growth targets this year, getting the architecture right, internally and externally, might be the most important thing you do. It won't happen by accident. It rarely does. But if you build it deliberately, with the right frameworks, the right incentives, and the right starting point to generate momentum, it can be the unlock that everything else depends on. ### 85% of your CRM loss reasons are wrong URL: https://www.revenueoperationsalliance.com/85-of-your-crm-loss-reasons-are-wrong/ Last updated: 2026-08-26T09:55:41.000Z [Win-loss analysis](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) only works when it comes from the people who actually made the buying decision. I'll be upfront: I run Close, a win-loss analysis platform. We've conducted over 50,000 win-loss interviews. So when I talk about this topic, I'm drawing on a pretty significant body of evidence. But the reason I care so much about it goes back further than Close. It goes back to a company called Qualtrics. Before starting Close about eight years ago, I worked at Qualtrics. A survey company. And the irony was almost painful. We were helping other businesses understand why their [customers](https://www.revenueoperationsalliance.com/turning-customer-insights-into-revenue/) were happy or unhappy, why they were winning or losing deals, and yet internally, we had absolutely no idea why we were winning or losing our own deals. We were flying blind while selling the tools that help others see clearly. That experience taught me something important. In B2B environments, surveys aren't a particularly effective way to understand your buyers. You need better mechanisms. You need to actually talk to people. That's what win-loss analysis is really about. ## So what is win-loss analysis, really? At its core, win-loss analysis is the practice of going directly to your buyers to understand why they chose you, or why they didn't. That last part matters. It has to come from buyers. Not from your reps. Not from your [CRM](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/). From the people who sat on the other side of the table and made the decision. As a CRO, win-loss is one of the most powerful tools available to you. Here's why: it gives you the evidence you need to get the rest of the organization working toward your number. When you can show product what's broken, show [marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) what's missing, show pricing where you're losing on value perception, all backed by direct buyer feedback, you stop having internal debates and start making decisions. The voice of the customer cuts through the politics. From a sales leadership perspective, it gives you the winning recipe. You can see what your best reps are doing, replicate it, and train new [reps](https://www.revenueoperationsalliance.com/78-of-reps-missed-quota-heres-why/) on it. You can understand your competitors in real depth. You can identify where your team is strong and where they're leaving deals on the table. [The hidden costs of revenue tech sprawlAn actionable eBook breaking down the true cost of disconnected sales tools, featuring expert insights and proven consolidation strategies from revenue leaders.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-25f5d1ff-05a6-4719-baf9-0b5a4d4c0ee1.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Revenue_Tech_Sprawl_Sponsored_eBook-Supporting-Assets_Meta-e898cc5d-dea2-464a-bbfe-ede752d4483e.png)](https://www.revenueoperationsalliance.com/the-hidden-costs-of-revenue-tech-sprawl/) ## The CRM drop-down problem Let's talk about something most sales leaders already suspect but rarely say out loud. The loss reason drop-down in your CRM is largely useless. We sampled around 3,000 deals from our database of over 50,000 win-loss interviews. We looked at lost deals specifically, comparing what the rep entered in the CRM drop-down against what the buyer actually told us when we interviewed them. The mismatch rate was 85%. Eighty-five percent. Now, the temptation is to blame the reps. They're lazy, they're optimistic, they don't fill it in properly. But that's not fair. Reps fill in a drop-down because they're asked to, and they fill it in with their best guess because buyers rarely tell them the truth. > Buyers ghost. They play poker. They don't show their cards. How many times have you personally filled in one of those fields and just clicked whatever felt closest because you genuinely didn't know? That's the nature of the situation. Reps aren't the problem. The mechanism is the problem. And when you understand that, you stop being frustrated with your team and start building something better. ## Buyers are the source of truth The first principle of a good win-loss program is that buyers are the only reliable source of truth about why deals are won or lost. You can do forensic analysis on Gong calls. You can look at deal timelines in your CRM. You can gather internal perspectives. All of that has value. But at the end of the day, you're still guessing. And guessing is expensive. The [feedback](https://www.revenueoperationsalliance.com/product-listening-how-to-turn-raw-feedback-into-real-product-influence/) you get from [buyers](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/), when you actually go and ask them, is often blunt, specific, and immediately actionable. > We've seen quotes like: "Your UI is painful to use." We've seen buyers tell companies that their implementation team dropped the ball after a deal closed. We've seen buyers explain that they loved the product but couldn't get the CFO to sign off because there wasn't enough ROI evidence. That last one is a good example. Audit Board, one of our customers, kept seeing "no decision" coming through their CRM drop-down. When they actually went and interviewed those buyers, the story became clear: it wasn't that buyers didn't want the product. It was that they couldn't justify the spend internally. They couldn't get budget approved. So Audit Board went to marketing, built out a set of [ROI](https://www.revenueoperationsalliance.com/measure-roi-on-revops-ai-strategy/) case studies and evidence, and the following year their win rate went up by five points. Five points. Think about what a single point of win rate is worth in your business. Is it the difference between hitting your number and not? That's the power of going to the source. [Why AI in go-to-market has crossed a new thresholdWe’ve moved from AI that observes and reports to AI that actually learns and executes. That shift is more significant than most people realize![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-b0b5dc4f-ff60-43d4-92ca-16ad2e36946b.png)Revenue Operations AllianceVinay Wagh![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Alexis-Faughnan--3--e04d54e1-b658-45a7-82c4-eb621994d7f8.png)](https://www.revenueoperationsalliance.com/why-ai-in-go-to-market-has-crossed-a-new-threshold/) ## Win-loss covers the whole revenue journey Here's a mistake a lot of teams make: they treat win-loss as a new business acquisition tool and nothing else. But if you own the full revenue number, including renewals and expansion, you need to think about it differently. Customers don't just come in through one door. They come in, and then they upgrade, renew, downgrade, or churn. Every single one of those moments is a touchpoint worth understanding. The reasons a customer churns are genuinely different from the reasons you won them in the first place. When you're selling, you're painting a picture of value. You're asking someone to believe in what you can do for them. When someone [churns](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/), it's usually because the product didn't deliver on that picture. The feedback shifts from "I wasn't convinced" to "it didn't work the way I needed it to." Clearbit, before they were acquired by HubSpot, ran into exactly this. They were seeing poor product adoption. People would sign up and then barely use the product. When they went and talked to those [customers](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/), they got a clear picture of where the friction was. The product team used that feedback directly in their roadmap, made the changes, and the following year their net retention went up by 10 points. Ten points of net retention is a significant number. And it came from asking customers what was getting in the way. So think about win-loss across the whole journey. Set up touch points at acquisition, at implementation, at renewal, and at churn. Each one will tell you something different, and each one will give you something to act on. ## Speed matters more than you think Most win-loss programs are slow. Painfully slow. And that slowness is where the value leaks out. Here's what the typical manual process looks like. A rep marks a deal as closed lost. Maybe they actually lost it a month earlier but only just updated the CRM. You run batch pulls at the end of the quarter, so that July deal doesn't get pulled until September. Then you review the list, get approvals, and make sure reps are comfortable with outreach. Now you're in October. You reach out to buyers, schedule interviews, and conduct them. You're in November. You pull together a report. Can't present it around the holidays. January. You're discussing a deal that was lost in June, in January. Meanwhile, the product insight buried in that deal could have been informing the roadmap for six months. The pricing signal could have been addressed. The enablement gap could have been fixed. Most win-loss providers, even those that claim to have technology, are essentially service businesses running this same slow process. The technology is often just a nicer way to present the output, not a way to speed up the input. What you actually want is a platform that's integrated with your CRM, so that when a deal closes, it automatically enters a [workflow](https://www.revenueoperationsalliance.com/20-automation-workflows/). You can configure different outreach approaches based on deal attributes. Big deals, small deals, different regions, different languages, sensitive situations where you want a rep to weigh in first. All of that can be automated so that within days of a deal closing, you're already reaching out, scheduling, collecting feedback, and sharing it. PointClickCare had been using a manual service provider and buying around 40 interviews a year. They couldn't even complete all of them because the participation rates dropped off when outreach was delayed. When they moved to a platform-based approach, they completed their entire contracted volume in their first quarter and then tripled the amount of feedback they were collecting. The speed changed what was possible. [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-10e3490e-d6d6-4554-bcb8-ada9faa74dae.png)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--58--5c44e14f-a17e-4395-92e2-60257f8b1750.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) ## Right-sizing the feedback mechanism to the deal One thing that often gets overlooked is that the feedback mechanism should match the deal. There's a Goldilocks principle here. If you spent six months closing a $250,000 deal and then send the buyer a survey, that's a mismatch. It's a bit tone-deaf. Conversely, if someone evaluated your product in a single call and didn't buy, asking them to spend 30 minutes on the phone with you is probably more than the situation warrants. Three factors are worth thinking through when you're designing your program. Deal size is the first one. Bigger deals generally warrant more investment in the feedback process. A live interview makes sense. A survey doesn't. Deal volume is the second. If you're running thousands of transactions through your pipeline, you physically can't interview everyone. You need mechanisms that scale. If you're running a handful of large strategic deals, you want to make sure you get feedback on every single one because any one of them could make or break your year. [Go-to-market](https://www.revenueoperationsalliance.com/why-ai-in-go-to-market-has-crossed-a-new-threshold/) complexity is the third. How many products are you selling? How many regions? If you're opening a new market, you might want to weight your feedback collection toward that market for the next six months to understand whether you're getting traction and what adjustments you need to make. Once you've thought through those factors, you can match the right feedback channel to the right situation. Live interviews are the most in-depth option. You schedule time, you talk through the decision, you get nuance. There's a real debate about whether to use an independent third party or someone internal. Third parties tend to get more candid feedback because buyers will say things to a neutral party they wouldn't say to someone at your company. The downside is that an external interviewer won't have the same contextual knowledge of your business, so some nuance can get lost. Both approaches have merit, and the right choice depends on what you're optimizing for. Asynchronous AI-powered interviews are a newer option that works particularly well for higher-volume, smaller-deal situations. The format involves a recorded video of a human asking a few questions, with an [AI agent](https://www.revenueoperationsalliance.com/how-i-built-a-95-success-rate-with-ai-agents-in-revenue-operations/) listening to the buyer's responses and following up in real time. What's surprising is how much feedback you actually get. When we send these out with three to five questions, buyers typically talk for 10 to 15 minutes. That's far more than you'd get from an open-text survey, where the average response is around five words. We've also seen clients use this kind of asynchronous interview throughout the customer journey. Three months before a renewal, checking in on how things are going. Right after implementation, asking whether the customer is getting the value they expected. These check-ins create early warning signals that your customer success team can act on before a churn becomes inevitable. ## Getting feedback to the right people Collecting [feedback](https://www.revenueoperationsalliance.com/product-listening-how-to-turn-raw-feedback-into-real-product-influence/) is only half the job. The other half is making sure it reaches the people who can actually do something with it. Your product team is spending hours thinking about roadmap decisions and trade-offs. Your marketing team is thinking about messaging and case studies. Your [sales enablement](https://www.revenueoperationsalliance.com/building-a-partner-enablement-engine-technical-insights-for-distributing-training-to-increase-sales/) team is thinking about rep development. What they each need from win-loss feedback is genuinely different, even when it comes from the same source. The worst outcome is feedback that sits on someone's hard drive or gets buried in a shared folder. Push it to people. Put it directly in front of them in the context of the problems they're already working on. Gong is a good example of this done well. Their CRO originally signed up for Close because they wanted to improve retention. But their CPO got so much value from the product feedback coming through that he built his own GPT setup to interpret the data through a product lens. Same source of information, two completely different lenses, exponential value across the business. That's what good looks like. The feedback becomes a shared intelligence layer across the organization, not a report that one team owns and everyone else ignores. [Your CRM data isn’t accurate. And everyone already knows it.A practical whitepaper from Syntiqa on why CRM data quality remains broken, why existing tools fail to fix it, and how AI automation finally solves the problem RevOps didn’t create.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-ee16ee0a-a668-4d9e-b801-4a93420a4803.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_syntiqa_whitepaper_1-b0b3da58-f48f-4df5-b4c3-f83dd7f94261.png)](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/) ## The win-back opportunity hiding in your losses There's one more benefit worth talking about, and it tends to surprise people. Roughly one in 10 deals, when we go back and [interview](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/) the buyer after a loss, we find out the deal is still live. The buyer tells us they had to pause because of budget constraints, or that they got pulled into other priorities, but they're actively evaluating again and haven't heard from your rep. Hello Heart's CRO told us that a single win-back deal they uncovered through this process effectively paid for their Close license in perpetuity. That's not unusual. It happens regularly, and it's a direct financial return that most teams never even think about when they're considering whether to invest in win-loss. ## Where to start You don't need to build a massive program overnight. Start by thinking about where your biggest blind spots are. Is it new [business acquisition](https://www.revenueoperationsalliance.com/the-great-8-for-acquisition/)? Is it churn? Is it a specific segment or region where you're not getting traction? Pick one area, design a feedback mechanism that fits the deal profile, and start collecting. Use what you learn to make one concrete change. Then measure whether it moved the needle. The state of win-loss in most organizations is that decisions are being made on assumptions. Assumptions about why deals are lost, assumptions about what customers want, assumptions about what competitors are doing. And assumptions are expensive. Your buyers know the answers. You just have to ask them. ### Why AI in go-to-market has crossed a new threshold URL: https://www.revenueoperationsalliance.com/why-ai-in-go-to-market-has-crossed-a-new-threshold/ Last updated: 2026-08-26T11:50:51.000Z Let me start with something that probably sounds familiar. A few months ago, I bought a Whoop. Every morning I'd wake up and get a little report. Heart rate, REM sleep, recovery score. Seventy-three percent recovery. And I'd sit there thinking, okay, what does this actually mean? What am I supposed to do with seventy-three? How do I get to ninety? The information was there. The action wasn't. Now think about your GPS. I turn mine on every single morning, even though I've driven the same route to work hundreds of times. I do it because if there's an accident or a road closure, the system reroutes me automatically. It doesn't just tell me there's a problem. It makes a decision, gives me five seconds to override it, and then gets on with it. And then there's autopilot. A system that's simultaneously managing speed, routing, and lane positioning. You just provide the destination. It handles the complexity. [Go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) is going through exactly this kind of transition right now. We've moved from AI that observes and reports to [AI](https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/) that actually learns and executes. That shift is more significant than most people realize, and it's happening faster than most teams are prepared for. [Which CRM should you actually be using?A framework for decision-making, sharing a real story, and giving you some honest perspective on the questions that keep coming up in our community right now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-dbd34179-946d-4782-9e29-63bdf029552c.png)Revenue Operations AllianceKatyusca Barth![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Alexis-Faughnan--2--565f3d04-5ddd-4e35-a447-ba7b7cfa847a.png)](https://www.revenueoperationsalliance.com/which-crm-should-you-actually-be-using/) ## The uncomfortable truth about where we are today Here's a number worth sitting with. According to Salesforce research, sales reps spend only around 28% of their time actually selling. The rest goes to administrative work, meeting prep (which alone accounts for roughly 15% of their time), internal pipeline reviews, deal reviews, and various other activities that don't directly move revenue. We've bought more tools than ever. Ten tools on average. And yet win rates across B2B have largely stagnated somewhere between 17 and 20%. So what's been happening? We've been taking technology and using it to help reps do more of what they're already doing. Faster outreach. Quicker note-taking. More dashboards. The underlying motion stays the same, just slightly accelerated. That gets you 10 or 20% efficiency gains, maybe. But it doesn't move the needle on the things that actually matter. That's the trap a lot of organizations are sitting in right now. ## Three generations of go-to-market technology To understand where we're headed, it helps to understand where we've been. **Gen one** was Salesforce. Revolutionary at the time. It gave CROs and sales leaders a system of record. How many deals are in flight, what's set to close, what's the pipeline. Genuinely useful, but fundamentally passive. **Gen two** is what most of the world is operating in today. Tools like Gong, Clari, and sophisticated dashboarding platforms moved us from record-keeping to insight generation. A call happened; here's what was discussed. Based on your CRM data, here's your forecast and whether you're likely to hit it. This generation gave us visibility we didn't have before. The problem is that most organizations are still trying to build on top of Gen Two. They're investing in amplifying insights. Meanwhile, the technology has already moved somewhere else. **Gen three** is what I'd call a system of execution. It doesn't observe. It analyzes and acts. People talk about agentic AI and AI-native platforms, and that's essentially what this is. The distinction matters because it fundamentally changes what's possible. [When revenue operations grows up: moving from execution to strategyMove beyond reactive reporting and build a strategic revenue operations roadmap that drives measurable business impact and secures leadership buy-in.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-1447f01e-70f8-4837-9060-55f1204d03db.png)Revenue Operations AllianceAvi Ryan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Avi-Ryan-3a63695b-fe50-4262-b7f9-c3b5634113a0.png)](https://www.revenueoperationsalliance.com/when-revenue-operations-grows-up-moving-from-execution-to-strategy/) ## What a system of execution actually looks like A genuine system of execution has three distinct components. **Context.** This is the foundation. It means connecting with all your go-to-market systems, not just call recordings, but sales enablement content, product knowledge, technical documentation, emails, everything. The system builds a deep understanding of your business, your motion, and how your reps actually sell. Without this layer, everything else is surface-level. **An agentic layer.** This is where the actual execution happens. Let me give you a concrete example. A rep gets on an early discovery call. They're relatively new. They're not sure which questions to ask, they struggle to navigate toward the real pain, and they default to feature selling. That's the old scenario. In the new model, AI joins the call. It's listening to what the customer is saying in real time, and it's guiding the rep on the side. "Ask this question; it'll surface the pain point this product addresses." Or, "they just mentioned compliance, that's a major use case for us, follow up on that." Or take deal execution. A rep finishes a call where the customer mentioned budget concerns twice and went quiet when the enterprise tier came up. The rep logs a note saying "all good, following up in two weeks" and moves on. A system of execution notices what the rep didn't. It flags the budget signals, recognizes the pattern from similar deals, and knows that in situations like this, an [ROI](https://www.revenueoperationsalliance.com/measure-roi-on-revops-ai-strategy/) document or a relevant case study tends to be what moves things forward. It drafts one and asks the rep to approve it. That's the difference. **The ability to learn.** Think about a team running 500 meetings in a week. What's actually happening in those conversations? Where are deals getting stuck? What objections are coming up repeatedly? What approaches are working in certain segments? Today, most of that knowledge evaporates. It lives in individual reps' heads, or it requires someone to know the exact right question to ask a search tool to surface anything useful. A system of execution feeds all of that data back into the shared context. Every agent is learning from what happened across every deal. The insights from a deal that closed in Europe this week can be in a US rep's meeting prep within the hour. That's a fundamentally different kind of organizational learning. --- ## Where AI can actually move the needle across the funnel Right now, most of the energy and investment in AI is going toward top-of-funnel activity. Hyper-personalized outreach, better reply rates, more pipeline generated. And those results are real. Getting from a one to two percent reply rate up to something meaningfully higher is worth doing. But there's a part of top-of-funnel that tends to get overlooked: discovery. Most CROs I talk to will tell you, without much prompting, that their reps aren't doing great discovery. And that problem compounds. Weak discovery means deals that shouldn't be in the pipeline end up there, and then they drop later, dragging down win rates across the board. AI can make a real difference here. Discovery is consultative by nature. You're trying to understand whether you can genuinely help the customer. AI is well-suited to surfacing the right questions at the right moment, in a way that actually moves the conversation forward. Mid-funnel is where the most expensive leakage happens. Reps are scheduling recurring meetings, prepping for every call, trying to figure out their next move. Deals stall. Momentum gets lost. AI can generate genuinely useful meeting prep based on everything that's happened in the deal so far, combined with patterns from across your entire deal history. It can flag stakeholder dynamics that need attention, identify risk signals the rep might be rationalizing away, and suggest concrete next steps. Reps tend to be optimists. That's often what makes them good at the job. But it also means they sometimes need someone (or something) to show them honestly where a deal might be heading south. Bottom-of-funnel is where the gap between your top performers and everyone else becomes most visible. Your best reps close at roughly twice the rate of average reps. They know how to build a compelling proposal. They've done the work to understand the customer deeply. They frame business value in a way that resonates. With AI, that capability can be democratized. The system can analyze the conversations, understand what the customer cares about, and draft proposals the way your best reps would write them. You're essentially spreading what your top performers do across the whole organization. The honest assessment: top-of-funnel is where most of the focus is today. Mid and bottom-of-funnel is where the real opportunity sits as you look ahead. [The CRO’s playbook for proactive transformationAI doesn’t transform your business automatically. What it does is amplify whatever’s already there.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-f470b7a5-8518-433e-ae04-25b05225f4e3.png)Revenue Operations AllianceSvetlana Morozova![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta--3--da2a7b75-4a08-4961-a198-7b1a8b71f638.png)](https://www.revenueoperationsalliance.com/the-cros-playbook-for-proactive-transformation/) ## Three ways to approach building this capability When you're thinking about how to actually acquire or build a system like this, there are three paths worth understanding. **AI-native CRM.** This means replacing your existing CRM with one that has AI functionality built in from the ground up. It works well for smaller organizations, particularly those coming off a Series A who are moving from spreadsheets to a real system for the first time. For larger organizations, it's a harder case to make. Your existing CRM holds customer history, institutional knowledge, legal and procurement workflows. Ripping and replacing that is a significant undertaking. **Point solutions on top of your existing CRM.** This is where most organizations are today. You pick best-in-class tools for deal coaching, forecasting, conversational intelligence, and layer them on top of Salesforce. It's a legitimate approach. You can show wins quickly and get from zero to sixty fast. The ceiling you hit eventually is that these tools don't share context. Your coaching tool doesn't know how the deal is progressing. Your forecasting tool doesn't know what happened on the call this morning. At a certain scale, that fragmentation becomes limiting. **The platform route.** This means going with an AI-native platform that centralizes your data and breaks down those silos. Every agent is working from the same context. What the coaching agent learns informs what the deal execution agent does. The insights compound over time. This is the approach that, in my view, delivers the most durable productivity gains. The caveat worth being honest about: it requires adoption. A bad product with 90% adoption will outperform a great product with 20% adoption every time. So whatever platform you choose needs to integrate with where your reps already live. It needs to sit in Slack, in email, in interfaces that feel familiar. The lift to start using it has to be low, or it won't happen. ## The difference between conversational intelligence and execution AI This comes up a lot. When we talk to prospects, we often hear something like, "We already have \[conversational intelligence tool\], isn't this similar?" There are a few meaningful differences. Many of the established conversational intelligence tools weren't built AI-native, which limits how quickly they can evolve and what they can do. More importantly, they don't have the full context of your business. Here's a real example. A customer asked me how they'd explain the difference between what we do and a conversational intelligence tool to their team. I told them to go ask the other vendor this question: "Can you analyze a deal I'm currently running, and based on what's happening, tell me which product to position given the competitors in play and how to position it?" They went and asked. The answer was no. Because the tool doesn't know what the products do, doesn't know the sales enablement content, doesn't know the technical documentation. So the guidance it can offer stays at the surface level. If you use a conversational intelligence tool for coaching, it might tell you that you spoke more than the customer, or that you should pause more, or listen better. That's hygiene. It's useful. But it's a different category of insight from, "when they raised compliance concerns, you should have positioned our governance product, here's why." The other difference is timing. Conversational intelligence tools work after the fact. You review the tape after the game. The new generation of AI can be live on the call with you, in the moment, before you miss the opening. We experienced this directly a few weeks ago on a call with the worldwide head of enablement at a large Fortune 500 company. The conversation was going nowhere. They had Gong, they'd spent significant money on it, adoption was low, and they weren't sure what to do with it. Our live assist was running during the call, and it surfaced a prompt: ask about the renewals team. That thread had come up in an earlier conversation with someone at the company. So we asked. Turns out the renewals team was full of relatively new sellers who struggled to position the product on calls. By the end of the week, we were meeting their head of renewals. That's the kind of moment that happens on every call. Having something in your ear that's tracking the full context of the relationship, not just the current conversation, changes what's possible. [From Operator to GTM ArchitectRevOps is shifting from operator to GTM architect. New research from Varicent and the Revenue Operations Alliance breaks down the skills defining what comes next.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-5553a8cc-f8e6-4dce-8b29-ebc40af8d7a9.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Varicent-webinar--1--2263c63c-e6c1-4e0c-ad73-8b099734483c.png)](https://www.revenueoperationsalliance.com/from-operator-to-gtm-architect/) ## A few things to get right as you move forward If you're heading down this path, a few practical things are worth keeping in mind. Start with the data you have. Don't wait for your CRM to be perfectly clean. It probably never will be. Start with your conversation data, your emails, whatever product information you have in your systems. Within a week, you'll have a clearer picture of what objections are coming up, how they're being handled, what's working. That flywheel starts turning faster than you'd expect. Sequence your use cases. There's a natural temptation to try to implement deal intelligence, live call coaching, forecasting, and rep coaching all at once. Prioritize one, show success, then move to the next. That sequencing matters more than most people think. Define success before you start. Win rate. Ramp time. Deal progression from stage two to stage three. Pick the metric that matters, establish a baseline, and measure against it. If the tool isn't moving that number, have an honest conversation about why. Too many implementations drift into "well, we're getting some insights" without anyone being able to say clearly whether the investment is working. ## Where this is all heading You might have come into this thinking about AI primarily as a productivity tool. Something that helps reps do more, move faster, handle more volume. The more accurate framing is that AI is becoming the operating system of your go-to-market motion. It can help you execute deals more tightly, spread the capabilities of your best reps across the whole team, and build organizational learning that compounds over time rather than evaporating after every call. Every motion that transitions from analyzing to executing is going to have a structural advantage. That transition is already happening. The question is where your organization is on that curve, and how quickly you're moving along it. ### Which CRM should you actually be using? URL: https://www.revenueoperationsalliance.com/which-crm-should-you-actually-be-using/ Last updated: 2026-08-12T12:09:42.000Z I've been in the [RevOps](https://www.revenueoperationsalliance.com/revops-metrics-playbook-blog/) space for over twenty years. My first CRM was CBIL CRM. I was an admin at age twenty, which tells you everything you need to know about how long I've been watching this space evolve. And evolve it has, faster in the last few years than in the previous two decades combined. So when we talk about CRM decisions today, we're really talking about something much bigger than features and integrations. We're talking about your foundational platform for AI strategy, your data layer, your entire go-to-market infrastructure. The stakes are different now. The decision-making process needs to be different too. I want to walk you through a framework I use, share a real story from my own recent experience, and give you some honest perspective on the questions that keep coming up in our community right now. This isn't the definitive playbook. There are plenty of ways to approach this. But it's a useful lens, and I hope it sparks some thinking for you. [The CRO’s playbook for proactive transformationAI doesn’t transform your business automatically. What it does is amplify whatever’s already there.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-98dd9000-bb8c-4c7a-b67e-7ac3181ed441.png)Revenue Operations AllianceSvetlana Morozova![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta--3--731049e5-ce1b-4b3d-ad81-7ff427b787a9.png)](https://www.revenueoperationsalliance.com/the-cros-playbook-for-proactive-transformation/) ## The CRM landscape has shifted under our feet Let's start with some honest market context. Salesforce is still the market leader. That's not changing overnight. But HubSpot has been gaining serious ground, particularly in the enterprise space. And from where I sit, having just completed my first full end-to-end HubSpot enterprise implementation, I can tell you it's a very different product than it was even a few years ago. The gap has narrowed considerably. Here's an interesting data point that reflects this shift. If you're operating in an M&A environment or work with private equity, you'll know that Salesforce used to carry a valuation premium. If a target company ran on Salesforce, that was seen as a positive signal. More recently, private equity firms are treating HubSpot and Salesforce as roughly equivalent. They're looking at both platforms as viable foundations for post-acquisition integration, and they're weighing ease of consolidation and speed to value just as heavily as the platform itself. That's a meaningful shift in how the market perceives these tools. And then there's [AI](https://www.revenueoperationsalliance.com/ai-doesnt-fix-broken-revenue-systems-your-revops-team-does/). This is no longer a nice-to-have conversation. AI capability has become a core factor in CRM selection. We're hearing more and more about companies exploring the idea of removing the CRM layer entirely and replacing it with a data layer that an AI interface sits on top of. That's a big idea, and it's not mainstream yet, but it tells you where the thinking is heading. Especially when you consider the technical debt sitting inside twenty-year-old Salesforce implementations, which makes it genuinely difficult to take advantage of modern AI tooling. The question you're probably carrying around is: how do you manage your current tech stack while building toward what you actually want? That tension is real, and it's not going away. ## Why most of us don't actually choose our CRM Before we get into the framework, let's acknowledge something. Most of the time, you don't choose your CRM. You inherit it. You join an organization that's been running on Salesforce for fifteen years, or HubSpot that someone set up when the company was twelve people, or Dynamics that nobody quite understands anymore. The decision was made before you arrived. That context matters a lot. Because a lot of the energy in this space gets spent debating which CRM is theoretically superior, when the more useful question for most RevOps professionals is: given what we have, what do we do with it? How do we make it work harder? How do we prepare it for what's coming? That said, there are moments when the choice is genuinely on the table. Post-merger integrations. Rapid scale-up phases. Contract renewals with a hard deadline. Those moments are worth being ready for, because they don't wait around. [When revenue operations grows up: moving from execution to strategyMove beyond reactive reporting and build a strategic revenue operations roadmap that drives measurable business impact and secures leadership buy-in.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-5b5eef97-b710-4520-8f20-c0df0b0b716b.png)Revenue Operations AllianceAvi Ryan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Avi-Ryan-4c5aa19c-4012-494a-828b-74415f95d8b4.png)](https://www.revenueoperationsalliance.com/when-revenue-operations-grows-up-moving-from-execution-to-strategy/) ## A four-pillar framework for CRM decision-making When you do have to make the call, or advise someone who does, here are the four areas I think deserve the most attention. ### 1\. Business model fit This one gets skipped more often than it should. The question isn't just "what features does this CRM have?" It's "how well does this CRM support the way our business actually works?" Think about the complexity of your sales motion. Do you have multiple sales cycles running simultaneously? Multiple product lines with overlapping territories? A significant indirect channel through partners? Partner operations is a whole discipline in itself. If you're managing your own pipeline alongside a partner pipeline, where partners have their own deal registration processes and their own ways of tracking opportunities, that changes your requirements significantly. Some CRM platforms handle that complexity more gracefully than others. Understanding your business model deeply before you start evaluating CRM options will save you from making a technically sound but operationally wrong decision. ### 2\. Capacity for change This is probably the most underrated factor in the whole conversation, and I've seen it derail more implementations than almost anything else. Changing CRM isn't just a technology project. It's a transformation. It requires stakeholders to sit in workshops, define processes, make decisions on requirements, and then actually change how they work day to day. That takes time, attention, and goodwill. All of which are finite. Sometimes the honest answer is that you stay with Salesforce not because it's the best possible tool for your situation, but because it's what your team knows, and the cost of transformation outweighs the benefit of switching. That's a legitimate business decision. Pretending otherwise leads to failed implementations and frustrated teams. There's also the IT dependency question. I've experienced this firsthand: you're mid-implementation, things are moving well, and then IT gets pulled onto a higher-priority project. Suddenly your CRM rollout stalls. If your implementation depends heavily on IT resources that aren't ring-fenced for this work, build that risk into your planning from the start. ### 3\. Data and AI readiness We've all been talking about this. Your CRM is increasingly the foundation on which your AI strategy sits. So the state of your data, your approach to deduplication, data ownership, governance, all of it matters more now than it did even two or three years ago. How clean is your data? How well do you manage duplicates? Do you have a clear model for data ownership across the organization? These aren't new questions, but the urgency around them is new. If you want to actually use AI effectively, you need a data foundation that's worth building on. A messy CRM with years of technical debt will limit what you can do with AI tooling, regardless of which platform you're on. ### 4\. Total cost of ownership License fees are the visible part of the cost. They're rarely the biggest part. The full picture includes implementation costs, ongoing maintenance, contractor or consultant fees, the internal time required to support users, and the cost of technical debt clearance if you're inheriting a complicated legacy environment. I've seen organizations where the cost of maintaining a heavily customized Salesforce instance, with an external contractor on permanent retainer because only they understand what was built, dwarfs the license cost several times over. When a vendor tells you their platform will cost you significantly less in licensing, run the full calculation. What does it cost to switch? What does it cost to maintain? What's the realistic level of internal support you can provide? The answer might still favor the switch, but you need the full picture to know. [AI in Buyer Behavior in 2026: Is it Here to Stay?AI has proven itself as a whole new approach to marketing operations that is changing how brands attract, engage, and convert their audiences.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-5cb81b3b-2104-40a2-bd02-1a9c99f224d2.png)Revenue Operations AllianceDorian Sabitov![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Author_Highlight--6--71cb1e99-a5a1-470d-a92a-662e8d373b06.png)](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/) ## One more thing: customer journey mapping A point that came up in the discussion that I think deserves its own mention. Before you make any CRM decision, you need to understand the full customer journey and where data points and processes intersect across it. If you skip that step, you risk making decisions that look sensible in isolation but create problems downstream. I have a vivid example of this. A legal team I worked with, about ten years ago, independently purchased a contract management tool called SpringCM. It was a genuinely capable tool for managing contract versions and approvals. The problem was that we were closing around twenty thousand deals a year. The tool simply couldn't accommodate that volume in a way that fit our process. It was chaos to generate anything from it. The technology was fine. The fit was completely wrong. And nobody had mapped the customer journey before the purchase decision. That kind of misalignment is expensive and demoralizing to fix. Map the journey first. ## What actually happened when I had to make the call Let me tell you about the most recent time I had to put all of this into practice. I joined Vintra a little over a year ago as the first RevOps hire. The mandate was clear: deliver the go-to-market integration following a post-merger combining a Belgian company and a Swiss company. Two of everything. Slightly overlapping ICPs but mostly different. Different sales cycles. Different processes. One of those companies had invested heavily in a full Salesforce implementation just two years before I joined. The board, before I even arrived, had made a decision at board level that we were consolidating everything into Salesforce. I came in, did my assessment. Looked at the processes, the data, the technology. Built out the full tech stack map. We had around thirty different tools for a company with ten sellers. Thirty tools. The more I looked at the Salesforce environment, the clearer it became that maintaining it was going to be expensive, complicated, and not right for where the business was heading. The implementation was heavily customized. The only people who fully understood it were the external agency that built it, and they were on a retainer that reflected exactly that dependency. So I had to go back to the board, the same board that had already made a decision, and propose something different. I recommended we move everyone to a new HubSpot instance, rather than migrating one company's data into the existing Salesforce setup. There was a hard deadline. Our Salesforce contract was coming up for renewal in March. If we didn't hit our go-live date, we'd have to renew, and all the projected savings would evaporate. We kicked off at the end of September. We went live on January 29th. It was intense. An MVP approach, absolutely. But we went live with enterprise HubSpot, we have a clear roadmap for what comes next, and in year one alone, we saved around half a million dollars in license fees. That's before you factor in implementation costs and the ongoing maintenance savings from not carrying that external contractor dependency. The lesson I'd draw from that isn't that HubSpot is always the right answer. It was the right answer for that specific situation, at that specific moment, with those specific constraints. The lesson is that the framework matters. Business model fit, capacity for change, data readiness, total cost of ownership. Run the analysis honestly, even when it means challenging a decision that's already been made. ## A few things that made the implementation work Since I'm sharing the story, it's worth mentioning a couple of things that helped us execute under that kind of time pressure. First, we did a lot of work before we engaged the implementation contractor. I'm a strong believer in the workshop before the workshop. By the time we sat down with the HubSpot SMEs who were doing the build, we had already worked through a significant amount of process definition internally. That meant we weren't burning expensive contractor time on conversations about what an MQL is or how we define a stage. We came in with answers, or at least well-formed questions. Second, we were deliberate about picking our battles. Early on, I had ambitions to transform more than we ultimately did in that first phase. At some point, I made a conscious decision to focus on the go-to-market sales integration and do a more straightforward lift-and-shift for the professional services side. That was the right call. Getting everyone onto the same system, with the same look and feel, created more collaboration than we'd had before. The deeper transformation can happen now that we have a stable foundation. Third, on the contractor question: finding someone who genuinely understands your type of business matters. Many implementation consultants have done excellent work across a wide range of industries, but that breadth can mean they don't deeply understand your specific context. When you're qualifying an implementation partner, push hard on whether they have experience with your business model. It makes a real difference. ## The question that's really worth sitting with As AI capability becomes more central to the CRM conversation, the decision you're making when you choose or commit to a CRM platform is increasingly a decision about your AI strategy. Those two things are converging. For enterprise organizations with heavily customized Salesforce environments, the question of whether to change platform is genuinely complex. The cost and risk of change are significant. There are very few scenarios where that case is easy to make. A major acquisition might create the opening. A contract renewal with a hard deadline might force the conversation. But outside of those moments, the more practical question is probably: how do we prepare the environment we have for what AI requires? For smaller organizations, scale-ups, or anyone going through a merger or integration, the window to make a different choice may be open right now. If it is, use the framework. Map the business model, assess your capacity for change honestly, look hard at your data foundation, and run the full cost of ownership calculation. The CRM conversation has always been complicated. It's more complicated now. But it's also more consequential, because the platform you choose is increasingly the platform your AI strategy runs on. That's worth getting right. ### From Operator to GTM Architect: The Skills Redefining RevOps URL: https://www.revenueoperationsalliance.com/from-operator-to-gtm-architect/ Last updated: 2026-08-28T13:40:02.000Z For years, RevOps has often worked behind the scenes, keeping an organization’s revenue engine running while other teams took the spotlight. Now, as AI takes on more of the technical and manual work RevOps teams manage, the bar is rising for what the function is expected to deliver. The skills that built RevOps still matter, but they may not be the ones that set its leaders apart in the future. In this complimentary live session, we're joined by **Varicent** to unpack new research from Varicent and the Revenue Operations Alliance on the shift from RevOps operator to GTM architect - a role that designs how a company goes to market, owns the highest-stakes planning calls, and earns a real seat at the executive table. ### **Why attend?** - Find out which RevOps skills are already table stakes, and which ones separate the best teams from everyone else. - Get ahead of how AI is rewriting what it takes to stand out in revenue operations. - See where RevOps compensation is heading, and which capabilities are starting to command a premium. ### **You'll walk away with…** - The skills becoming foundational, and the ones emerging as the real differentiators for RevOps leaders. - A clear view of how AI's reshaping the RevOps role, and the capabilities it now demands. - Insight into how RevOps hiring, team structures, and talent development are shifting. - A read on where compensation, career growth, and organizational influence are heading next. If you're running RevOps today, or building the team that will, this is one hour well spent on the skills that'll matter most as the function keeps evolving. ### **Meet your speakers** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/08/1767629689666--2--2.jpeg) ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/08/Untitled-design--1--2.png) **Curtis Schroeder, Head of Research & Insight at Varicent** Curtis brings two decades of experience optimizing sales and marketing strategy for companies ranging from Fortune 100 enterprises to high-growth mid-market teams. He's held leadership roles at Oracle and Gartner, and now leads Research and Insights at Varicent, equipping revenue leaders with the data to design smarter go-to-market strategies. **Natascha Garmendia, Senior Director of Revenue Operations and Sales Performance Management at Dell Technologies.** Natascha Garmendia is Senior Director of Revenue Operations and Sales Performance Management at Dell Technologies. With more than 20 years of experience leading global sales operations, business transformation, and AI-enabled planning initiatives, she specializes in building scalable operating models that drive revenue growth, operational excellence, and business innovation. ### RevOps Festival New York, July 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/revops-festival-new-york-july-2026-ondemand/ Last updated: 2026-07-23T13:43:49.000Z Tune into RevOps Festival New York and hear from sessions with Paramount, Fidelity Investments, WebAI and more. _This post is for paying subscribers only._ ### When revenue operations grows up: moving from execution to strategy URL: https://www.revenueoperationsalliance.com/when-revenue-operations-grows-up-moving-from-execution-to-strategy/ Last updated: 2026-07-29T14:14:03.000Z This article is based on Avi Ryan's conversation with Tana Jackson on [the RevOps Unboxed podcast.](https://www.youtube.com/watch?v=kuvSDgNYuuc&feature=youtu.be) --- I have spent many years in the revenue operations space, working across a broad spectrum of companies. My career spans very early-stage startups all the way to large-scale corporations, including seven years at Google in the ads business. I have seen [different flavors of RevOps](https://www.revenueoperationsalliance.com/revops-best-practices/) and understand what works at each company size. We often see companies make similar mistakes as they try to scale their go-to-market functions. ## The reality of scaling revenue operations Moving to a massive organization completely changes the perception of this role. Smaller companies generally view revenue operations as a tactical support function. Large enterprises treat it as [a strategic go-to-market leader.](https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/) They optimize for processes, data governance, and business impact because they cannot afford the mistakes smaller companies simply pivot away from. Putting immense structure in place does mean you lose some flexibility. We live in the numbers all day and can spot trending issues quickly. Large companies take [a lot of time to drive change.](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/) You have to understand that moving fast is simply impossible when major cross-functional alignment is required. ### Prioritizing change management Before embarking on a six-month project, you have to [evaluate the potential impact.](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) We always look at whether the expected business impact is actually worth the effort. Almost every major project starts with a small proof of concept. You want to [test changes in a small sample of markets](https://www.revenueoperationsalliance.com/leveraging-revops-for-true-success-measurement/) before rolling them out globally and risking the entire program. Enterprise companies also excel at [change management](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/). Agility works against smaller companies when they implement a change, assume everyone adopted it, and move on. A year later, they realize no one actually used the new process. You must deliberately plan an adoption phase and measure success using adoption rates before considering revenue impact. ## How systems break during growth Founders naturally handle the go-to-market motion in the early days of a startup. They usually hire a junior administrator to build basic reports and opportunity stages. As the company grows and hires [a large sales team](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/), founders step back. They ask the sales leaders to take charge of [the go-to-market strategy](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/). Sales teams build systems designed purely to sell in the current moment. What works today will likely break in two months. Sales leaders often push junior admins to endlessly add new [dashboards](https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/), [automations](https://www.revenueoperationsalliance.com/20-automation-workflows/), and checkboxes. Fast forward two years, and the company has created a monster infrastructure that no one understands. ### Cleaning up the customization mess We see this clearly when you open an opportunity stage and find hundreds of custom fields. Running a report shows these fields are empty. Sales usually asks for less, while [finance](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/), [marketing](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/), and [customer success](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) constantly request new data points. > You need a strong leader to step in, evaluate scalability, and clean up the system. Over-customization is a massive trap for growing teams. I have seen companies with fifty employees where every five-person team gets a custom process. Massive organizations keep tens of thousands of people on the same infrastructure. They refuse to spend time on endless customization because scalability has to remain the priority. ## Navigating AI adoption across different company sizes We actually see faster adoption of [artificial intelligence tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) in smaller companies. The cost aligns with their size, and they can quickly determine if the tool provides value. They also face fewer hurdles regarding data security compared to massive corporations. Large enterprises evaluate every new tool for data privacy risks before even considering a pilot. They also buy tens of thousands of licenses at a time. Spending millions of dollars on a tool that no one uses is a massive financial risk. They have to be incredibly cautious about rolling out new technology. [Examine the difference between strategic and tactical marketingIn the dynamic landscape of marketing, two components play a critical role in achieving objectives: strategic marketing and tactical marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-967b3406-8216-444a-b38c-3f1440c298be.png)Revenue Operations AllianceEve Chatfield![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/CMA-strategy-2-c2a1d6ce-b37c-4ee4-8cd2-de7f19675b83.jpg)](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/) ### Evaluating tools based on leadership priorities You have to look past the hype of new technology and focus on business impact.We must understand what our company leadership cares about most right now. You can then group those priorities into buckets and evaluate new tools against those specific needs. Implementing a popular brand name tool means very little if it fails to address [leadership priorities](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/). You will struggle to demonstrate value or justify the investment during renewal time. Start with a small pilot, ensure your team actually adopts the tool, and measure the revenue impact before buying more licenses. ## Evolving from order taker to strategic partner Leadership will view your team as an administrative overhead cost if you only focus on [tactical execution](https://www.revenueoperationsalliance.com/5-ways-to-turn-strategy-into-execution/). We have to [change the mindset of teams](https://www.revenueoperationsalliance.com/why-mindset-not-methods-is-the-key-to-revenue-growth/) perceived purely as operational support. > You must create a roadmap of projects that tie directly to business impact. Demonstrating financial impact justifies further investment in your department. This approach secures your seat at the table during go-to-market strategy discussions. You must remember that operational excellence remains the backbone of your role. You build your strategic influence on top of a flawless operational foundation. [The revenue operations role in 2024Discover the key trends in the role of revenue operations pros. From backgrounds to their responsibilities, we’ve compiled key findings from our report.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-1efd1ae7-7feb-4a2e-90b7-3094dcf05ddb.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---The-revenue-operations-role-in-2024--1--e711c801-ff97-4b97-869b-bc9e95ad76c0.png)](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/) ### Developing executive presence My best advice goes back to my younger self. I used to think my role started and ended with reports, [process optimization](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), and [CRM administration](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/). Hiding behind a dashboard is the biggest trap in our industry. Someone else can always come along and build a faster dashboard. You have to step outside your comfort zone and interact with executive leadership. We must learn to communicate our concepts in a way that matters to the C-suite. Moving from reactive reporting to proactive strategic leadership is the only way to build a lasting, impactful career in this space. --- ### The CRO's playbook for proactive transformation URL: https://www.revenueoperationsalliance.com/the-cros-playbook-for-proactive-transformation/ Last updated: 2026-07-29T15:11:18.000Z There's a statistic that stops most people in their tracks when I share it. Ninety-five percent of Dutch businesses are currently experimenting with [AI](https://www.revenueoperationsalliance.com/ai-doesnt-fix-broken-revenue-systems-your-revops-team-does/). The Netherlands is leading Europe in adoption. And yet only five percent are seeing true business value from it. Five percent. That gap tells you everything you need to know about where the real challenge lies right now. And it's probably not where you think it is. AI doesn't transform your business automatically. What it does is amplify whatever's already there. If your business is fast, aligned, and operating with clarity, AI accelerates growth. If your business is siloed, disconnected, and reactive, AI accelerates chaos. The technology doesn't discriminate. It just turns up the volume. So before we talk about AI strategy, tools, or adoption rates, we need to talk about the foundation underneath all of it. ## The three problems breaking most go-to-market strategies right now Across the companies I work with, I see the same three problems showing up again and again. They're not unique to any one industry or company size. They're structural, and they're getting harder to ignore. ### Disruption: the buyer journey has gone invisible The industrial revolution changed how we work over roughly 50 years. AI changed how customers search in about six months. That's the scale of what we're dealing with. Search queries are getting longer, more conversational, and more intent-driven. Sixty-one percent of B2B buyer journeys are now invisible to us because buyers are using AI-powered research tools and agents to evaluate options, form opinions, and move toward decisions before they've ever spoken to a single person at your company. Think about what that means in practice. By the time a lead comes through, the buyer may have already decided. They've done their research, compared alternatives, and formed a strong view, all without you knowing it was happening. If you're still waiting for leads to come in as your primary demand signal, you're not just losing deals. You're missing the buying signals entirely. AI has changed the way demand is discovered, and most go-to-market strategies haven't caught up with that yet. [To buy or build: Making the right business software decisionsDalip Jaggi discusses the key considerations of building or buying a new software solution for your organization. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-3cb4f6f4-91b6-4248-b1ec-eb7f70155e86.png)Revenue Operations AllianceDalip Jaggi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-e8f5d30d-8919-444b-9712-0eaee8c44238.png)](https://www.revenueoperationsalliance.com/buy-or-build-software-decision/) ### Competition: Welcome to the sea of sameness AI has made switching easier. Fifty percent of B2B companies in the Netherlands changed their vendor in the last 12 months. That's a remarkable number, and it points to something important: the friction that used to keep customers in place is disappearing. When everyone has access to the same tools, the same data, and the same automation capabilities, differentiation becomes genuinely hard. If your company is essentially a collection of features and price points, customers can switch at any moment. And often, the reason they switch isn't price. It's friction. Slow execution. Reactive customer experiences. The feeling that you're not really listening. Yet most companies respond to this pressure by chasing new customers while their existing baseline quietly erodes. That's a costly pattern to be stuck in. ### Fatigue: more data, less clarity The third problem is perhaps the most insidious because it builds gradually and feels like progress while it's happening. Because of AI, teams are dealing with more data, more tools, more systems, and more complexity than ever before. On average, a seller spends only 28% of their time actually selling. The rest is spent navigating systems, managing workflows, and processing information. That's not a sales problem. That's an organizational design problem. When teams struggle with complexity, the instinctive response is to add more structure. More processes, more decision-making layers, more workflows. And what that produces is slower execution. Eighty-six percent of B2B deals stall. Seventy percent of customer data goes unused because it's stuck in silos. Teams start guessing about what customers want because the signals are there but they're disconnected. Guessing, in the current market, is expensive. It costs you revenue, and it costs you time you don't have. ## What these problems have in common When disruption, competition, and fatigue hit a company at the same time, a single underlying issue emerges: friction. Friction between teams. Friction between signals and decisions. Friction between what customers want and what companies are actually offering. Friction is the revenue leak hiding in plain sight. And the companies that are winning right now are the ones that have found ways to systematically remove it. [When revenue operations grows up: moving from execution to strategyMove beyond reactive reporting and build a strategic revenue operations roadmap that drives measurable business impact and secures leadership buy-in.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-66aa2f9f-152e-4205-859c-dbb82a572980.png)Revenue Operations AllianceAvi Ryan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Avi-Ryan-bb365366-4334-4228-ba69-b7c11f147378.png)](https://www.revenueoperationsalliance.com/when-revenue-operations-grows-up-moving-from-execution-to-strategy/) ## The three solutions that actually work Here's the good news. These problems are solvable. And the companies that are solving them aren't necessarily the ones with the most advanced AI tools or the biggest technology budgets. They're the ones operating on three core principles. ### Solution one: clarity Companies with one aligned North Star goal across all business units make decisions 2.4 times faster than siloed organizations. In a market moving this fast, the speed at which you can make and execute decisions matters enormously. Clarity on direction is what enables that speed. But clarity has two dimensions. Internal clarity is about alignment. It means everyone in the organization, across sales, marketing, customer success, and product, is oriented toward the same goal. When that's in place, decisions happen faster because there's less negotiation about what matters. External clarity is about your market. Most companies are only reaching about five percent of their potential market. External clarity means understanding precisely who your customers are, what actually matters to them (not what you assume matters to them), and being genuinely specific about what you offer and why someone would choose you over the alternatives. A useful example here is a company I worked with that had been operating for about a hundred years. They'd survived wars, recessions, and global economic shifts. But they were suddenly facing a threat they hadn't encountered before: irrelevance. Digital-native competitors were entering their market, scaling fast, and capturing market share from a customer segment that had never had a strong relationship with the legacy brand. The typical response in that situation is to push harder on transactions, automate more, and cut costs. They took a different approach. They used AI to build genuine clarity on which customers were shifting toward digital competitors and, more importantly, why. For a significant portion of that segment, particularly younger customers, financial transparency and sustainability were the deciding factors. So they built an AI tool that translated every transaction into a tangible representation of its impact. It wasn't a marketing campaign. It was a product change grounded in real customer insight. That's what clarity does. It gives you direction, and it gives you differentiation. And over time, it tends to outperform resources. ### Solution two: adaptability AI-native organizational redesign can capture three times more value than traditional optimization. That's a significant gap, and it comes down to a fundamental shift in how we think about competitive advantage. Speed still matters. But scope matters just as much. In a market where no one has a perfect playbook, the ability to learn faster than the market is changing may be more valuable than any specific capability you currently have. Adaptability in practice has two components. The first is signal recognition. Staying genuinely close to your customers, understanding their intent, their behaviors, and the shifts happening in the market, and then connecting those signals to your business goals. This is where AI can do real work. Bringing in signals from across the market and translating them into something actionable. The second component is a fast experimentation loop. Test, learn, decide, adopt, and test again. This sounds simple, but most organizations have friction built into every stage of that cycle. Approval processes slow things down. Risk aversion discourages experimentation. Organizational hierarchy makes it hard to move quickly on what you're learning. When you add an AI layer on top of an organization that was designed for a slower, more predictable market, you don't automatically get speed. You often get more complexity. The companies moving fastest right now are the ones that have addressed the underlying organizational design, so that AI amplifies agility rather than adding another layer of noise. [The rise of go-to-market engineering: The first AI-native careerMeet the first AI-native career: how GTM engineers use automation and agents to run revenue at scale without growing headcount.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-3b758c6b-3039-49f9-9434-5eed7d53a2dc.png)Revenue Operations AllianceDaniel Johnson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta--2--aeb2e2cb-aa56-4cfe-8e82-83dab0846b14.png)](https://www.revenueoperationsalliance.com/the-rise-of-go-to-market-engineering-the-first-ai-native-career/) ### Solution three: collaboration This one might sound softer than the first two, but it's where the real operational leverage lives. The companies winning right now have built collaboration as an engine, not just a value. Collaboration across teams, collaboration with customers, and collaboration with AI as an actual operational infrastructure rather than a set of disconnected tools. Start with internal collaboration. There's a well-known tension in most B2B organizations between brand and performance, between long-term and short-term, between sales and marketing. These tensions are real, and they're costly. When teams are working from different dashboards, different KPIs, and different definitions of success, execution slows down, and decisions get harder. Aligning teams around a single business goal, with shared metrics and shared visibility, removes a significant amount of that friction. Decisions get faster. Execution becomes more consistent. And the organization starts moving in one direction rather than several at once. The external dimension is where things get interesting. Most companies are using AI to talk to customers. Fewer are using AI to listen to them. That's the shift worth making. Customers aren't searching for products anymore. They're searching for answers. The company that can understand what those answers need to be, before the customer has articulated the question directly, has a meaningful edge. That hundred-year-old company I mentioned earlier got this right. They didn't commission a research report or run a focus group. They used AI to systematically review customer conversations, identify patterns, and understand the reasoning behind customer behavior. They listened to the market before most of their competitors even knew the signal was there. The question for your business is how quickly you can connect market signals to action. Not to analysis. Not to a strategy presentation. To actual product decisions, customer experience changes, and go-to-market adjustments. That speed of translation is where the competitive difference is being made right now. ## Putting it together: what this looks like in practice When you look at the three solutions together, a clear framework emerges. Clarity is your North Star. It aligns the organization, focuses resources, and makes differentiation possible in a crowded market. Without it, you're making decisions reactively, and you're likely to keep making the same ones. Adaptability is your competitive edge. The market is moving faster than any single playbook can accommodate. The organizations that are winning aren't the ones that got the strategy exactly right. They're the ones that learned faster than everyone else and adjusted accordingly. Collaboration is what creates momentum. Alignment without execution is just a slide deck. Collaboration, across teams, with customers, and with AI as a genuine operational layer, is what turns clarity and adaptability into actual revenue growth. These three things compound. Clarity makes collaboration more effective because everyone knows what they're working toward. Adaptability makes clarity more durable because you're continuously updating your understanding of the market. And collaboration makes adaptability faster because you're not learning in isolation. ## The actions worth taking back to your business When you think about applying this to your own organization, a few questions are worth sitting with. Do you have one aligned business goal that genuinely spans sales, marketing, customer success, and product? Not a goal that lives in a strategy document, but one that actually shapes how each team makes decisions day to day. If the answer is no, that's the most important thing to fix. Companies that operate with that kind of alignment make decisions significantly faster, and in the current market, decision speed is a real competitive advantage. How does your organization treat experimentation? Is trying something new and failing seen as a problem, or is it recognized as part of how the business learns? Removing friction from experimentation processes is one of the highest-leverage things you can do right now, because the ability to test and learn quickly is what adaptability actually looks like in practice. And finally, are you using AI to listen to your customers, or just to talk to them? There's a meaningful difference. Listening means systematically collecting signals about customer intent, behavior, and reasoning, and feeding those signals back into product decisions and go-to-market strategy. Most organizations are still primarily in broadcast mode. The ones shifting toward genuine listening are building an advantage that compounds over time. ## The real challenge isn't technology Here's what I keep coming back to, in every conversation I have with businesses navigating this moment. Technology is accessible to everyone. The tools are out there. The data is available. AI is no longer a differentiator in itself, because your competitors have access to the same capabilities you do. What differentiates companies right now is organizational adaptability. The ability to move fast when the market shifts. The ability to make clear decisions without getting stuck in internal friction. The ability to listen to customers and act on what you hear before the window closes. Ninety-five percent of Dutch businesses are experimenting with AI. Only five percent are seeing real business value. The gap between those two numbers isn't a technology gap. It's a clarity gap, an adaptability gap, and a collaboration gap. The companies that close that gap, and do it deliberately, are the ones that will look back on this period as the moment they pulled ahead. The ones that don't will find that AI amplified exactly what was already there, for better or worse. The market is moving too fast for perfection. But it's not moving too fast for clarity, adaptability, and strong collaboration. Those three things are within reach for any organization willing to prioritize them. ### 78% of reps missed quota. Here's why. URL: https://www.revenueoperationsalliance.com/78-of-reps-missed-quota-heres-why/ Last updated: 2026-07-17T17:34:09.000Z The way [B2B sales](https://www.revenueoperationsalliance.com/how-to-drive-growth-in-legacy-industries/) teams go to market has been quietly breaking down for years. Most people in revenue operations can feel it, even if they can't always name it. Quotas keep growing. Headcounts keep shrinking. And the tools that were supposed to solve everything have, in many cases, made things worse. I've spent the last fifteen-plus years working with more than a hundred sales teams, helping them build and refine their go-to-market approach. Before that, I was in the trenches myself, closing around 600 customers in two years at Trustpilot as one of the earliest salespeople on the team. That experience, built on deep research and genuine curiosity about the people I was calling, shaped everything I believe about how sales should work. So when I look at the state of outbound today, I'll be honest: a lot of what I see concerns me. But I also see a real path forward. And it runs through AI agents, used in the right way. AI is rewriting the RevOps job description, and we're benchmarking it with ****Varicent** in the 2026 Skills & Salary Survey. 10 minutes, your answers stay anonymous, and you get the full report free on October 1, with comp benchmarks for your level. [Share your insights ](https://productmarketingall.typeform.com/to/SbkwMJCD?utm%5Fsource=ghost&utm%5Fmedium=membership%5F17july) ## How we got here: the slow erosion of effective outbound Let me take you back to when cold outreach actually worked. When I was selling at Trustpilot in the early days of e-commerce, I had a genuine edge: I'd founded an e-commerce startup that failed spectacularly after eleven months, so I was deeply, personally curious about how other e-commerce businesses were succeeding where I hadn't. Every call I made, I'd already researched the company thoroughly. Within the first twenty seconds, we were having a peer-to-peer conversation, not a pitch. That research-driven, customer-centric approach meant prospects felt understood from the start, and that made all the difference. Two things were true back then that aren't true anymore. First, [email](https://www.revenueoperationsalliance.com/10-account-based-marketing-email-examples-to-level-up-your-campaign/) was a quiet channel. Getting a cold email felt notable. People read them. Second, salespeople were information holders. Buyers had to engage with reps to learn about trends, solutions, and market shifts. That gave us leverage. Neither of those things is true today. Email inboxes are overwhelmed. Data is completely commoditized. There's a new ZoomInfo competitor launching every other week, and your prospects are working from the same lists you are. COVID accelerated the problem by pushing everyone onto email and LinkedIn automation at the same moment, flooding both channels simultaneously. And then [AI](https://www.revenueoperationsalliance.com/ai-doesnt-fix-broken-revenue-systems-your-revops-team-does/) arrived. In theory, it should have helped. In practice, for most teams, it's made the noise worse. We've all seen the AI-generated emails with the long em dash, the suspiciously enthusiastic tone, the "personalization" that references your high school or your LinkedIn headline in a way that feels hollow. Prospects can spot these instantly. And every time they do, it erodes trust a little further. Meanwhile, Microsoft and Google are fighting back with tighter spam policies, making those channels harder to use and harder to track. The result is a situation where the most commonly used outbound channels are increasingly ineffective, and the tools meant to help teams scale are amplifying the problem. ## The structural problem hiding inside your sales funnel Here's something I've noticed working across dozens of sales teams: the breakdown isn't just about channels. It's about how the funnel itself has been built. The traditional model works like this. You define your [ICPs](https://www.revenueoperationsalliance.com/your-icp-is-the-biggest-flaw-in-your-revenue-model/), build your lists, enrich with data points, hand them to SDRs who book meetings, and then AEs take over to close. Clean in theory. The problem is that this model depended on SDRs who genuinely understood the customer, usually because they'd been trained by full-cycle reps who'd seen deals close and understood what actually mattered to buyers. What happened instead is that one generation of SDRs trained the next, and that generation trained the one after. None of them had closed deals. Their job became, essentially, clicking buttons. The process became tool-driven rather than ICP-driven. When I interview salespeople today and ask how they sell, they describe their tech stack. That's a problem. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) Because data became commoditized, teams stopped being selective. Instead of deeply researched, account-based outreach, we got spray-and-pray automation at scale. And when you run that kind of approach, you don't just miss quota. You actively damage your brand with the very buyers you're trying to reach. The numbers reflect this. According to Pavilion's research, 78% of reps missed quota in 2024\. That's not a quota-setting problem or a hiring problem. That's a systemic problem with how outbound has been built and run. Adding more tools to a broken process doesn't fix it. It accelerates the damage. _This post is for paying subscribers only._ ### To buy or build: Making the right business software decisions URL: https://www.revenueoperationsalliance.com/buy-or-build-software-decision/ Last updated: 2026-07-29T14:24:08.000Z [Software](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) is a critical component of modern business operations. Whether managing customer relationships or streamlining internal processes, businesses rely on various software solutions to drive efficiency and support their growth. However, as companies evolve, they often face an important decision - do they continue using readily available commercial software or invest in developing a custom solution for their business? There is no right or wrong answer to this question, and the right choice depends on a number of factors unique to each business. To make a good decision that aligns with your long-term business goals, it's important to weigh the pros and cons of each option carefully. While off-the-shelf software solutions provide quick deployment and cost-effectiveness, custom software provides more long-term flexibility and scalability. Below are some of the key considerations for each to help you determine the best approach for your business. ## The value of pre-made software products While it might seem like any new challenges your business faces are unique, more than likely, other businesses have experienced similar situations, and solutions have already been developed to address them. Across all different industry sectors and micro-niches, there's likely a software solution designed for any type of business that promises to streamline workflows and supporting processes or to scale certain mission-critical operations. Commonly known as "[SaaS (Software-as-a-Service solutions](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/)," these on-demand software products cater to a wide spectrum of businesses, though some may be better suited to larger organizations with more complex operational structures. The primary advantage of pre-made software products is their immediate usability. Once an account is created or a subscription is activated, businesses can immediately start to leverage the software's benefits. These benefits may include simplifying customer relationship management, increasing data storage capabilities, providing access to analytics and business intelligence tools, or reinforcing cybersecurity measures. [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-37.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_vendor_on_off_onboarding.jpg)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ### The problem with traditional software While traditional pre-made software offers businesses more convenience and affordability, they’re not without certain drawbacks. Below are some potential downsides to consider when using traditional software: - **Less customizable features** \- Pre-made software solutions often come with limitations in customization, regardless of the pricing tier you choose. The underlying infrastructure of these platforms restricts the extent to which a business can change the intended use of the software to fit its own needs. - **Subject to vendor’s SDLC** \- With public software, the vendor dictates the timing of updates and new features based on their SDLC (software development lifecycle). This lack of control can become a serious drawback for businesses, especially those with specific needs or that need critical updates for certain software features to work properly. - **Lock-in periods** \- Occasionally, a business may find that the software solution they’re using doesn’t quite fit their expectations. However, a common practice among software providers is to implement "lock-in periods." These early cancellation restrictions can often require payment of early termination fees or other inconvenient terms. Consequently, businesses may end up settling on an inferior product simply to avoid overspending. [Why more RevOps tools won’t solve your problems with Jeremy SteinbringOn this week’s podcast the Founder of RevOnyx discusses how piling tools onto your tech stack won’t solve your revenue operations problems. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-38.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_RevOps_Unboxed_Podcast_Assets_--3-.png)](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-with-jeremy-steinbring/) ## How custom software differs from traditional products When it comes to software, pre-made solutions are often designed to try to please as many people as possible and are convenient to use. However, while this added convenience is important, it often means you’re buying a solution that doesn’t quite fit. Custom software, on the other hand, is like having a custom suit tailored specifically to your measurements. It's designed to be a perfect match for your business, meeting all of your requirements. > The main advantage of custom software is that it is designed to help businesses get the most bang for their buck. Instead of paying for a large software package with features you may never use, you get a solution that's exclusively designed for your business. This ensures that you only pay for what you need and that your resources are used efficiently. While the upfront cost of custom software may be higher than traditional software options, the long-term benefits can outweigh the initial investment. By [streamlining](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) your operations and increasing efficiency, custom software can lead to significant cost savings and improved productivity. [Lessons from LinkedIn: Sales operations at scaleJosé uncovers the secrets to LinkedIn’s growth via their sales operations strategy. Discover how sales ops runs in an enterprise org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-41.png)Revenue Operations AllianceJosé Almaraz Reséndez![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/lessons-from-linkedin-scaling-sales-operations---share.png)](https://www.revenueoperationsalliance.com/lessons-from-linkedin-sales-operations-at-scale/) ## How to decide between buying and building new software When it comes to software solutions for your business, there's no one-size-fits-all answer. The choice between buying pre-made software or [building a custom solution](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) depends heavily on your specific needs and budget. To help you navigate this decision, consider these four key questions: ### What’s the software’s purpose? Each software solution you come across is typically designed with a specific business goal in mind. Ensuring this objective aligns with your own company's goals is crucial. While organized financial management and communication improvements are needs shared by many businesses, not every software solution is best for all organization types. Some solutions might lack certain features crucial for the industry sector you’re in and could potentially limit your success. If the software you're researching looks like it will provide you with the competitive edge and functionalities you need while staying within your [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), it's more than likely a good choice to work with. However, if critical elements are missing, consider a solution that’s customized for you specifically. ### Is your business ready for a development project? Deciding to start a custom software development project can be a significant undertaking, especially for smaller businesses or those with limited resources. Even if you plan to outsource most of the development process, these projects still often require substantial internal communication, project timeline coordination, and resource allocation. It's important to take a candid look at your company's current structure and determine if initiating a custom software project is realistic at this stage. It might be more advantageous to leverage an existing software solution until your teams have scaled and have the necessary capacity to support larger-scale projects. [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-40.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--27-.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) ### How will a solution meet your needs? Finding a pre-made software package that perfectly aligns with your business needs can be challenging. When you remodel your home, you may face building restrictions on the changes you can make. Because of this, it’s essential to differentiate between your "must-haves" and "nice-to-haves." Compromising on features that you’d like your software to have is different from lacking essential elements vital for efficient business operation. When doing your comparative research, if you’re hitting a wall and finding that most pre-made solutions just don’t meet all of your needs, it’s probably time to consider a custom software solution and get some quotes from potential developers. ### What can your resources support? When choosing between pre-made and custom software, budget is always a primary concern. Ready-made solutions typically provide much more clarity when it comes to long-term costs and can be a much more predictable investment. Custom software projects, however, can often come across unexpected costs, both during development and in the long term. Maintenance, performance upgrades, security improvements, and other adjustments can all contribute to stretched budgets. Similar to remodeling a house - the more extensive the project, the higher the likelihood of unexpected surprises. However, custom software offers complete control over the development process. You decide how much to invest in specific features. While a pre-made solution might seem cheaper and quicker to implement, the long-term benefits and cost-effectiveness of custom software could provide a better return on investment for your business. ## Making the smart choice for your business Companies looking for software to [improve their growth capabilities](https://www.revenueoperationsalliance.com/revops-best-practices/) no doubt have a lot of options to choose from. But before deciding what’s best for your business, consider the factors discussed and see if a custom software project might better align with your long-term goals. ### RevOps Skills Survey 2026 URL: https://www.revenueoperationsalliance.com/revops-skills-survey/ Last updated: 2026-08-10T12:25:15.000Z #### Help set the benchmark for a role that's being redefined. Ask a RevOps leader what they own today, and half the list didn't exist 3 years ago. AI is taking over the data work, the reporting, and the plan-building, while the job itself moves toward strategy, planning, judgment, and executive influence. Nobody has measured that shift properly yet. Together with **Varicent**, we're running the survey that does so, using answers from the people living it. **Your individual answers stay anonymous. The full RevOps Skills and Salary Report 2026 lands on October 1st.** ### What we'll ask you A quick run-through of your world, including: - How your time is split across the work today, and how that's changed over 3 years - Which of the 14 core RevOps capabilities matter most now, and which are fading - How do you rate your own proficiency against each one - Where AI will take over, where it'll assist, and where it stays out of the way - Your base, your variable, and how your pay has moved in the last year ### Why should you take this survey? Benchmarks are only useful when they come from the people actually running revenue operations. Your answers make sure the 2026 data reflects real roles, real pay, and real teams across regions and company sizes, at the manager level and above. ### What your answers will produce The RevOps Skills and Salary Report 2026, built to answer the questions worth knowing: - Which skills raise your pay faster than a promotion does - Where the gap is widest between the teams pulling ahead and the ones still stuck in operational work - What AI is on track to automate next, and the few things it can't touch - What good RevOps hiring looks like now that the job description has changed **Varicent** helps revenue teams plan territories, set quotas, and run compensation, the same work this report tracks as it shifts. The survey and report are produced in partnership with them. Help build the benchmark the RevOps function will run on in 2026. ### Chief Revenue Officer Summit Austin 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-austin-2026-ondemand/ Last updated: 2026-07-08T12:32:27.000Z Revisit every session from CRO Summit Austin, including talks from some of the best revenue leaders in Texas. _This post is for paying subscribers only._ ### The rise of go-to-market engineering: The first AI-native career URL: https://www.revenueoperationsalliance.com/the-rise-of-go-to-market-engineering-the-first-ai-native-career/ Last updated: 2026-07-17T13:41:56.000Z There's a term gaining serious traction in revenue circles right now: [go-to-market engineering](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/). And if you've been hearing it more frequently but aren't entirely sure what it means or where it came from, you're not alone. The concept is still relatively new, and the role itself is still taking shape across organizations. But make no mistake, it's already reshaping how the fastest-growing companies build their revenue functions. I was one of the first go-to-market engineers at Clay, so I've had a front-row seat to how this has evolved. Here's what I've seen, what I believe is driving this shift, and where I think it's all heading. ## What go-to-market engineering actually is Let's start with the definition, because there's still a lot of confusion around the term. Go-to-market engineering is the practice of applying engineering principles, automation, and [AI](https://www.revenueoperationsalliance.com/ai-for-revenue-leaders-survey-2026/) to [sales](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/) and [marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) processes to build scalable, data-driven revenue systems. That's the cleanest way I can put it. It's about taking the kind of systematic, iterative thinking you'd find in an engineering team and applying it to the problems that sales and marketing teams face every day: prospecting, outreach, personalization, segmentation, campaign execution. The goal is to build systems that scale without simply throwing more headcount at the problem. But we didn't always have this term or this role. Before go-to-market engineering became a thing, there were people doing adjacent work under different titles. Growth engineers. Revenue operations analysts. Marketing operations engineers. Automation engineers. These folks were building [workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/), connecting tools, and trying to automate the more manual, repetitive parts of the sales and marketing process. They were the tinkerers. The ones who figured out that you could stitch together a Zapier workflow with a Google Apps Script and save your SDR team hours of manual research every week. The pre-go-to-market engineering stack looked something like this: traditional data sources and [CRMs](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/) like Marketo, HubSpot, and Salesforce; orchestration tools like Zapier for no-code automation, or Replit and Google Apps Script for more complex logic; and then output destinations like Google Sheets or modern sequencers like Instantly or SmartLead. It worked, but it was fragmented and required a lot of manual intervention to keep everything running. [![AI for GTM Summit San Franciso, September 22 and 23](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/07/_META---AI-for-GTM-Summit.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=article&utm%5Fmedium=roa%5Farticle&utm%5Fcampaign=ai-for-gtm-san-fran-2026) Join us in San Francisco! ## Where the term actually came from Like a lot of great ideas, this one started in a Slack channel. When Clay's co-founders Karim and Varun were building out Clay's first go-to-market team, they were trying to put a name to something they were observing in their earliest customers. They needed a term that captured what these people were actually doing, because the existing labels didn't quite fit. For context, Clay originally launched in 2017 and iterated over time. By around 2022, it had found a niche as a no-code workflow automation and list-building tool. The two main things it did well were helping teams find or import lists of contacts and then enrich those lists using over 50 different data sources. Sales teams, marketing teams, and even recruiting functions were using it for exactly that. Then November 2022 happened. [ChatGPT](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/) launched, and with it came the GPT-3.5 model. And that changed everything. For the first time, there was a low-cost, easily integratable generative AI API that could be dropped into these workflows to produce high-quality outputs. Clay, and tools like it, transformed almost overnight from list-building and enrichment platforms into full go-to-market workflow platforms. Suddenly, you could build a list of contacts, enrich it with data from dozens of sources, run that data through an OpenAI, Claude, or Gemini model to generate personalized research or messaging, and then export the whole thing directly to your CRM or sequencer. End-to-end. Automated. Two things made this resonate so strongly with the market. The first was one-to-one personalization at scale. Before this, go-to-market teams basically had two options: send a small volume of highly personalized messages that required hours of manual research per contact, or send high-volume generic messaging and hope something landed. The emergence of generative AI in these workflows made a third option possible: genuine personalization, at scale, without the manual research burden. The second was the commoditization of [go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) tactics. The half-life of any given sales play had been shrinking for years. What gave you a competitive edge for an entire quarter a few years ago was now lasting weeks, sometimes days. The old playbooks were falling flat. Teams needed a way to spin up new campaigns and plays in days, not weeks, and that's exactly what this new generation of tooling made possible. [To buy or build: Making the right business software decisionsDalip Jaggi discusses the key considerations of building or buying a new software solution for your organization. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-9aa2de8e-0460-4c1e-a689-f943a511bfbe.png)Revenue Operations AllianceDalip Jaggi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-e095b151-2cfa-4262-a7c6-e9bf1cb54065.png)](https://www.revenueoperationsalliance.com/buy-or-build-software-decision/) ## How organizations are restructuring around this role If you look at how a typical go-to-market function was structured before this shift, you'd see something familiar: large SDR teams armed with ten or more tools for research, prospecting, and outreach, all working to book meetings for AEs, with revenue operations or marketing operations serving as the connective tissue holding everything together. That structure is changing. Today, we're seeing smaller groups of go-to-market engineers using a tighter stack, typically something like Clay, a CRM, and a sequencer, to run outbound at scale and feed a leaner sales team. The ratio of engineers to output has shifted dramatically. And the reason is straightforward: in the old model, scaling revenue meant scaling headcount. With go-to-market engineers leveraging AI and [automation](https://www.revenueoperationsalliance.com/20-automation-workflows/), the ceiling on output is largely a function of creativity, not team size. That's a meaningful shift. The only thing stopping you from scaling your go-to-market motion is how many good plays you can think of and execute. That's a very different constraint than "how many SDRs can we afford to hire." ## The two organizational models we're seeing Across the companies adopting go-to-market engineering, two primary models have emerged for where this function lives. ### **Model one: go-to-market engineers inside revenue operations** Companies like Anthropic, Intercom, and Canva have taken this approach. It works well because revenue operations already owns data pipelines and data quality. Embedding a go-to-market engineer there removes the translation layer between identifying a problem and building a solution. There's no "here's what we need" followed by a lengthy back-and-forth before anything gets built. The person who understands the problem is also the person building the fix. ### **Model two: go-to-market engineers inside the growth organization** Companies like Verkada, Rippling, and Ramp have gone this route. The logic here is that embedding technical talent alongside demand generation unlocks ideas that traditional marketers might never attempt. Programmatic landing pages, real-time intent harvesting, dynamic campaign logic: these kinds of outputs become feasible when you have someone who can actually build them sitting in the same room (or Slack channel) as the people thinking about the pipeline. Both models work. The right fit depends on where the biggest bottlenecks are in your organization and where the go-to-market engineer can have the most direct impact. [What a GTM Engineer ISN’TMatteo, Guillaume, and Emre explain the origins of GTM Engineering, what the role is, and more importantly, what it isn’t.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-67d70911-b692-4f60-816f-616ec7e4f045.png)Revenue Operations AllianceMatteo Tittarelli![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-5-2-a5ee8163-08a7-4863-8638-29bdcbb365c9.png)](https://www.revenueoperationsalliance.com/what-a-gtm-engineer-isnt/) ## Who's becoming a go-to-market engineer? The backgrounds are genuinely diverse, and that's one of the more interesting things about this role. You'll find product designers with startup experience and a DIY mindset. You'll find rev ops professionals who already understand the go-to-market context and are learning to build on top of it. You'll find AI engineers who have a genuine interest in sales and marketing and want to apply their technical skills in a commercial context. But across all of those backgrounds, a few common traits show up consistently in the best go-to-market engineers I've seen. They think in systems. They don't approach problems in isolation. When they're solving a prospecting problem, they're thinking about how it connects to the enrichment layer, the messaging layer, the CRM, the sequencer, the feedback loop. Everything is part of a larger system. They have a go-to-market context. Whether they've worked in a customer-facing role, in rev ops, or in marketing operations, they understand what go-to-market actually means in practice. They know what a good lead looks like. They know what makes a message land. And they're creative. This might be the most important trait of all. The ability to bridge raw data and creative ideas, to look at a dataset and imagine a campaign that nobody else has run yet, that's what separates a good go-to-market engineer from a great one. ## What's coming next This is where things get genuinely interesting. These are my views, not certainties, but they're grounded in what I'm already seeing emerge. ### **Distribution is the new moat** AI has dramatically lowered the barrier to entry for building software. Engineers can ship faster, features can be replicated more easily, and the product advantages that used to take years to build are becoming easier to close the gap on. As a result, I think we'll see more companies treat their go-to-market motion itself as their primary competitive differentiator. How you reach your market, with what data, through what channels, and with what level of precision, that becomes the edge. This connects to what I'd call "go-to-market alpha": approaching segmentation and outreach using unique data points that AI can infer, rather than relying solely on static firmographic data. Instead of filtering for "restaurants in a given zip code," you might look for restaurants that have recently launched on DoorDash, or that have a rating above a certain threshold, or that show some other behavioral signal that an AI model can surface. That kind of precision wasn't feasible before. It is now, and it's only going to become more accessible. ### **The shift toward agentic workflows** Right now, most go-to-market engineering work is deterministic: you build a workflow, it runs the same way every time, and you iterate on it manually based on what you observe. I think we'll see a meaningful shift toward agentic workflows, where AI agents handle more of the actual execution within those workflows. But I don't think deterministic workflows disappear. What I expect to see is a hybrid model: agents embedded within deterministic frameworks, so you get the flexibility and intelligence of an agent with the guardrails and structure of a defined workflow. A research agent might handle one stage of a workflow before handing off to a more rigid automated process, for example. ### **Reinforced learning in go-to-market workflows** Today, the feedback loop in any go-to-market workflow runs through the go-to-market engineer. They gather data on what's working, make adjustments, maybe run an A/B test, and iterate. I think we'll see workflows that can capture feedback in real time and incorporate it into their own logic, essentially improving themselves continuously rather than waiting for a human to intervene. That's a significant shift in how these systems operate. ### **AI-driven segmentation** Rather than relying on firmographic data points that exist in databases, we'll see AI agents go out and find data points that don't exist anywhere yet. As the cost of AI continues to fall, the ability to generate unique, inferred signals about individual companies will become a core part of how go-to-market teams think about who to target and when. ### **Go-to-market engineers building rep interfaces** This one is a bit further out, but I think it's coming. Today, the data that reps need and the actions they need to take are spread across multiple tools and platforms. The interfaces themselves are rigid and one-size-fits-all. I think go-to-market engineers will increasingly get involved in building the UI layer that sits in front of their back-end systems, using tools like Replit or Lovable to create custom interfaces that reflect how their specific team actually works. The go-to-market engineer has the business context to build these interfaces efficiently, and the no-code and natural language-to-code tools now make it feasible without a dedicated front-end engineer. [Motivate your team with account-based marketing attributionDiscover the best practices and challenges associated with measuring your account-based marketing efforts with attribution.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-c0270d3b-2a97-4570-8c30-b76348e0d610.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---abm-attribution-ccd175f4-fc3b-4884-bee3-dd4c4c81d777.png)](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) ## The human element isn't going anywhere One thing I want to be clear about, because I think it gets lost in conversations about AI and automation: the human element in go-to-market remains essential. Maybe more so than ever. At Clay, we're actually anticipating that the rise of go-to-market engineering will lead to more emphasis on in-person events, not less. The automation handles the preparation and the follow-up. The human connection happens in the room. Here's a concrete example. For our first user conference in San Francisco, we used Clay to take the attendee list, understand who was coming, whether they were current customers, and what their business objectives were. That meant walking into the event knowing who I wanted to talk to and what mattered to them. After the event, we had a workflow where anyone you met could have their contact information photographed, sent to Clay, extracted, matched against Salesforce, and followed up with automatically if they weren't already in the system. And the human-in-the-loop piece: I'd get a Slack message on Thursday morning saying, "You met this person at the conference, do you want to send them this email?" A simple yes or no. The system does the heavy lifting. The judgment call stays with a person. That matters. CRMs will never capture everything. Business gets done over text messages that aren't logged, in hallway conversations, and over dinner. Without that context, even the best AI model can't tell you whether sending a follow-up email is going to strengthen a relationship or damage it. The human judgment layer isn't a limitation to be engineered away. It's a feature. ## A genuinely new kind of role Go-to-market engineering is the first AI-native career. The role was shaped by AI from the start, not adapted to accommodate it after the fact. And the people who thrive in it are the ones who can hold both sides of the equation: the technical ability to build systems and the creative, commercial instinct to know what those systems should actually do. If you're thinking about where this fits in your organization, start by looking at where your biggest go-to-market bottlenecks are. Is it the quality of your targeting data? The speed at which you can launch new plays? The personalization of your outreach? The coherence of your follow-up across channels? Those are the problems a go-to-market engineer is built to solve. The companies that figure this out early are already pulling ahead. And the gap between them and everyone else is only going to widen. --- ### Want more on this topic? AI-native RevOps runs through the San Francisco's summit agenda, from forecasting to stack architecture. AI for GTM Summit is co-located with the RevOps Summit in San Francisco. Ashleigh Bilodeaux (GTM AI Engineer, Zoom) opens the main stage with "The rise of the GTM AI engineer." Then the RevOps core: "Can AI predict revenue better than your sales team?" with Stephanie Ucko of Impact.com (3:45 pm), plus the panel on the architecture behind AI-native GTM. San Francisco, September 22 and 23\. [Claim your spot](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=article&utm%5Fmedium=roa%5Farticle&utm%5Fcampaign=ai-for-gtm-san-fran-2026) ### Pipeline Generation Summit 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/pipeline-generation-summit-2026-ondemand/ Last updated: 2026-07-01T10:11:30.000Z Catch up on every session from Pipeline Generation Summit, including sessions from Microsoft, 1Password, and more. _This post is for paying subscribers only._ ### Motivate your marketing team with account-based marketing attribution URL: https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/ Last updated: 2026-07-10T07:11:24.000Z [Account-based marketing](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/) (ABM) typically has a higher ROI than other marketing activities due to its targeted and personalized approach. But how effective is it in bringing in sales? This can be difficult to measure directly, so revenue teams rely on ABM attribution models to link marketing efforts to sales wins and revenue generation. Accurate attribution leads to more informed marketing decisions, efficient resource allocation, and a motivated account-based marketing team. This article covers: - [What marketing attribution is](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/#what-is-marketing-attribution) - [Why it’s important](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/#why-is-marketing-attribution-so-important-for-abm) - [Challenges of attribution](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/#challenges-of-account-based-marketing-attribution) - [6 ways to monitor ABM attribution](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/#6-ways-to-monitor-abm-attribution) - [Metrics to track](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/#abm-metrics-to-track-for-attribution) ## What is marketing attribution? Before we dive into the complexities of attribution, let’s start with a basic definition. Marketing attribution is a method of measuring the impact of marketing campaigns by tracking which touchpoints led to a sales action. Essentially, this is a way of ‘crediting’ the marketing initiatives that were most effective at driving sales pipeline and revenue generated. For account-based marketing attribution, this is narrowed down from all marketing activity to only the account-based activities your team carried out. This may seem relatively easy, but in reality, attribution models are rather complicated, especially when you consider all the marketing channels a customer may encounter during a long B2B sales cycle. But that’s a conversation for later, first, let’s discuss why you should care about attribution in the first place. [What is marketing operations? (MOps/MarOps)Marketing operations aims to improve marketing processes by managing marketing tools, automating tasks, and providing accurate reports. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-129.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--66--1.png)](https://www.revenueoperationsalliance.com/what-is-marketing-operations/) ## Why is marketing attribution so important for ABM? It’s a valid question: If marketing attribution is so complicated to prove, why should you bother? What’s the point? There are many reasons attribution is vital to a streamlined revenue organization, but we’ll break down the top four. ### Gain marketing budget By proving the effectiveness and ROI of your account-based marketing campaigns your marketing team is better equipped to negotiate an increased [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) from leadership. This means they can throw even more resources at personalized marketing outreach to those dream clients your company is going after. ### Improve your marketing campaigns Since attribution allows you to determine which ABM strategies were most successful at lead generation your marketing team can optimize their campaigns to ensure they improve over time. For example, if an ABM program sending personalized emails gained a high conversion rate, but a similar campaign performed poorly you can more accurately identify what went well in the first campaign compared to the second. Plus if a specific account responds well to an ABM campaign, you can double down on your efforts to bring in more leads. [14 real-world account-based marketing campaign examplesGet inspired with 14 unique account-based marketing campaign ideas from real organizations to make a splash on your next ABM campaign![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-130.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---14-account-based-marketing-campaign-examples--1-.png)](https://www.revenueoperationsalliance.com/14-account-based-marketing-campaign-examples/) ### Motivate your marketing team Marketing attribution lets marketers understand how much revenue they’re directly influencing or generating for your business. These insights can motivate them to perform better as they understand their impact and value to the organization. Plus, linking campaign success to revenue may mean you can justify giving your top performers a bonus in line with the revenue they’ve generated. After all, your account-based marketing team is filling the sales pipeline with high-quality leads for the sales team. Offering a bonus or [non-monetary incentive](https://www.revenueoperationsalliance.com/direct-vs-indirect-compensation/) based on performance is a great way to motivate and reward your marketers. ### Get the sales team on board Accurate attribution is also a great way to get buy-in from the sales team for the account-based marketing strategy. ABM campaigns are more successful when marketing and sales teams work together, so showing sales reps the impact of marketing efforts makes it easy to get on board and excited about ABM. Aligning sales and marketing teams means a more streamlined [customer journey](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) for those key target accounts, so this is an important step to get right. [Why sales and marketing alignment is crucial for revenue growthDiscover the power of an aligned revenue team and unlock strategies for aligning your sales and marketing functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-131.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--29--1.png)](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) ## Challenges of account-based marketing attribution We mentioned earlier that tracking ABM attribution is a complex process, this is the section where we explain why. Including the four most common challenges of measuring attribution. > “Attribution is an imperfect science. It's never going to be 100% correct, so as long as it's \[broadly\] correct it’s okay. > “We know that there's the dark funnel. We know that there are buying committees. We know that people don't allow cookies, a lot of them, especially if you're selling into IT, they go incognito mode. > “So it's very hard to be very scientific about it.” > **– Olga Traskova,** VP of Revenue Operations at Birdeye ### Long, complex sales cycle In B2B marketing, sales cycles are long and complex with multiple stakeholders involved at each stage. This makes it difficult to keep track of all the interactions each stakeholder had with your brand before purchasing, and even more difficult to tell which activity converted them. The more decision-makers involved in the buying process, the more complex the deal, and the harder it is to attribute the marketing activity. ### Multiple touchpoints Another factor that complicates marketing attribution models is the vast number of touchpoints any stakeholder is likely to interact with. With more marketing channels and activity than ever, pinpointing the exact interaction that converted your prospect is like finding a needle in a haystack. Depending on how targeted your ABM campaign is this may become easier, especially if you only targeted a handful of accounts on a couple of channels. Taking a more direct approach to ABM can make it easier to attribute results. --- [Account Based Marketing Segmentation (How-To Guide)Account based marketing comes down to effectively segmenting the different accounts on your books according to things they have in common. These attributes affect the way you’ll interact with them.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-244.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/10-account-based-marketing-email-examples-to-level-up-your-campaign.png)](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/) --- ### Data integration and hygiene Data integration and [hygiene](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/)its are huge issues in accurately attributing revenue. If your marketing data isn’t fully integrated with your sales data in a central source of truth (such as a CRM) then it’s almost impossible to track where your leads came from – never mind link them to a specific campaign. Each of your marketing tools should communicate with your CRM effectively to ensure data is being logged. Plus, if your data is messy, full of duplicate data, and mistakes there’s no way you’ll be able to decipher the customer journey of an individual stakeholder, so it’s important to maintain data hygiene in your CRM. ### Dark funnel As if all that wasn’t complicated enough, enter the dark funnel. The dark funnel is essentially all those unseen interactions your prospects have with your brand. Some examples include: - Conversations with co-workers - Seeing their peers mention your solution on a social post - Discussions on Reddit/Quora - Read about your org somewhere - Listened to a podcast that mentioned your solution These interactions may then encourage a conversion through your ABM channels. But it can be difficult to tell if the activity itself was important, or if they were already willing to convert. It’s almost impossible to gather data on the dark funnel – adding to the complexity of creating a robust attribution model. [Multi-touch attribution, Sales Ops, & reporting structure, with Olga Traskova \[Video\]Olga Traskova joins our host Sandy Robinson to discuss multi-touch attribution, Sales Ops challenges, reporting structures, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-132.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-9.png)](https://www.revenueoperationsalliance.com/multi-touch-attribution-sales-ops-reporting-structure-with-olga-traskova-video/) ## 6 ways to monitor ABM attribution Now we understand the challenges that may arise when setting up account-based marketing attribution, it’s time to discuss some best practices for ensuring accurate attribution. ### Identify key accounts The first step of an ABM plan is to identify the target accounts for your campaign. Outlining these early can help you keep tabs on how they’re interacting with your efforts, making attribution easier. Tracking the activity of every potential client is complex, but reducing this to only decision makers at a handful of key accounts can make this process much more straightforward. ### Measure intent data The best thing to measure when starting to implement attribution is intent data. This tracks prospect behavior and indicates how likely they are to consider purchasing (or actually purchase). Starting here means you can more accurately track their buyer intent throughout the customer journey and pinpoint each marketing interaction that increased that intent. This is especially clear once you start personalizing interactions with the prospect via your account-based strategy. The other perk of measuring intent data is its relative ease to track — a session on your website, then a download on your ebook, and a click on your email. These are easy things to see, and with the right marketing tools, these can even be monitored [automatically](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/). [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Map accounts against buyer journey Once you’ve started to track intent data, you can start to consolidate this information and organize it according to the steps in your [buyers' journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/). This will make it more digestible and easier to pull clear insights. Having this data all in one place means you can easily track how your customers traverse the customer journey, which touchpoints they interact with, and which interactions are most likely to lead to a conversion. > For example, if sales close a target account and your CRM data shows several unique site visits, a couple of ebook downloads (from your ABM plan), and three demo requests, you’ll be able to attribute some of that sale to ABM activity. This can still be quite challenging to implement but it’s important to remember that attribution won’t be perfect, so some accurate data and attribution is better than none, when it comes to improving your team’s marketing efforts. ### Partner with other teams Sales and customer success teams have first-hand experience of the customer journey, and their data will be useful in helping marketers to attribute revenue. Ensuring the entire customer journey’s data is integrated into one shared source allows accurate insights into the buyer journey and prevents unnecessary friction. Having this shared source of data also allows these teams to agree on the metrics that should be measured when attributing conversions to ABM initiatives. > “Make it a cultural trait to over-communicate. Various data sources all need to be brought together into a single transparent view of what we all know is an extremely and increasingly complex buyer journey. > “To do that, it will require buy-in from other teams like Sales, CSM, Product, etc. > To get that buy-in, people need to feel respected and not just needed (or abused) – so involve key people from various teams into the discussions, brainstorming, planning, and retrospectives. > “It will require more than just the marketing team to see all the different points where prospective buyers are engaging. Once the people share a common vision, everything else is much easier to accomplish.” > **– Jason Mashak**, Director of Marketing & Communications at Whalebone [Level up your marketing with campaign operationsDiscover what campaign operations involves and how this marketing operations function can benefit your marketing strategy through automation and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-135.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_campaign_operations-1-1.jpg)](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/) ### Track bottom-of-funnel data As well as intent signals, it’s important to track bottom-of-funnel data to attribute deal success to the ABM team. Once an account is in your sales funnel, your marketing team can use account-based campaigns to convince the client to buy from your organization with [creative](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/), and personalized messaging. If the account then became a customer, the ABM team would be attributed some of that deal, as they supported sales in closing. ### Refine and adjust There’s no need to jump into the deep end and start tracking all your accounts at once. It’s totally fine to start small, with one or two accounts, and slowly scale your attribution model. Ensuring your ABM attribution system is working as intended can take some trial and error, as well as time to implement and track. Be patient, and keep adjusting your model to increase accuracy over time. Once you’re happy with the model and its accuracy you can start to slowly scale it to more and more accounts. Taking a slow and steady approach allows your account-based marketing team time to dive into the insights and data from attribution at a small scale before scaling their thinking to the entire customer journey. [Utilizing the 4 pillars of business analytics in RevOpsDiscover how the four pillars of business analytics can transform your revenue org into a data-driven machine.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-134.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Utilizing-the-4-pillars-of-business-analytics-in-RevOps--1--3.png)](https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/) ## ABM metrics to track for attribution Some metrics to consider tracking to provide a more comprehensive view of attribution include: - **Conversion rate:** Percentage of users who’ve taken a pre-defined action, such as downloading an ebook, or requesting a demo. - **Buyer intent:** The likelihood a potential buyer will purchase from your company. - **Return on ad spend (ROAS):** How much revenue has been brought in compared to the amount spent on a particular ad. - **Cost per click:** The average cost per lead generated. - **Clicks:** The number of users who’ve clicked on an action button or link. - **Engagement:** The percentage of people who’ve interacted with your post compared to those who’ve swiped past. - **Open rate:** The percentage of people who opened your email. - **Reply rate:** The percentage of prospects who responded to email outreach. - **Impressions:** The number of people who’ve seen your post or ad, essentially the reach of your campaign. - **Customer lifetime value (LTV):** The average revenue generated from each customer over the course of their relationship with your business. 💬 Join a community of 3000+ RevOps leaders over on [Slack](https://www.revenueoperationsalliance.com/revenue-operations-community/). Or unlock a range of free templates and frameworks by becoming an [Insider member](https://www.revenueoperationsalliance.com/insider-membership-plan/). ### What a GTM Engineer ISN'T URL: https://www.revenueoperationsalliance.com/what-a-gtm-engineer-isnt/ Last updated: 2026-07-10T07:15:16.000Z In 2025, companies are increasingly turning to “GTM Engineering” as a way to automate and scale creative go-to-market strategies across sales, marketing, and success through a blend of data, LLMs, and workflow orchestration. As this discipline emerges — like every time new trends do — it’s normal to hear contrasting opinions and misconceptions. We’ve seen it [10 years ago with the growth hacker](https://andrewchen.substack.com/p/10-years-after-growth-hacking), and[ even with RevOps.](https://www.revopscoop.com/webinar-series/revops-what-it-is-what-is-isnt-and-how-to-do-it-right) Companies confuse GTM engineers with [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/), growth PMs, and even CRM admins. **So, what is GTM Engineering?** First of all, we feel more needs to be said about the origins of the term, how it came to be, and why now. With that in mind, we’ll have more context to define it. But while everyone is trying to give a positive definition of the term, we’ll do the opposite and unpack our anti-definitions instead — what [GTM Engineering](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) is not. Then, in the next post, we’ll lay out a first principle thinking framework and primitives to help people get their heads around this emerging, multi-disciplinary position. ## The origins of GTM Engineering Let’s first trace back the DNA of GTM Engineering. While the first job titles were made popular in early 2024 by [Clay](https://www.clay.com/blog/gtm-engineering), the role isn't as new as it seems. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F524f9279-2529-4559-b413-026559762bcf_1400x606.png) Companies like Ramp, Gorgias, and Rippling — considered among the golden standard of growth teams — have been the pioneers of embedding engineering talent and skill sets within the go-to-market function. Whether they were called growth engineers or growth ops, these roles shared the usage of automation, data, and APIs to scale pipeline and revenue without increasing the size of the [go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) team. > ***Growth engineers were the technical counterpart to growth marketers — building technical solutions to solve GTM use cases in an efficient and scalable manner.*** ### Need GTM efficiency? Meet our latest AI But, where does this need for GTM efficiency suddenly come from? There are two key factors contributing to the rapid rise of GTM engineers last year. First, [When VCs pulled back their money in 2023](https://www.forbes.com/sites/trevorclawson/2024/02/29/cloudy-weather-2023-was-a-tough-year-for-europes-saas-startups/), startups had to keep scaling revenue without expanding headcount — or actually firing half of their teams — making [GTM efficiency](https://www.saastr.com/advice-every-saas-founder-needs-to-know-in-2024-with-sam-blond-and-jason-lemkin/) the name of the game. In other words, they needed to: - Maintain or speed up time to market, pipeline and revenue velocity - While improving efficiency and costs metrics (eg. cost per opportunity, ROI, etc.) - And keeping headcount constant (eg. revenue per employee) However, “automation” still meant getting an engineer to work on building custom scrapers, ETLs and data warehouses connections — strategies that were not that accessible to most teams, especially given growth engineers were not just rare, but also expensive! ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F8140ff37-2f51-4805-b4d9-02972fb422bd_1600x1274.png) That’s where the promise of the last generation of LLMs comes in. New SaaS categories quickly emerged between 2023 and 2024 wrapping few critical ingredients of growth engineers into low-code SaaS and making them A LOT more accessible to non-technical users. Think like: 1. **Custom waterfall enrichment** to make prospecting and research dead easy 2. **Workflows UI** to line up multi-step, tailored GTM operations across the lifecycle 3. **LLM capabilities and prompt engineering** to scale research and personalization 4. **Robust integration layer** with built-in APIs The result has been a fervent and colorful GTM tech industry popping up in the last 24 months — with plenty of leading players like Clay, Cargo, Lemlist, LaGrowthMachine, Common Room, and AirOps, blending or specializing in the above capabilities. > ***Suddenly, you could do the advanced work of a growth engineer with just a few lines of code — and you could actually code the rest by just prompting ChatGPT.*** And in late 2024, the concept of “[founder mode](https://paulgraham.com/foundermode.html)” popularized by [Brian Chesky](https://www.youtube.com/watch?v=aFOGlNL39xs) compounded this efficiency mantra of “doing more with less” into the industry. This — coupled with the ever-present promise of AI — made the idea of small, lean, and technically-enabled orchestrators too compelling to ignore. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2Fe1825e61-fccf-4b66-b1b4-d6dc7e2c7a10_1408x780.png) Brian Chesky, AirBnB co-founder (right) With the entire industry on founder mode — and the right AI tools for the job — there were no more excuses. A new storm was coming. ### **Service-as-Software and the wave of Clayagencies** In this new hyper-competitive arena, everyone needed to keep scaling GTM operations efficiently but no one could afford in-house growth engineering that would do custom “integration or automation work”. That’s why GTM Engineering started to become popular; because it’s a role that blends capabilities and knowledge across sales, marketing, customer success, and engineering in one person. > ***A cross-functional GTM skillset alone yields massive efficiency gains — because you have one person doing the job of three — and when enabled by the right AI tools and workflows, its promise scales 10X.*** With that in mind, it became clear that a growth engineer wasn’t a must-have to build complicated workflows in your GTM motion. But a hands-on, semi-technical GTM operator with Clay and an email sequencer could do it. And as more non-technical teams got exposed, the promise of GTM Engineering grew, and the overall movement accelerated. However, it’s still very rare to find this type of talent; and even when you do, it can be expensive and risky, especially as a full-time hire. That’s why we believe one of the first cohorts to really help grow awareness of the role were the so-called [Claygencies](https://claygencies.com/). These were outbound agencies (and consultants) that embraced the GTM Engineering principles on various fronts. These operators consistently: - Use AI-powered GTM tech to scale beyond $1M ARR with extremely lean teams, really embodying the core premise of GTM Engineering. - Provide expert GTM services in the form of process workflows, and have strong incentives to productize these workflows with software and AI. - Use AI and their toolstack as a core differentiator from ‘traditional agencies’, and to showcase their differentiators via the creative workflows they build. - Offer a more specialized and lower-risk alternative to full-time hires, who are harder to find and more costly to onboard. And that’s why we’ve seen Clayagencies take over [LinkedIn](https://www.linkedin.com/in/patrickspychalski/recent-activity/all/) with tool- and workflow-related content on LinkedIn. All the tools, plays, and workflows were all over Linkedin for grab — an insane awareness machine for the entire GTM tech industry and players alike. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F24c8d3c5-2c6c-4f2d-8791-32cee4823221_1006x1056.png) Emerging vendors seized this moment to carve their spot in the industry and spin up their agency programs, each for their own ‘niche’ — RB2B for website deanonymization, AirOps for content and SEO, and so on and so forth. And a new category of agencies and consultants was born — [service-as-a-software](https://www.linkedin.com/posts/marcelsantilli%5Fweve-nearly-2x-arr-in-the-last-5-weeks-at-activity-7296242283161534464-WzTD?utm%5Fsource=share&utm%5Fmedium=member%5Fdesktop&rcm=ACoAABY%5F%5FtMBtpo5rEJR8TFzPvOs3sGp0ve5ax0). A new business model — with AI and GTM Engineering capabilities at its core — that would answer both calls — GTM efficiency and ‘founder mode’. ![](https://substackcdn.com/image/fetch/w_1456,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2Fd7c9bbbf-685b-4b73-8766-1090a337838c_716x920.png) ### **Stack vs. Expertise — what matters most?** At this point, the underlying question emerged: > ***“What matters most to drive GTM efficiency? The tool stack or the GTM Engineering execution expertise?”*** The Clayagencies buzz initially took off largely due to capabilities that these new tools democratized — waterfall enrichment, AI workflows, and the likes. If you step back, the underlying tech primitives haven’t changed — we had Clearbit for enrichment, workflow editors like Zapier, and ETLs like Segment even before 2020. > ***The real spark came from making these capabilities more accessible to semi-technical users, and layering the LLM component and prompt engineering on top — which shortened the learning curve and opened the door for more niche, specialized platforms.*** Look at any feed and you’ll see a flurry of tactics and workflows touting a slick, new specialized data provider or email sequencer — often packaged as plug-and-play workflows you can easily copy and paste. ***“Just comment ‘workflow’ and you’ll scale 1000 meetings in 1 day.” We’ve all been there!*** Yes, it’s hard to resist the allure of a “silver bullet,” and yes, these new workflow tools really make it super easy to achieve results. However, now that the cat is out of the bag and these tools are known and accessible, we believe that the elephant in the room comes down to one thing — execution. > ***So, to answer the question, we believe expertise matters A LOT more than the underlying stack.*** Which brings us to the next topic. ## What GTM Engineering ISN’T all about Armed with this additional context, let’s move onto our anti-definition(s) of GTM Engineering. ### 1) GTM engineers don’t define the entire go-to-market First and foremost, we believe GTM engineers scale an existing strategy instead of inventing one. GTM engineers don’t select markets, craft messaging, or determine positioning — those decisions come from leadership, marketing, and product. Instead, GTM engineers enable these teams to streamline scattered processes into scalable workflows. And while GTM engineers don't set strategy, their technical expertise can help uncover new, creative, and performant ways to achieve an outcome. For example: - The Marketing Director doubles down on LinkedIn Conversation Ads, targeting Salesforce users, who drive higher retention, engagement, and ACV. - Instead of relying solely on the TAM list and CRM contacts, GTM Engineering proposes to expand the audience by pulling recent companies using Salesforce as their CRM. - The Marketing Manager runs a focused Salesforce campaign, while the broader team targets US-based SaaS companies (50-500 employees). - The GTM Engineer then helps build an automated system to enrich incoming LinkedIn leads with technographic data, analyze intent signals, and use an LLM-driven scoring model to prioritize leads. - For Salesforce campaign users, reps receive key insights enriched with real-time news, promotions, new hires, and job postings. An LLM like Claude 3.7 Sonet summarizes the data, making it ready for outreach. - For high-intent leads, the system automatically triggers personalized outreach emails from the AE’s account, tailored to the prospect’s tech stack and company news. AEs get timely notifications for follow-ups, turning hours of manual work into a streamlined, data-driven process, while still supporting the original marketing strategy. Marketing still owns the ad strategy and Sales the engagement process, but the GTM engineer's technical capabilities opened up new, scalable ways to achieve the same outcome. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-221.png)Revenue Operations AllianceUzair Shah![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ### 2) GTM Engineering are not Growth PMs or Growth Engineers [We’ve made this distinction before](https://playbooks.hypergrowthpartners.com/i/151608054/gtm-engineers-vs-growth-engineers), but we want to make this even clearer. Growth PMs and engineers emerged to drive activation, retention, engagement, and monetization metrics through experimentation. While there are overlaps with GTM Engineering, there are two crucial differences: - **Technical execution**: While growth PMs coordinate with growth engineering teams, GTM engineers directly build and implement technical solutions. - **Scope of impact**: Growth PMs and engineers typically own specific product metrics like activation, free-trial to demo conversion, or sign up page conversion improvements, while GTM engineers influence and contribute to pipeline and revenue metrics across the entire customer lifecycle. And whether there’s a lot more overlap between Growth engineers and GTM engineers, let’s just say that: - Growth engineer is more involved in the dev work based out of experiment hypotheses — and work with PMs and designers to pull it off — less so in the business understanding. - GTM engineers are more involved in the business, work primarily with the business teams, and are proactively influencing those decisions. ### 3) GTM Engineering are not RevOps Out of all the mixed-up roles, RevOps is probably the most often mistaken for a GTM engineer, probably because RevOps and GTM Engineers work closely together. However, they serve fundamentally different purposes. The key difference is that: - [RevOps](https://www.revenueoperationsalliance.com/20-automation-workflows/) focuses on the foundational strategy and pipelines — like setting up the CRM instance, decide which fields to report, the pipeline stages, foundational journeys, and reporting layer across marketing, sales, and success. - GTM Engineering scales the efficiency of these foundations via tailored, automated and technical solutions. So while RevOps helps decide where to allocate budgets, GTM engineers focus on maximizing that ROI through technical innovation. And when GTM engineers identify successful experiments, they work with RevOps to roll them out to the entire organization. **For example:** - RevOps might suggest increasing ad spend on Google because they mined as an insight from their attribution model. - GTM Engineers work with RevOps and Demand Gen to implement server-side tracking enriched with firmographic data and feed that data back to Google to improve Performance Max campaign results, therefore, achieving higher conversion rates and more pipeline. Let’s see some more aspects where these two compliment each other: ![](https://substackcdn.com/image/fetch/w_2400,c_limit,f_auto,q_auto:good,fl_progressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F3aea6105-0e8c-4a1d-9f8a-1630b269d6e4_767x362.png) If nothing else, GTM engineers are probably the wingman RevOps has been searching for. ### 4) GTM Engineering isn’t just about new business and outbound The common misconception is that GTM Engineering primarily serves top-of-funnel activities — building outbound automation, enriching lead data, or creating target account lists. And while a lot of GTM engineers and agencies made the movement famous with list building and personalized outbound, reducing them to these tasks misses their potential. Think of a GTM Engineer building an intelligent early warning system for customer success. - Rather than just tracking basic usage metrics, this system combines multiple signals: product engagement patterns, job changes across multiple stakeholders — like when champions leave or new executives join — sentiment indicators like NPS scores, support ticket tone; and renewal context. - When the system spots potential churn patterns — such as a champion departing followed by declining feature usage — it automatically triggers the right messages to the right stakeholders on the right channels. - This proactive approach helps teams prevent churn before the obvious signs appear, turning potential risks into retention opportunities. GTM engineers don't just support existing processes — they reimagine what's possible through the lenses of the new AI tooling available today. > ***Good GTM engineers ask: "How do we automate this manual process?"*** > ***But the best GTM engineers ask: "How can we use AI and tech to give our GTM teams superhuman capabilities?"*** Again, consider these other use cases way beyond just list building and outbound: - Automating win/loss case analysis from customer calls to refine ICP, messaging, and trickle those updates into multi-channel campaigns. - Programmatically score and route prospects into tailored nurturing journeys with AI without SDRs doing manually allocation and CRM hygiene. - Create an automated workflow to turn customer calls insights into long-form content that can be repurposed across blog, LinkedIn organic, and retargeting ads. These use cases show the potential for scaling GTM efficiency across teams, and stresses how GTM engineers build the technical bridge between strategy and efficient execution — and not just for generating new business, but also expansion! Most importantly, this approach creates a compounding, ripple effect across the organization: - Sales teams ask: "Could we build something to predict which deals need attention?" - Marketers think: "How can we automatically personalize campaigns based on intent data?" - CSMs wonder: "What if we could predict churn before it happens?" It's this cultural transformation that empowers every GTM team to think creatively and consider technically-enabled capabilities to achieve specific outcomes that makes GTM Engineering truly powerful. [RevOps Architect vs. GTM Engineer: Redefining technical revenue leadershipSpencer Tahil dives into the differences between RevOps Architects and GTM Engineers, and why the real value comes from making a major mindset shift.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-220.png)Revenue Operations AllianceSpencer Tahil![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-2-2.png)](https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) ### 5) GTM Engineering isn’t just about technical execution While most of today's LinkedIn discourse suggests GTM Engineering success comes from simply connecting tools and writing code, once again, this view dangerously oversimplifies the role. GTM Engineers are, yes, technical strategists who build integrated systems across the entire revenue organization, but they’re not like “[developers taking requirements](https://www.amazon.com/Ask-Your-Developer-Software-Developers/dp/0063018292)” from business teams. They translate business context into technical architecture while orchestrating solutions across teams — making the role both challenging and critical for scale. > ***Technical skills are crucial, but they're just one piece of the puzzle. The reality? GTM Engineering requires three-dimensional thinking.*** 1. **Business understanding.** Instead of just automating a process because "we can," top GTM engineers go deeper, and probe things like: - Why does this matter to revenue? - How does this scale with our existing GTM motion? (eg. given our PLG or SLG) - What are the short- and long-term impact of this on adjacent teams? 1. **Systems thinking.** Rather than building isolated solutions, they consider: - How do marketing, sales, and product workflows intersect? - How does this affect the customer journey, experience, and buying process? - Where are the data inputs, outputs, and handoff points? - What breaks if we scale 10x? 1. **Technical excellence**. Beyond just making things work, GTM Engineers build for resilience: - How can we intentionally vet, test, and integrate new GTM tools? - How do we plan for gracefully retiring them if they no longer fit? - What happens when data quality from different vendors degrades? - What metrics or logs can detect performance issues, data synchronization failures, or API outages in real time—and who gets alerted ## **So, what does GTM Engineering mean then?** Taking all into consideration, here’s our best definition of GTM Engineering. > ***GTM Engineering blends technical expertise — waterfall enrichment, AI workflows, prompt engineering, and custom APIs connections — with system thinking and business understanding across the entire funnel.*** > ***Based on this skillset, GTM Engineers build systems that open up new, creative ways of scaling business outcomes and GTM efficiency without the scale headcount proportionately.*** This definition highlights how GTM Engineering isn't a one-size-fits-all toolkit you can simply plug in and play — it requires careful customization to your organization's GTM motion, product complexity, and team setup. If you look at Unify and Common Room, you’ll see playbooks are already becoming productized and will soon be commoditized. The real value comes from using these unique skills to unlock creative ways that give your company unique advantages in how you engage and grow your market. --- *This article was first published* [*here*](https://playbooks.hypergrowthpartners.com/p/what-a-gtm-engineer-is-not)*, by* [*Matteo*](https://www.linkedin.com/in/matteo-titta/)*,* [*Guillaume*](https://www.linkedin.com/in/cabane/)*, and* [*Emre*](https://www.linkedin.com/in/kavaloglu/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/05/Insider-roa.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### Revenue Operations Festival London, June 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-festival-london-june-2026-ondemand/ Last updated: 2026-06-25T13:03:36.000Z Catch up on every session from Revenue Operations Festival, including sessions from AWS, LinkedIn, Siemens and more. _This post is for paying subscribers only._ ### AI for Revenue Leaders Survey 2026 URL: https://www.revenueoperationsalliance.com/ai-for-revenue-leaders-survey-2026/ Last updated: 2026-06-24T14:33:27.000Z A full view of how revenue leaders are adopting AI today, plus benchmark data showing how adoption, investment, and impact vary by role, company size, and organizational maturity. - 15 questions on AI in the revenue org - 2026 benchmarks across adoption, spend, and ROI - 1 easy survey submission ## The definitive read on AI in the revenue org in 2026 The AI for Revenue Leaders Report 2026 will cut through the noise around [AI in sales and revenue.](https://www.revenueoperationsalliance.com/ai-adoption-blueprint/) While the headlines swing between hype and disappointment, this report goes straight to the people running the numbers: senior revenue leaders deploying AI inside real organizations. It captures how far adoption has actually progressed, from individual experimentation to [agentic workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/) in production. It maps who owns [AI strategy](https://www.revenueoperationsalliance.com/ai-powered-revops-strategy/), where budgets are heading, and which metrics leaders trust to judge return. And it confronts the question most reports avoid: beyond productivity gains, is AI moving revenue yet? The result is a single, honest benchmark revenue leaders can use to see where they stand against their peers and where the function is heading next. [ Take the survey now! ](https://productmarketingall.typeform.com/to/nS7thMD1) --- ## Help build the 2026 benchmark By completing the survey, you will help produce the most complete picture of AI in revenue leadership to date. It takes three to five minutes, and your responses shape the report's headline findings. Your responses will contribute to research on: - Adoption stage and where AI runs in production - Ownership, strategy, and buy-versus-build approaches - AI spend and [investment](https://www.revenueoperationsalliance.com/why-your-ai-investments-arent-driving-rep-productivity-and-how-to-fix-it/) over the next 12 months - ROI measurement and measurable business impact - [Hiring](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/), headcount, and the roles AI is changing - Barriers to value and where AI acts autonomously - The human skills leaders expect to matter more This year's survey is built around one question that matters most to revenue leaders: not whether AI is being used, but whether it is working. [ Let me fill the survey! ](https://productmarketingall.typeform.com/to/nS7thMD1) ### Why GTM engineering is replacing SDR teams and what that means for SMEs URL: https://www.revenueoperationsalliance.com/why-gtm-engineering-is-replacing-sdr-teams-and-what-that-means-for-smes/ Last updated: 2026-06-24T08:35:51.000Z Sales is starting to feel like a treadmill. **You hire. You spend. You chase.** But even with more reps, more tools, and more effort, results are stalling. Pipeline quality is inconsistent. Follow-ups are manual. Tools don't connect. Teams are stretched. Eventually, you start asking a deeper question: > *What if growth isn't a staffing issue? What if it's a systems issue?* More companies are beginning to reach that conclusion. Quietly, they're changing how go-to-market execution works. Instead of scaling people, they’re scaling process. Instead of adding noise, they’re building around signal. This shift is reshaping how modern revenue teams operate. And it has a name: **GTM engineering.** ## Elaine Zelby called it early A few weeks ago, [Elaine Zelby](https://www.linkedin.com/posts/elainezelby%5Fhot-take-gtm-engineering-is-going-to-be-activity-7305997491328405504-LDQk/) posted a sharp insight: > *“GTM Engineering is going to be a dedicated function, not just a shared effort between RevOps, MarOps, and Sales Ops.”* It’s already happening. And it’s not just for big SaaS teams. This approach is spreading because it solves a fundamental problem that almost every growing business faces: **How to grow without adding headcount pressure or bloating the cost base.** [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-276.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles-6.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) ## What GTM engineers actually do Think of a GTM Engineer as someone who designs your revenue infrastructure. They don’t sit in spreadsheets all day. They don’t run paid campaigns. They don’t chase leads. What they do is build the systems that turn buyer behaviour into pipeline – and pipeline into predictable revenue. **They ask:** - What can be automated based on buying signals? - Where are reps spending time manually that could be reallocated? - How can we make sales, marketing, and ops function like one machine instead of three departments? **Their work results in:** - Workflows that trigger outreach based on real-time behaviour - Data flowing cleanly from marketing into sales and CRM - Fewer handoffs, fewer delays, and fewer gaps in visibility They’re not a replacement for people. They’re the reason your people can operate at 10x. ## Why the old model fails The traditional GTM model assumes that if results slow down, more reps or more tools will solve the problem. But adding headcount without fixing the system just scales inefficiency. **What happens next is predictable:** - More follow-up fatigue - More duplicated tasks - More time lost switching between tools that don’t talk to each other - More budget tied up in activity without clarity on output Eventually, everything starts to feel heavier than it should. Not because the market is broken. Because the model is. [GTM engineering: The simple solution everyone’s making complicatedAnkit explains why the future of GTM Engineering & marketing operations will be about going back to basics, and what went wrong in adding complexity.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-277.png)Revenue Operations AllianceAnkit K.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---demostack-Stop-the-GTM-tug-of-war-How-to-turn-friction-into-revenue-1-1.png)](https://www.revenueoperationsalliance.com/gtm-engineering-the-simple-solution-everyones-making-complicated/) ## From labour to leverage In most SMEs, growth is still equated with hiring. More sales means more salespeople. More marketing means more spend. And more pipeline means more output from already stretched teams. But there’s a smarter model emerging. One that trades labour for leverage. **A GTM engineer enables:** - Better timing through intent signals - Smarter follow-ups through automation - More consistent output from fewer people Instead of hiring a full SDR team, you might have a leaner setup powered by signal-based workflows. Instead of relying on weekly meetings to diagnose drop-offs, your pipeline becomes visible in real time. This isn’t theoretical. It’s already happening. ## What this looks like in practice [Kynection](https://www.kynection.com.au/), a tech-forward SME based in Victoria, faced the same friction many companies do. Wage pressure was rising. Local hires were slow and inconsistent. Their go-to-market motion had momentum, but it wasn’t scalable. They made a key decision: Redesign how work gets done before adding more people. They built a fully embedded offshore team that they managed directly. They introduced automation across key parts of their funnel. They focused on building systems, not just hiring to fill gaps. The result? - $250,000 in annual payroll savings - A 15 percent increase in operational capacity - More control, less waste, and faster execution This wasn’t a workaround. It was a model upgrade. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-278.png)Revenue Operations AllianceUzair Shah![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1-3.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## Why SMEs should pay attention Most of the conversation around GTM Engineering is still stuck in SaaS circles. But the real opportunity is outside of that bubble. Traditional industries like construction, B2B services, and manufacturing often rely on manual sales processes, disconnected systems, and underperforming agencies. These businesses don’t need more sales reps. They need better workflows and smarter execution. That’s exactly what GTM engineering makes possible. And it’s now accessible through specialised partners who blend offshore execution talent with [engineered GTM workflows](https://www.intelligentresourcing.co/our-services). ## What to do next If your growth plan is still built around headcount expansion, it might be time to step back and reframe. **Ask yourself:** - Where is my team doing manual work that could be automated? - Are we chasing volume or responding to signal? - Do we control the process, or are we outsourcing outcomes? If the answer is unclear, that’s the first sign the system needs a rethink. The best teams right now aren’t working harder. They’re operating smarter. And they’re winning not because they have more people, but because they’ve invested in infrastructure that performs. To see how this model works in action, [this summary](https://www.intelligentresourcing.co/our-services) outlines what system-based execution looks like for SMEs. It’s not a trend. It’s a new standard. And for those willing to act early, it’s a strategic edge. --- [*Ronan*](https://www.linkedin.com/in/ronan-leonard/) *first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/why-gtm-engineering-replacing-sdr-teams-what-means-smes-leonard-8lifc/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Insider-roa-1.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### 50% of your SDR pipeline might be structurally unprofitable URL: https://www.revenueoperationsalliance.com/50-of-your-sdr-pipeline-might-be-structurally-unprofitable/ Last updated: 2026-06-19T15:00:38.000Z Every revenue leader eventually runs into the same two questions. Which accounts do we target? And once we've decided, how do we allocate resources against them? These questions sound simple. They're not. When you've got thousands, tens of thousands, sometimes hundreds of thousands of accounts sitting in your [CRM](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/), intuition alone won't get you very far. You need a system. And that system, increasingly, looks a lot like machine learning. Let me walk you through how to think about this properly, and how one company we worked with used [predictive models](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) to completely reshape their channel mix. ## The two fundamental go-to-market decisions When we talk about go-to-market approach at GoodFit, we're really talking about two decisions stacked on top of each other. The first is target selection. Out of all the accounts in your CRM, which ones do you actually go after first? The second is resource allocation. Once you know which accounts matter, how do you assign your channels to them? And those channels can vary wildly in cost. On one end, you've got programmatic outbound emails. Fully automated sequences that cost around $300 a month to run across your whole infrastructure. On the other end, you've got calling, multithreading, targeted ads, and private dinners that can run $300 to $500 a head depending on who's choosing the wine. As experienced sales leaders, we tend to make these calls intuitively. We look at an account, research it, and decide what feels right. Take HiBob as an example. We sell to companies with established outbound sales teams, and HiBob fits perfectly. Big sales team, half a billion in funding, six-figure contracts with Outreach and 6sense already in place. When I see an account like that, I want my team multithreading it. I want targeted ads running on top. I'm probably inviting their senior leadership team to a private dinner. Now take TrustKeith. Still inside our ICP, but at the other end of the scale. Five salespeople, a director of revenue, no venture funding (which we've seen correlates strongly with willingness to spend on sales tech like ours), and a pretty simple stack built around HubSpot. For that account, I want programmatic email. Cold calls at scale. Low-cost motion. [Here’s why your data problem is your AI problemFrom siloed CRM records to unlogged customer calls, gaps in revenue data cost organizations 26% of their pipeline. Here’s how leading teams are closing that gap with AI.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-f4156bb6-7795-4ee0-91d8-058a963cac8f.png)Revenue Operations AllianceJason Plank![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Jason-Plank-d3f3b3a3-eb86-4f69-b337-4054e259e9f6.png)](https://www.revenueoperationsalliance.com/the-revenue-ai-foundation-why-your-data-problem-is-your-ai-problem/) That's intuitive allocation, and it works fine for two accounts. But how do you scale that thinking across 30,000 accounts? Or 240,000? You can't. Not with intuition alone. You need a clear, quantitative understanding of account value before you start targeting. ## Step one: build a complete, enriched dataset Before you can value accounts, you need to know you actually have every account worth selling to. This is where most companies fall short. We recently released a report showing the average B2B company is missing 60% of the accounts they should be selling to. Sixty percent. So before any machine learning gets involved, you need to fix the dataset. The process is roughly four steps. Define your ICP. Translate it into filters. Hand those filters to a data provider so they can pull your market from their database. And finally, make sure the market is enriched with as much standardized data as possible. Here's a real example. An inbound sales tech platform we worked with defined their ICP qualitatively as "B2B companies in North America and EMEA with a large inbound sales motion." Translating that into filters looks something like this: B2B, region of North America or EMEA, sales team count of 10 or more, monthly unique website visits of 50k or more. Those last two filters proxy for the size of the inbound sales team. But you can go further. If you really want to confirm a company has an inbound sales motion, you can ask the simplest question of all: do they have an inbound CTA on their website? Talk to sales, book a demo, that kind of thing. Companies with those CTAs are routing leads to an inbound sales team. Now, that's not a standard enrichment point. ZoomInfo probably doesn't have "inbound CTA on site" as a filter you can toggle. A good data provider will build that custom enrichment point for you on top of the other filters. The output is your full market. In this case, around 27,000 accounts, each with an active website, an enriched URL as a unique identifier, and a wide range of data points. That depth matters. You want sales team count, hiring activity, RevOps team size, and tech stack details. Anything that might relate to account quality for your business. So you've got a clean dataset. You've answered the first part of the question: which accounts do we target? At least now you know the accounts in your CRM match your ICP. But the real value comes in step two. ## Step two: grade accounts by value using machine learning This is where you start building predictive models. Two of them, actually, both using your own first-party sales data. The first model predicts win rate for every account in your market. The second predicts average contract value for every account in your market. The technique is regression analysis. Here's how it works in practice. We worked with a German spend management company on this exact build. To predict win rate, you start by plotting every sales opportunity the company has won and every one they've lost across different data attributes. The first attribute might be employee count. Plot won and lost deals against employee count, and you can already start to see clusters. Almost all the won accounts sit between 250 and 1,000 employees. The lost accounts sit outside that grouping. Employee count alone doesn't predict whether you'll win or lose a deal, but it predicts a percentage of that likelihood. Then you layer on another attribute. In this case, ERP type, since ERP is a complementary technology to spend management. Almost every software category has complementary tools that signal purchase likelihood. Looking at the data, accounts using NetSuite were more likely to convert. Accounts using Sage were less likely. Individually, each attribute predicts very little. But you stack 80 attributes on top of each other, and you start building genuinely comprehensive profiles of won and lost accounts. Throw any account in your market into that model, and you can predict its likelihood of being won or lost with a pretty high degree of accuracy. You do the same exercise for average contract value. How do you know the models are accurate? You've got a source of truth. Every account you've won, every account you've lost. Feed them back in and check whether the model correctly predicts the wins as wins and the losses as losses. Once you're confident in accuracy, you multiply the two models together. Predicted win rate multiplied by predicted ACV gives you expected value, a single dollar figure for every account in your market. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) ## What expected value looks like in practice The German spend management company ran these models on 240,000 accounts (their entire addressable market) using 80 different attributes. Their accounts were grouped into three grades: A, B, and C. A-grade accounts had a 20% win rate on average and a $16k ACV when won, giving them an expected value of $3,200. B and C grade accounts actually had slightly higher conversion rates. That's because they tended to be smaller companies with smaller finance teams and smaller amounts of revenue to manage, which generally makes spend management easier to sell. But because their ACVs were lower, their expected values were lower too. B-grade accounts came in at $2,500 expected value. C grade at $750. Now you can break down the market and see the share of A, B, and C grade accounts. But the real power of expected value is matching it against the cost of your channels. _This post is for paying subscribers only._ ### The revenue AI foundation: why your data problem is your AI problem URL: https://www.revenueoperationsalliance.com/the-revenue-ai-foundation-why-your-data-problem-is-your-ai-problem/ Last updated: 2026-06-24T08:00:09.000Z The headline most revenue leaders have felt over the last six to twelve months is simple: [AI won't fix a broken sales process](https://www.revenueoperationsalliance.com/ai-doesnt-fix-broken-revenue-systems-your-revops-team-does/), especially when it's built on incomplete data. The pressure is real. CEOs are asking for it. Sales reps are asking for it. Everyone across the organization is looking to revenue leaders to figure out how AI can make teams more efficient, more predictable, and ultimately more effective. The potential across [forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting-supply-and-demand/), [pipeline management](https://www.revenueoperationsalliance.com/mid-year-reviews-into-action/), and deal execution is significant. Every one of those areas can be transformed by the right application of AI. ## Putting AI into practice is genuinely hard. The process of figuring out how to implement it well is something the industry is still working through. After conversations with over two thousand sales leaders, one finding stands out: [60% of revenue leaders don't trust their data.](https://www.clari.com/blog/the-strategic-partner-for-revenue-ai/) It usually comes down to everyday friction. Sales reps don't update their CRM. Conversations happen with customers that are never logged anywhere. Teams are asked to live in Salesforce for pipeline, Gainsight for customer data, Tableau for product usage, and a handful of other tools depending on what they need to know. The honest truth is that top reps would rather spend time with a customer than head back to their desk to update the CRM. Often, that's the right call. The relationship matters, but the consequence is that data ends up scattered, siloed, and sometimes absent from any system at all. That creates friction with the existing workflows teams rely on. There is a pattern in first conversations with new prospects. Five things come up almost every time: - Our CRM data is in poor shape, and our reps don't update it. - Not all of our team's calls are recorded. - Key customer data is sitting in spreadsheets and [external systems](https://www.revenueoperationsalliance.com/breaking-down-silos/). - We can't replicate what makes our top reps successful across the rest of the business. - We know what our customers and reps are saying, but we don't know what they're actually doing. That last one shows up in situations like a customer call where the prospect says they're ready to move forward, but the deal is single-threaded, and the contact doesn't have the authority to make the decision. Only half the picture is visible. ## How to deliver the right signal at the right moment ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/06/Jason-.png) What revenue leaders are really trying to achieve is straightforward: deliver the right signal to the right team at the right moment. Smart, efficient, putting the right information in front of reps, managers, and leaders exactly when they need it. To get there, data has to be unified across the system. We call it revenue context. Revenue context means bringing all revenue data into a time-series database that not only unifies disparate sources but also surfaces actionable insights. When revenue context is applied to unstructured data, AI can start to flag risk in accounts and open opportunities, predict which deals will close and which won't, and guide next steps for individual sellers. Should a rep reach out to a specific person inside the account? Should the focus be on driving adoption at a particular team level? Revenue context is what makes that kind of guidance possible. It's the foundation for generating scalable, repeatable revenue. ## **The inputs that feed good AI** There are three categories of input that determine whether AI in a revenue context actually works: - The first is customer engagement: emails, meetings, recorded calls, and mutual action plans, all automatically collected. The key principle for any sales leader evaluating [AI tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) is this: how does the system automate the data collection that feeds insights? Without automated collection, nothing useful happens, because the alternative is relying on sellers to do extra administrative work that pulls them away from customers. - The second is external data. This is the area where most teams are blind, bouncing between multiple systems to piece together a picture. Customer usage data, product usage, [billing data](https://www.revenueoperationsalliance.com/revenue-data-you-can-trust/), and anything sitting in external systems that isn't in front of reps. If sales reps or leaders have to switch between solutions to tell the full story of an account or opportunity, AI becomes less effective and workflow suffers. - The third is [CRM data](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/). Not the most exciting topic, but still home to some of the most important data that drives AI. A system that can pull data from a CRM and push enriched data back into it matters for both internal use and for providing counterparts in finance, marketing, and customer success with what they need. When all three are brought together and layered with revenue context, including cadences, AI insights, [workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/), time data, and recommended actions, the outcomes most revenue leaders are looking for start to become achievable. Revenue context isn't just about a single deal or account. It's about managing the business from the top down, with alignment from the individual sales rep all the way up to the executive level. ### Running a 13-week cadence with AI One area where this matters most is cadence. The information delivered to a rep or manager when they open their system should match the week of the quarter they're in and the focus that week demands. Take QBRs as an example. Those conversations involve looking back at the prior quarter, identifying what worked and what didn't, and optimizing for the next one. AI should deliver insights that enhance those conversations, not just report what happened. Cadence has to be a core part of any AI process. That means taking data and using it in a repeatable, measurable way, meeting reps and managers where they are so they can act on it. ### Using AI to coach and guide next steps The second big area is using AI to coach and guide the next steps of a deal. The approach is to take unstructured data and ask: How does this match the patterns observed in closed-won and closed-lost opportunities? If a risk pattern appears in a rep's deal, an agent can review every deal in that rep's history that had the same risk and closed won, and then recommend specific actions to take. [Dealing with fragmentation in the revenue operations cycleAsh Finnegan, the Digital Transformation Officer at Congo looks at how to approach a fragmented cycle, why it happens and her top tips for solving this.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-8b55f3b4-3810-4fbe-8c58-c4836fc58a2a.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/mahdis-mousavi-5BrLjgDAd-c-unsplash--1--d7486574-8640-474b-96aa-fcee1c99824c.jpg)](https://www.revenueoperationsalliance.com/dealing-with-fragmentation-in-revenue-operations/) That's where the biggest near-term impact for reps is likely to come over the next two years: by looking at historical patterns and delivering recommended next actions based on what's worked before. The results are measurable. Eleven percent increases in win rates, better forecasting accuracy, and better coaching. Managers and reps can see around corners in their deals. Instead of jumping into Slack or Teams to ask the team how to handle a specific situation, AI can offer guidance directly. A productivity shift is already evident in internal headcount data, and it will continue across the industry over the next five to ten years. Back in 2020, rep attainment sat at around a million dollars. That same rep is now being asked to carry roughly two million in quota. The tools exist to support that expectation. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/06/Jason---1-.png) Manager coverage is shifting too. The traditional ratio of six to eight reps per manager is moving toward ten to twelve. With AI embedded throughout the revenue process, managers can cover more ground. The agents and assistants analyzing unstructured data and recommending actions aren't replacing managers; they're giving managers the capacity to do more. More pipelines can be converted faster, with fewer resources. That drives down the cost of customer acquisition, and AI plays a significant role in surfacing the right recommendations to achieve it. [The AI-accelerated go-to-market playbookA GTM playbook built around a 120-day game clock – from pre-game intelligence through launch and beyond.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-0f635e8a-09f4-46fa-8e54-0beb0272b9d7.png)Revenue Operations AllianceThomas Doherty![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---demostack-Stop-the-GTM-tug-of-war-How-to-turn-friction-into-revenue--1--214a35d8-4a42-4c60-90dc-d1f0fa61100a.png)](https://www.revenueoperationsalliance.com/the-ai-accelerated-go-to-market-playbook/) Addressing the data and context problems has to be near the top of every revenue leader's agenda, and it becomes harder to solve the larger the organization gets. Trusting AI to make smarter decisions depends entirely on the data fed into the system and the context provided to users. Get that foundation right, and the rest of the AI promise starts to become real. ### Beyond insights to action: what it takes to make AI do something in RevOps URL: https://www.revenueoperationsalliance.com/how-to-move-beyond-insights-to-action-with-ai-in-revops/ Last updated: 2026-08-24T15:18:16.000Z I began my career as a chemical engineer. I spent a decade in industrial water treatment working as a project manager and operations manager. My transition into [RevOps](https://www.revenueoperationsalliance.com/how-revops-drives-smarter-faster-decisions/) was essentially an accident. I reconnected with a former colleague who was co-founding a tech company, and the timing simply made sense. The leap from industrial water systems to software might seem massive. I quickly realized it requires the same skill set. I am an operator at heart. When you focus on efficiency and making systems work better, the industry itself matters very little. Applying operational rigor to physical pipes translates perfectly to managing a sales pipeline. Today, I oversee [go-to-market operations](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) and growth at Spotlight AI. My role puts me at the forefront of [AI innovation](https://www.revenueoperationsalliance.com/ai-efficiency-how-to-transform-your-revenue-operations/) in the revenue space. We are currently witnessing a massive shift in how organizations leverage technology. Overhyped insights and the true potential of AI agents The market currently overestimates the value of AI summaries. We see countless software tools designed to summarize emails, Slack messages, and meeting calls. The industry places a heavy emphasis on generating insights and surfacing data. This approach creates an unnecessary burden for RevOps professionals. When a tool gives you a massive list of insights with no guidance on how to act, it just creates more work. We already have enough on our plates. Forget the [pretty dashboards](https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/). We need tools that actually explain what the analysis means and execute the next steps. The industry vastly underestimates AI that takes concrete action. From day one, my focus has been on ensuring AI actually moves the needle. We must prioritize technology that performs tasks rather than simply handing us more data to interpret. ## The shift from copilot to autopilot Explaining the difference between an AI copilot and an AI autopilot can be challenging. I find it helpful to compare our workflows from just a few months ago to how we operate today. [20+ RevOps automation workflows to align, streamline, and scale.The RevOps Automation Playbook shows how fast-scaling teams at Asana, Zoom, and Hexagon automate their data flows to unify marketing, sales, and customer success for faster, smarter revenue generation.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-4e7d1796-84c2-4c52-8629-fb11eaaaf05b.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_TractionComplete_eBook_Meta_2025_-ec27618f-e9f3-415b-9a93-ea23917350f3.jpg)](https://www.revenueoperationsalliance.com/20-automation-workflows/) A few months ago, we used tools primarily for drafting emails or creating basic presentations. You were still doing the heavy lifting. You engaged in a correspondence with the AI, but you ultimately executed the final action. Today, we have access to autonomous agents that function more like coworkers. You can build specific workflows and dictate exactly what actions the AI should take based on specific data triggers. We are experiencing a fundamental shift in what we feel comfortable delegating to technology. I have built numerous [AI agents](https://www.revenueoperationsalliance.com/salesforce-revops-ai-agents/) specifically for our [go-to-market functions](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/). These agents handle many of our top-of-funnel activities. We see the highest return on investment through improved personalization and better tracking of intent signals. We completely avoid spray-and-pray tactics. We send a very limited number of outreach sequences. We use agents to monitor multiple platforms and tailor our messaging exclusively to prospects who show clear intent. This targeted approach directly results in higher conversion rates. ## Managing the RevOps Frankenstack with a unified brain Most organizations suffer from a "Frankenstack" of disconnected tools. We all have them somewhere in our operations. This creates a scenario where multiple tools provide overlapping insights. Your team ends up confused about which dashboard to trust. Deploying multiple specialized agents across enterprise organizations requires careful orchestration. You need a central knowledge graph to combine all your data, industry knowledge, and [playbooks](https://www.revenueoperationsalliance.com/the-ai-accelerated-go-to-market-playbook/). This unified brain controls your specialized agents and ensures they operate efficiently. Human judgment remains prevalent in enterprise organizations today. Complex buying committees and strict approval processes make it difficult to hand over complete control. Most companies still rely heavily on humans to interpret AI insights and make final decisions. We are steadily moving toward a model where agents execute actions on our behalf. You simply need to establish the right guardrails. You must ensure your AI draws from your specific organizational data rather than just scraping the public web. Relying solely on public data leads to hallucinations. A properly trained AI backed by a unified organizational brain can safely run workflows. You can confidently let it update opportunity stages or automatically generate stage-relevant materials. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/06/Lolita--2--1.png) ## Steps to operationalize AI in RevOps today [Many leaders](https://www.revenueoperationsalliance.com/aligning-sales-leadership-and-revops-for-success-with-ian-grace/) are just now bringing AI initiatives to the table. The noise on social media can be overwhelming. People boast about building hundreds of agents in a single weekend. You need a much more pragmatic approach to get started. - **Evaluate your current tech stack critically.** Look closely at the tools you keep just because they have a nice user interface. Ask yourself if they actually move the needle for your operations. - **Ignore the pressure to automate your entire department overnight.** Start by automating just one workflow that you understand deeply. Successfully deploying one agent will give you the confidence to expand your initiatives. - **Choose a workflow that is already broken today.** This approach completely removes the risk. If the AI fixes it, you gain immediate efficiency. If the experiment fails, the process was already broken, and you have done no real harm. 💡 Any tool that simply nudges people to do their work needs to go. If a platform provides endless data but requires you to figure out the execution, it is slowing you down. Cut the tools that fail to provide actionable value. ## Rethinking the CRM as your single source of truth We have traditionally viewed the CRM as the ultimate source of truth. This mindset is beginning to crack. CRMs are inherently lagging indicators. You only get value from them if your team diligently updates the data manually. You need the voice of the customer available in real time to act on live opportunities. Your CRM simply does not have this capability on its own. Major providers are beginning to recognize this limitation. [Salesforce recently announced Headless 360](https://www.salesforce.com/news/stories/salesforce-headless-360-announcement/). This move suggests they understand they can no longer be the sole, isolated source of truth. They are positioning themselves to connect seamlessly with external AI models and third-party ecosystems. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/06/Lolita.png) ## The strategic future of the RevOps function This is an incredibly exciting time for Revenue Operations. Historically, sales teams viewed RevOps as the people who built dashboards and cleaned up [CRM data](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/). We are now stepping into the most strategic role within the sales organization. [RevOps leaders](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/) are at the absolute forefront of AI adoption. We are the testers and the architects of new operational models. We finally have the freedom to operationalize complex workflows that were previously impossible due to software limitations. I will leave you with one highly controversial piece of wisdom. Your enterprise pipeline is a lie. I have yet to meet an enterprise sales organization that truly believes in the accuracy of its own [pipeline data](https://www.revenueoperationsalliance.com/mid-year-reviews-into-action/). Acknowledging this reality is the first step toward building a smarter, AI-driven operational engine. --- This article is drawn from Lolita Trachtengerts' conversation with Tana Jackson on RevOps Unboxed, the Revenue Operations Alliance podcast, [which you can watch here.](https://youtu.be/X3bnSQyKaXM?si=2LFRE6SfgeBLf3I7) ### Checkmate in sales: The chess master's guide to sales excellence URL: https://www.revenueoperationsalliance.com/the-chess-masters-guide-to-sales-excellence/ Last updated: 2026-07-01T11:37:36.000Z Your sales team spends more time wrestling with tools than it does selling. How do I know this? Forbes recently reported that sellers now spend a staggering 62.8% of their time in sales tech, rather than selling. This stat completely changed how I think about sales productivity. Here’s what to do about it… ## **What chess can teach you about better sales process** Here's something unexpected: chess and sales have more in common than you might think. Both require strategic thinking toward long-term goals while making the right tactical decisions in the moment. In chess, you're working toward a checkmate. In sales, you're closing deals and hitting quotas. But here's where it gets interesting. When researchers studied the difference between chess grandmasters and amateurs, they discovered something counterintuitive: grandmasters actually think *less* than amateurs. But – and this is crucial – their thinking is ruthlessly focused on winning. Take my seven-year-old, Robbie (proud owner of a silver medal from the St. Albans local chess league). When he plays, his mind races: "Should I castle? Who has more pieces? Did I make a mistake? What's for dinner?" Meanwhile, Magnus Carlsen, the five-time world chess champion, operates differently. Most of his moves are automated by his subconscious, freeing his mind to focus solely on strategy and victory. ## **The Bobby Fischer approach to winning** Remember the legendary 1972 match between Bobby Fischer and Boris Spassky? Fischer didn't just play chess on the board – he played it everywhere. He complained about dates, venues, and flight times. He showed up late, disheveled, and created chaos with complaints about everything from his water to imaginary surveillance. Fischer lost the first three games terribly. But here's the genius: it was all calculated. Boris was so rattled by Fischer's behavior that when Bobby finally focused in the second session, he demolished his opponent. Fischer had won the match before moving a single piece with intent. The lesson? When you focus ruthlessly on winning, when every action serves your strategic goal, you achieve extraordinary results. ## **From chess to sales: The time crisis** So what does this mean for sales? Ask yourself: do we want our sellers thinking more or thinking less? The answer might surprise you. We want them thinking less about administrative tasks and more about winning deals. Currently, sellers split their attention between: - Updating the CRM - Finding and tweaking pitch decks - Hunting for product details - Logging calls - Building deal rooms - Calculating commissions How much time remains for actually selling? Not nearly enough. ## **The centralization fallacy** Here's where most companies go wrong. We've spent the last decade centralizing everything. We move from local spreadsheets to cloud CRMs, from desktop folders to SharePoint, from email attachments to deal rooms. And yes, the business benefits: - Process adherence - Data consistency - Better reporting - Improved decision-making But what about the seller? They now know where to find things (probably), and they get some reporting help. But remember that 62.8% statistic? These "solutions" have become time sinks, not time savers. ## **The real solution: Automation over centralization** Let me paint two pictures for you. **The centralization approach:** 1. Seller receives content request from prospect 2. Goes to content library/SharePoint 3. Searches through folders 4. Checks multiple documents 5. Downloads everything 6. Opens PowerPoint 7. Customizes content 8. Worries about brand compliance 9. Finally sends to prospect Time lost: 52 minutes per request. **The automation approach:** 1. Seller provides basic information (products, region, industry) 2. System automatically selects relevant content 3. System assembles on-brand materials 4. Seller reviews and sends Time lost: 2 minutes per request. One of our enterprise clients discovered their sellers were spending 191 hours per year just on content management. That's £62,000 in lost productivity per seller annually. By switching to automation, they could reclaim 184 of those hours. Across 100 sellers, even with conservative estimates, that's £2.3 million in additional revenue potential. ## **The AI revolution: Structured vs. unstructured data** Sales is messy. Customer pain points, competitive landscapes, and buying signals don't fit neatly into CRM dropdowns. Traditionally, sellers have served as translators, converting complex reality into structured data that systems can understand. But here's what's changing: modern AI can handle unstructured data (conversations, emails, documents, etc.) and extract meaning without human translation. As I like to put it: AI lets computers think like humans so humans don't have to think like computers. This isn't just about data entry. AI can: - Listen to calls and update CRMs automatically - Identify patterns in successful deals - Surface risks and opportunities - Generate personalized content - Draft contextual emails ## **The agentic sales future** Imagine a single AI agent that knows everything about your business – products, CRM data, customer interactions, market intelligence. As a seller, you could ask: - "Who should I focus on this week?" - "What should I discuss with this prospect?" - "What did this contact last purchase?" But it goes further. That same agent could: - Draft your outreach emails - Create customized pitch decks - Update your CRM - Schedule follow-ups - Analyze engagement data - Learn from what works Each action feeds back into the system, making it smarter. Email opens, content engagement, and meeting outcomes all inform future recommendations. It's a self-reinforcing ecosystem that handles the chess piece movements while sellers focus on winning the game. ## **Why salespeople still matter** Someone asked me recently: "With all this AI, why do we need salespeople at all?" Great question. My answer: as long as humans are buying, humans will be selling. People want to buy from people, especially for complex, high-stakes decisions. Trust, relationships, and human judgment still matter enormously. Will this change when AI starts handling purchasing decisions? Possibly. But buying is inherently more complex than selling – it requires understanding multiple stakeholders, existing systems, and broader business context. That complexity will take longer to automate. ## **The path forward** The future of sales productivity isn't about working harder, it's about working smarter. We need to: 1. **Stop centralizing and start automating.** Moving problems to the cloud isn't solving them. 2. **Embrace AI as a bridge.** Let it handle the translation between messy reality and structured systems. 3. **Focus on time as money.** Every minute spent on non-selling activities is revenue lost. 4. **Build agentic systems.** Create AI agents that don't just store information but take intelligent action. The goal isn't to replace salespeople but to free them. When sellers can focus entirely on strategy, relationships, and winning – like chess grandmasters who've automated the basics – that's when extraordinary results happen. Remember Bobby Fischer. He won by focusing everything on victory. Your sales team can too, but only if you give them back their time. In the future, the most successful sales organizations won't be those with the most tools. They’ll be those who've learned to make their tools invisible. As Marshall McLuhan said, "First we shape our tools, then our tools shape us." It's time to reshape our sales tools to create the sellers we need: strategic thinkers focused on winning, not administrators drowning in busywork. The chess clock is ticking. How will you help your sellers win the game? ### Chief Revenue Officer Summit Amsterdam, May 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-amsterdam-may-2026-ondemand/ Last updated: 2026-06-10T12:16:01.000Z Catch up on every session from Chief Revenue Officer Summit Amsterdam, including talks from Uber, Gong, Adyen, and more. _This post is for paying subscribers only._ ### AI doesn’t fix broken revenue systems, your RevOps team does. URL: https://www.revenueoperationsalliance.com/ai-doesnt-fix-broken-revenue-systems-your-revops-team-does/ Last updated: 2026-06-24T08:01:15.000Z One of the most common things I hear from leadership teams is, "We're aligned. Everyone is using the same CRM." Then we open the system. What looks aligned on the surface often isn't. Teams may be working on the same platform, but they're not necessarily working the same way. One business unit may define lifecycle stages differently than another. Sales managers may interpret [pipeline stages](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/) differently across regions. Dashboards may appear unified while pulling from inconsistent inputs. The technology is shared, but the process isn't. That's why the conversation around [AI](https://www.revenueoperationsalliance.com/stripe-ai-revops-playbook/) often misses the point. In [LeadG2's recent Revenue Enablement in the AI Era research](https://www.einpresswire.com/article/904750879/leadg2-releases-new-research-on-revenue-enablement-in-the-ai-era-revealing-critical-gaps-between-adoption-and-impact), every respondent reported using or piloting AI in some capacity. Nearly 90% reported increased efficiency. Yet only 12% said AI was deeply integrated into daily workflows. Organizations are getting faster but they aren't necessarily becoming more aligned. The challenge isn't [AI adoption](https://www.revenueoperationsalliance.com/ai-adoption-blueprint/) but the operating model AI is being deployed into. Too often, organizations are layering AI on top of disconnected systems, inconsistent messaging, fragmented ownership, and unclear processes. In those environments, AI doesn't solve operational problems. It scales them. [Scaling vs. growth: Key differencesGrowth isn’t scaling. Learn 4 key strategies to scale revenue efficiently—without increasing costs.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-2afd5ef3-b74a-43f8-878d-86655b87cb01.png)Revenue Operations AllianceAvi Ryan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Scaling-vs.-growth-meta-1-29088b90-994a-4883-8d4d-b27e8454f455.png)](https://www.revenueoperationsalliance.com/scaling-vs-growth-the-key-differences/) ## **AI is an amplifier, not a fix.** AI is remarkably effective at accelerating work. It can summarize information, generate content, surface insights, and automate tasks at speed. What it cannot do is create [alignment](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/). It cannot standardize processes that were never defined, resolve disagreements about data definitions, determine which version of a sales message is correct, or create trust where trust doesn't already exist. AI behaves like an amplifier. It magnifies what's already there. If teams are aligned, AI increases their effectiveness. If teams are fragmented, AI increases the speed at which fragmentation spreads. Here is where the operating model breaks down: ### Disconnected systems create stranded AI insights Only 23% of respondents reported having fully integrated systems across sales and marketing. Even more revealing, 52% of executives believe their systems are fully integrated, compared to only 6% of individual contributors. That gap mirrors what we see in client engagements constantly. Leadership believes alignment exists because everyone is technically working inside the same [CRM](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/). But one team uses lifecycle stages one way, another has entirely different definitions of deal stages, and reporting is built on inconsistent data entry practices. [Dashboards](https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/) appear unified, but the underlying processes are not. The result is that AI-generated insights become difficult to trust or operationalize. Teams receive recommendations, forecasts, or alerts, but inconsistent underlying data raises more questions than answers. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/06/Emily.png) ### Inconsistent messaging becomes inconsistency at scale AI can draft emails, generate proposals, summarize calls, and personalize outreach, but it is only as good as the information it learns from. When sales teams are working from multiple versions of the truth, an outdated pitch deck is still circulating, updated messaging is on the website, a proposal template never revised, and reps with their own locally saved templates, AI doesn't create consistency as it pulls from inconsistent inputs and produces inconsistent outputs. The challenge isn't producing more content. Most organizations already have plenty. The challenge is ensuring everyone is working from the same strategic message before AI scales it. ### Fragmented ownership leads to fragmented execution Only 10% of respondents identified RevOps as the primary owner of AI. Sales focuses on productivity. Marketing focuses on content and campaigns. [Executive leadership](https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) focuses on efficiency, but customers don't experience those functions separately, they experience one revenue journey. Without operational ownership connecting those efforts, organizations risk optimizing individual departments while leaving larger revenue challenges unresolved. ### The leadership vs. frontline perception gap 74% of executives believe their organizations are aligned. Only 31% of individual contributors agree. Leadership sees a dashboard but frontline teams see the daily realities behind the data, whether opportunities are in the correct stages, whether close dates are accurate, whether the lead source was captured properly, and whether activities are being logged consistently. [How AI Improves Revenue Forecasting EfficiencyNot using AI in your revenue forecasting processes yet? 3 experts swear it’s a shortcut to better, faster forecasting, and a healthier pipeline.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-deed1d4e-6f0d-4d19-ba9d-17576ea3ee95.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Using-customer-journey-retargeting-to-increase-sales-conversions--6--d0c47028-7613-4c6e-9653-845a3bf66fc2.png)](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) AI can summarize pipeline data, identify trends, and generate forecasts, but it cannot create confidence in data the organization does not already trust. Data trust comes before AI trust. AI effectiveness depends on integrated systems, trusted data, standardized processes, and shared definitions, all RevOps responsibilities. RevOps sees how information moves across the entire revenue organization, understands where friction exists, and can address root causes instead of symptoms. Without RevOps ownership, AI becomes a collection of disconnected initiatives rather than a coordinated revenue strategy. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/06/Emily--2-.png) ### How to align before you scale AI - **Establish clear ownership:** AI should not operate as a standalone sales or marketing initiative. Ownership should include accountability for systems, data, processes, and adoption across the revenue organization. - **Strengthen your data foundation:** Only 27% of respondents reported being very confident in their [CRM](https://www.revenueoperationsalliance.com/the-secret-to-retaining-your-customers-lifecycle-marketing-crm/) and AI-generated data. Trustworthy outputs require trustworthy inputs. - **Clarify the process before automating it:** Marketing may believe a lead is sales-ready because a workflow passed it to sales. Sellers may not understand why they received it or what to do next. AI can help summarize, prioritize, or personalize that handoff, but only if the process itself is already clear. AI can accelerate [a good process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) but cannot define one. - **Invest in enablement alongside technology:** Lack of training and internal expertise is the top barrier to AI adoption, cited by 63% of respondents. Organizations focus heavily on purchasing technology while underinvesting in helping teams understand how and when to use it. The result is uneven adoption and inconsistent execution. - **Eliminate workaround culture:** When processes are unclear, people create workarounds, spreadsheets outside the CRM, locally saved templates, manual follow-up tracking, and Slack messages filling operational gaps. From leadership's perspective, the system appears adopted. From the seller's perspective, it isn't helping them do their job. AI layered onto that environment may improve isolated tasks, but it won't eliminate the underlying inefficiency. ### The real role of AI in RevOps Most organizations don't have an AI problem but an alignment problem. AI simply makes that reality harder to ignore. When leadership trusts the dashboard but frontline teams don't trust the data, AI won't fix it. When sales and marketing operate from different definitions of a qualified lead, AI won't fix it. When teams are working from different messages, different processes, and different versions of the truth, AI won't fix it. The organizations that will see the greatest return from AI won't be the ones adopting the newest tools or automating the most workflows. They'll be the ones doing the operational work first: aligning systems, creating process clarity, establishing data trust, and ensuring teams are working from the same playbook. Because AI doesn't fix broken revenue systems. RevOps does. ### Your insights are dying in dashboards URL: https://www.revenueoperationsalliance.com/your-insights-are-dying-in-dashboards/ Last updated: 2026-06-05T15:21:30.000Z When people ask me how I ended up running a company in the [sales](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) and [revenue](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/) space when I've been coding my whole life, the honest answer is: by accident. And that accident is the reason I want to talk to you today about something we've been calling revenue activation, why insights keep dying in dashboards, and what we've learned from [deploying AI](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/) across some of the largest revenue teams in the world. ## The accidental origin story When my co-founder and I started Hyperbound back in January 2024, we weren't building what we're known for today. We were actually building one of the earliest AI SDRs out there. The term "AI SDR" didn't even exist back then. People had no language for it yet. The problem was, neither of us had ever sold anything in our lives. We didn't know how to run a discovery call. We didn't know how to run a demo. We definitely didn't know how to handle a serious negotiation. And we had very few conversations coming in, so every single one mattered. So we did what engineers do. We built a tool to solve our own problem. We built a little AI bot we could role-play with before each customer conversation. We'd practice objections, work through tricky scenarios, get more comfortable with the language of sales. It was a hack, a workaround, a way to compensate for the fact that we were complete beginners. Then we went to a conference in New York, and everything changed. One of the CROs at a roundtable came up to my co-founder and asked, "How did you guys learn how to do sales?" At that point we had about ten customers, real revenue, and we'd only been at it for three months. He couldn't believe we'd ramped that fast. We told him, honestly, that we practiced on an AI bot before some of our conversations. He looked at us like we were speaking another language. So I pulled out my laptop right there and let him try one of our role-play bots himself. Keep in mind, this was early 2024\. The latency was about fifteen seconds between responses. Today our bots respond in under a second, sometimes as fast as 800 milliseconds. Back then, fifteen seconds felt like an eternity. And yet, his mind was completely blown. He'd been in sales for fifteen years and had never seen anything like it. [5 benchmarks from 1,200+ rep-years of dataAn 11-page data report from Von revealing exactly how revenue concentrates across your sales team, with benchmarks from 1,200+ rep-years and $500M+ in closed revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-7f12335b-a66c-4142-90cd-e78b19d92a3d.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/VON-Whitepaper--1--c75d6e76-21f6-499a-9fd3-a33f8bae9fe0.png)](https://www.revenueoperationsalliance.com/5-benchmarks-from-over-1-200-rep-years-of-data/) To us, this was normal. My co-founder had worked on some of the precursor models to [ChatGPT](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/). We'd been building conversational AI for nearly a decade. But that gap between what felt obvious to us and what felt revolutionary to him was the signal. That night, we went home and built an entirely new product. The next day, we pitched it to every CRO at the conference. Every single one had the same reaction. So we launched it in January 2024, and it went completely viral. LinkedIn, TikTok, Instagram, YouTube, you name the channel. About two weeks in, the CEO of Gong booked a demo on our calendar. Our qualification form asked, "How many reps do you have?" He wrote, "Enough." The second question asked if there was anything else we should know. He wrote, "We will crush you. Quit while you're ahead." And he signed his name. We weren't even competing with Gong at the time. We barely understood what our own product could do. But that moment told us we were onto something real. ## What we learned from two years of AI role-play We spent the next two years refining the AI role-play product and deploying it inside some of the largest public companies in the world. LinkedIn. IBM. Autodesk. Companies with thousands of reps and complex enablement needs. Here's the thing nobody warns you about when you implement AI role-play at scale: adoption is the hardest part. You can build the best practice environment in the world, but if reps don't show up to use it, none of it matters. You know practicing makes them better. They might even know it too. But getting them to actually do it, consistently, is a different challenge entirely. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) So we started thinking about the whole problem differently. We started asking ourselves what it would take to connect practice to performance in a way that managers, reps, and revenue leaders could all see and act on. That's the lens we now call revenue activation. _This post is for paying subscribers only._ ### Why your ICP is the biggest flaw in your revenue model URL: https://www.revenueoperationsalliance.com/your-icp-is-the-biggest-flaw-in-your-revenue-model/ Last updated: 2026-07-23T07:05:27.000Z Most revenue teams think they know their market. They don't. On average, companies are missing 60% of their true ICP - qualified accounts that sit just outside your traditional filters, that your competitors likely aren't working either. That's not a pipeline problem. That's a definition problem. Our OnDemand session with **Goodfit** breaks down why filter-based ICPs are fundamentally broken, what a modern market definition actually looks like, and how leading revenue teams are replacing outdated proxies with real qualification at scale. ## **Why attend?** Your ICP isn't just a targeting tool, it's the foundation of your entire revenue model. If it's built on the wrong assumptions, everything downstream suffers, including your pipeline, win rates, and forecasts. This session will give you the clarity and framework to: - Learn why employee count, industry, and geography aren't buyer signals, they're shortcuts, and what to use instead. - Discover how to define your true ICP using the customers you've already won. - Find out why your addressable market changes by up to 10% every month, and how to keep pace. ## **You'll walk away with…** **A sharper market definition** Understand the difference between filtering for your market and actually qualifying it and why that distinction is costing you deals. **A practical rebuild framework** Get a step-by-step approach for replacing proxy-based filters with a market definition that reflects how your business actually wins. **Confidence in your pipeline coverage** Stop leaving qualified accounts on the table. Leave with a clear view of who your real ICP is and how to reach them at scale. ## **Meet your speaker** Adam Kay, CRO, GoodFit Adam is a multi-time CRO who scaled payments unicorn Paddle from £0 to £100m ARR. He now leads the commercial function at GoodFit, where he's redefining how modern companies go to market. If you're building a revenue motion in 2026, this is someone worth listening to. ### 5 benchmarks from 1,200+ rep-years of data URL: https://www.revenueoperationsalliance.com/5-benchmarks-from-over-1-200-rep-years-of-data/ Last updated: 2026-09-04T20:33:04.000Z An 11-page data report from Von revealing exactly how revenue concentrates across your sales team, with benchmarks from 1,200+ rep-years and $500M+ in closed revenue. # Find the $32M hiding in your existing pipeline. Every capacity model, territory plan, and quota target you've built assumes a bell curve that doesn't exist. This report exposes the two-cluster reality hiding in your CRM and gives you the benchmarks to finally plan around what's actually happening on your team. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/-Arbxu1wertNMUxbcN2-xw/l7i9QwzbSkTJbPrPiCRAP7VPKNX2JBpCALG9s5UJTLjSo5yp9vP_Zj2mKZVu7SN3TXx9s0AF5RmCAeV8ns68mi7tOPLLienXTStZCw_9Gnz70SFdSiVJTMzfgfxB38OQYX9Aw9uF-txk35jsaJn4lYxj3gthMzwQeV8nAsCCmPemvV7STd-KieOXoWBGak-U/9UgJBXPfuK44zZKnuKbfLDkD8MK5RI3LuNZD0dfEU5A) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/JmahT4IM5t0EEziQqpjVRQ/tsqG8lxs6Q6ZAKbvjKBoOjtGFMepn7yftQIdSYuVHWI0-aC4pnYDWBz_Hktzw7qdu_h-JfS7_gWVTqaQrnldzfCXerJS8ybj-7gar2ewTDY49SRp6p1vUaXFFVJRKcFlehIVZkypy4K6mMoW6BgApsgOlFfoThmbtS8blEAD7ZYXTALTc0p-AdoJtlOZ83Ww/W1Km8IlBC_3yhXK-3XMV1d1XoSTHmu8nIELlS0uRwoY) ## There is no average rep Von plotted \*\*1,204 rep-years \*\*against each org's median and found two clusters with almost nothing between them. Only **19%** of reps land in the zone you'd call average. The top half closes **80%** of revenue and outproduces the bottom half by **4.2x** per rep, selling the same product in the same quarter. Plan your quotas and territories around the average, and you're planning around 19% of your team. [Give me my copy](#download) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) **The 4.2x gap** hiding inside your own team, between people selling the same product, in the same quarter. **(Page 4)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) **The 2x signal** that separates future top performers from future failures, visible in their first five months. **(Page 7)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) **The 3.1x win rate gap** between your top and bottom performers, on the exact same pipeline. **(Page 5)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why the "average rep" is a myth, and **the hollow middle** that's destroying your capacity planning. **(Page 4)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why only **19% of your reps** sit where you think most of them do, and what this means for how you allocate resources. **(Page 4)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why your bottom 50% holds 20% of all pipeline but converts at just **11 cents on the dollar**, and what the top 10% converts at instead. **(Page 6)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **$32M revenue lift** hiding in the pipeline you already have, closed by reps already on your team. **(Page 6)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The gravitational pull that affects 92% of sales orgs, and why **protecting your top cluster** is higher ROI than chasing new hires. **(Page 8)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) **The exact benchmarks** from 1,200+ rep-years of data to compare against your own team, and what it means if your numbers are significantly different. **(Page 10)** [Give me my copy](#download) ## Get your insights now Download the full report free and stop guessing where your revenue is concentrating. In 10 minutes, you'll have the benchmarks to validate your instincts, the data to challenge your current models, and a clear framework to run this analysis on your own CRM – no analyst required. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/-Arbxu1wertNMUxbcN2-xw/l7i9QwzbSkTJbPrPiCRAP7VPKNX2JBpCALG9s5UJTLjSo5yp9vP_Zj2mKZVu7SN3TXx9s0AF5RmCAeV8ns68mi7tOPLLienXTStZCw_9Gnz70SFdSiVJTMzfgfxB38OQYX9Aw9uF-txk35jsaJn4lYxj3gthMzwQeV8nAsCCmPemvV7STd-KieOXoWBGak-U/9UgJBXPfuK44zZKnuKbfLDkD8MK5RI3LuNZD0dfEU5A) [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/-Arbxu1wertNMUxbcN2-xw/l7i9QwzbSkTJbPrPiCRAP7VPKNX2JBpCALG9s5UJTLjSo5yp9vP_Zj2mKZVu7SN3TXx9s0AF5RmCAeV8ns68mi7tOPLLienXTStZCw_9Gnz70SFdSiVJTMzfgfxB38OQYX9Aw9uF-txk35jsaJn4lYxj3gthMzwQeV8nAsCCmPemvV7STd-KieOXoWBGak-U/9UgJBXPfuK44zZKnuKbfLDkD8MK5RI3LuNZD0dfEU5A) ## Get your insights now Download the full report free and stop guessing where your revenue is concentrating. In 10 minutes, you'll have the benchmarks to validate your instincts, the data to challenge your current models, and a clear framework to run this analysis on your own CRM – no analyst required. [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ### The secret to retaining your customers: Lifecycle marketing & CRM URL: https://www.revenueoperationsalliance.com/the-secret-to-retaining-your-customers-lifecycle-marketing-crm/ Last updated: 2026-06-24T08:42:14.000Z Companies are laser-focused on acquiring new users and planning product launches, but they're overlooking a critical step: *activating* those users and unlocking value for both the users and the business. The goal is to create sustainable growth loops that encourage users to continually engage with the product and develop a habitual usage pattern. Some examples include: - **Duolingo’s** use of push notifications, and gamification to remind users to keep using the language learning app, until it’s a daily habit. - **Uber’s** use of reward points for discounted rides or upgraded experiences incentivizes users to keep using the ride-share service. - **Canva** sends its customers personalized videos showcasing the service’s value before asking for renewal, ensuring the ROI of the design tool is top of mind for renewing customers. Now we’ve discussed how others use lifecycle marketing, how can it benefit your organization? ## Lifecycle marketing and its importance Lifecycle marketing is focused on building strategic communication flows that deliver the right messages to the right users at precisely the right moment. It's about creating a nuanced approach to nurture user growth within the company. The core objective is to trigger messages that help users maximize the value they extract from the product, while simultaneously enabling your business to derive value from user engagement. The key is crafting targeted, intelligent communication that serves both the user's needs and the company's growth objectives. By strategically timing and personalizing interactions, we can create a win-win scenario where users feel supported and the business continues to evolve and improve. [Improving CX by utilizing customer journey in your RevOps strategyUnderstanding the experience your customers are having along their customer journey can help you spot the problems hidden in your revenue organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-113.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--40--1.png)](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) ## Creating lifecycle marketing in your GTM motion When diving into lifecycle marketing, you've got to start with a clear goal and think about it on a **personal level**. When you're going to market, you're hunting for that initial traction. Maybe you're introducing a new product, expanding an existing one, or launching new features. **The goal?** Win over a select group of early adopters – your core supporters. This means being laser-focused on your messaging, highlighting your product's unique value proposition, and carefully choosing the channels you'll use to reach people. But here's the critical part: getting to market and gaining some initial users isn't the finish line – **it's just the beginning**. Too many companies make the mistake of thinking, "Great, we've launched, we've got a few users, time to sit back and relax." Nope. That's where lifecycle marketing comes in. Your real mission is to nurture these users. Provide them with: - Targeted information - Valuable knowledge - Powerful motivation - Compelling offers The beauty of this approach is that it's not just about monetary value. When users engage with your product, they're giving you something incredibly valuable: rich, nuanced data about how the product is *actually* used. --- [What is customer lifecycle marketing, and how is it used by businesses?Engaging with customers is a basic building block of marketing your business and is crucial to increasing overall sales and revenue. Customer lifecycle marketing offers a way to plan for interactions throughout the whole customer journey.![](https://www.gotomarketalliance.com/content/images/icon/android-chrome-192x192-88.png)GTM AllianceEve Chatfield![](https://www.gotomarketalliance.com/content/images/thumbnail/GTM_Framework_Launch_7-1.jpg)](https://www.gotomarketalliance.com/what-is-customer-lifecycle-marketing/) --- You'll uncover hidden values you never even knew existed – insights that are pure gold for long-term product growth. Here's my strategic breakdown: 1. Start with the end goal in mind. 2. Don't just get users into the product – get them to continuously extract value from it. 3. Develop a genuine relationship, not a one-time interaction. The key is to work backward. Map out the typical [user journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/), identifying: different touchpoints, potential interaction moments, and specific scenarios where you can create remarkable experiences. Think of lifecycle marketing as an ongoing conversation. You're not just selling a product; you're creating a dynamic relationship where both the user and the company continuously derive value from each interaction. This approach transforms lifecycle marketing from a transactional process into a strategic, deeply personalized journey of mutual growth. [The power of creating an excellent customer journey with Sandip PatilOn this episode of RevOps Unboxed, Sandy chats with VP of Revenue Operations at Cornerstone OnDemand, on creating an excellent customer journey.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-117.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/5.png)](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/) ## Common pitfalls of lifecycle marketing Let me break down the three critical mistakes companies make with lifecycle marketing – and more importantly, how to fix them. ### Mistake #1: The one-size-fits-all approach Most companies fall into a dangerous trap: they acquire a set of users and then blast everyone with identical messages. No personalization, no segmentation – just a generic communication strategy that completely ignores user diversity. **Here's the reality:** every single user is unique. They have different demographics, behaviors, needs, and expectations. Instead, implement a more tailored approach: - Use robust data segmentation - Create personalized user experiences - Leverage user-specific insights to craft targeted interactions [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-118.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_5_vendor_relationship_management.jpg)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) ### Mistake #2: Neglecting post-acquisition strategy Companies get caught up in making a massive market splash. They pour resources into initial awareness, marketing materials, and getting their product in front of as many eyeballs as possible. But then what? Most forget to answer critical questions: - What happens after users sign up? - How will we engage them? - How do we nurture the relationship? You can solve this by integrating lifecycle marketing directly into your go-to-market strategy. This means: 1. Defining post-signup interactions 2. Mapping out touchpoints (first contact, second contact, etc.) 3. Tracking user milestones 4. Anticipating potential drop-off points ### Mistake #3: Underinvesting in resources There's a common misconception that lifecycle marketing is a "cheap" relationship maintenance strategy. Companies assume it doesn't require significant investment compared to paid ads or influencer marketing. They assume *wrong*. Successful lifecycle marketing demands serious resources, such as: - Robust customer engagement tools - Efficient CRM systems - Experienced lifecycle marketing professionals - Quality data infrastructure - Dedicated budget and strategic focus Lifecycle marketing isn't an afterthought – it's a critical, resource-intensive strategy that can make or break your customer relationships. [Database governance vs database management for RevOpsDiscover how to keep your CRM up to code with database governance and database management best practices from RevOps pros.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-112.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_3_database_management_governance.jpg)](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) ## Linking CRM data to marketing efforts When it comes to marketing success, the key is creating a balanced approach that seamlessly integrates front-facing and back-facing marketing tools. Let me break down the strategy: ### Integrating marketing tools Your front-end marketing should focus on demand generation and acquisition. This includes: your paid ads, third-party publisher partnerships, organic marketing efforts, and influencer marketing. The magic happens when you create smooth data streaming between your acquisition platforms and your customer relationship management (CRM) system. This is where a marketing automation specialist becomes crucial. They ensure that: - Acquisition platforms feed data into your CRM - Your CRM captures engagement data - Different tools communicate seamlessly [What is marketing operations? (MOps/MarOps)Marketing operations aims to improve marketing processes by managing marketing tools, automating tasks, and providing accurate reports. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-111.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--66-.png)](https://www.revenueoperationsalliance.com/what-is-marketing-operations/) ### Proper CRM instrumentation Your CRM needs robust data collection capabilities to get your organization’s data foundation right and set yourself up for long-term success. This means: - Tracking specific events - Capturing detailed attributes - Creating comprehensive reporting structures Your marketing tools will work together consistently, creating a more efficient system to track customer interactions. ### Single source of truth To truly optimize your marketing, consider developing an integrated data structure. This typically involves: - Using a data warehouse or customer data platform. - Collecting information from multiple platforms. - Implementing ETL (Extract, Transform, Load) processes. - Creating a centralized repository of customer information. The goal is to have a reliable, comprehensive view of your customer profiles that can be easily accessed and utilized across your marketing ecosystem (and wider GTM team). By focusing on these three key areas - integrated marketing tools, proper instrumentation, and a single source of truth - you'll dramatically improve your marketing effectiveness and potentially increase your conversion rates by up to 10 times. [Finding a single source of truth in RevOps - Marin PageSandy Robinson sits down with Marin Page, Senior Salesforce Business Analyst at Soliant Consulting to discuss why having a single source of truth is key to RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-110.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA-Unboxed-Ep3.jpg)](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/) ## Metrics for success When it comes to measuring marketing performance, I focus on bottom-of-the-funnel metrics that truly matter. Let’s break down the key indicators I track: ### Lead to sales conversion rate The most critical metric is understanding how leads translate into actual sales. This is measured by the lead-to-sales conversion rate. It allows you to know: - What percentage of leads convert to final sales? - How effectively are we turning potential customers into paying customers? ### Campaign delivery metrics It's not just about generating leads, it's also about ensuring they *actually* see your message. You can track this with: - Delivery rate - Open rate - Click-through rate - Interaction rate These metrics tell me how many people are receiving and engaging with our campaigns. ### Financial performance indicators To get a comprehensive view, I also analyze financial metrics such as: average contract value (ACV), sales cycle length, and cost-to-return ratio. The sales cycle is particularly important, it lets you know how long it takes to move a lead from initial contact to closing the deal. Understanding this helps optimize our entire marketing approach. By closely monitoring these metrics through our CRM, we can continuously refine our marketing strategy, improve conversion rates, and ultimately drive more effective business growth. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Final thoughts Lifecycle marketing isn't a magical solution that suddenly transforms your business overnight. It's about putting in real, consistent effort to retain your customers. You've got to be willing to roll up your sleeves, dig deep, and continuously work at understanding and improving how you engage with customers throughout their entire journey with your brand. This is about strategic, purposeful marketing that takes time, energy, and real commitment. ### Career development and acceleration | RevOps Labs URL: https://www.revenueoperationsalliance.com/career-development-and-acceleration-revops-labs/ Last updated: 2026-05-29T09:39:02.000Z _No content available._ ### Pipeline generation & outbound strategy | RevOps Labs URL: https://www.revenueoperationsalliance.com/pipeline-generation-outbound-strategy-revops-labs/ Last updated: 2026-05-29T09:38:34.000Z _No content available._ ### Incentives & comp strategy for revenue teams | RevOps Labs URL: https://www.revenueoperationsalliance.com/incentives-comp-strategy-for-revenue-teams-revops-labs/ Last updated: 2026-05-29T09:39:52.000Z _No content available._ ### GTM alignment and exec decision support | RevOps Labs URL: https://www.revenueoperationsalliance.com/gtm-alignment-and-exec-decision-support-revops-labs/ Last updated: 2026-05-29T09:39:40.000Z _No content available._ ### Annual & financial planning | RevOps Labs URL: https://www.revenueoperationsalliance.com/annual-financial-planning-revops-labs/ Last updated: 2026-05-29T09:39:33.000Z _No content available._ ### Change management and adoption | RevOps Labs URL: https://www.revenueoperationsalliance.com/change-management-and-adoption-revops-labs/ Last updated: 2026-07-15T08:24:30.000Z _This post is for subscribers on the Pro membership and Pro+ membership tiers only._ ### GTM efficiency in the age of AI | RevOps Labs URL: https://www.revenueoperationsalliance.com/gtm-efficiency-in-the-age-of-ai/ Last updated: 2026-07-02T14:07:56.000Z _This post is for subscribers on the Pro+ membership tier only._ ### Tech and AI in RevOps | RevOps Labs URL: https://www.revenueoperationsalliance.com/tech-and-ai-in-revops-revops-labs/ Last updated: 2026-08-04T09:12:01.000Z _This post is for subscribers on the Pro membership and Pro+ membership tiers only._ ### Optimizing intake and prioritization for high-velocity RevOps teams | RevOps Labs URL: https://www.revenueoperationsalliance.com/optimizing-intake-and-prioritization-for-high-velocity-revops-teams-revops-labs/ Last updated: 2026-08-04T09:13:13.000Z _This post is for subscribers on the Pro membership and Pro+ membership tiers only._ ### RevOps Labs Workshops URL: https://www.revenueoperationsalliance.com/revops-labs-workshops/ Last updated: 2026-05-29T08:58:17.000Z _No content available._ ### RevOps & enablement: A match made in revenue heaven URL: https://www.revenueoperationsalliance.com/revops-enablement-a-match-made-in-revenue-heaven/ Last updated: 2026-06-24T08:41:18.000Z I don’t know about you, but in my 15-year enablement career, I’ve seen [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams roll up to sales, marketing, and revenue operations. I was even on an enablement team that somehow got lumped into the customer services organization alongside consulting and support. This confusion as to where revenue enablement sits causes more issues than it solves. In this article, I discuss why enablement should report to revenue operations and how this partnership benefits businesses. ## Why enablement should report to RevOps My current enablement team resides within the [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) organization and here’s why I think this is the best fit… ### Objectivity RevOps is like Switzerland, objectively situated between sales and marketing to help remove silos, increase collaboration, and ultimately, drive revenue-generating productivity. There’s no tug of war for enablement resources. We plan and project manage our work so that all GTM team needs are accounted for. [Aligning sales and marketing to achieve revenue growth with Tina WungVP of Growth Marketing and Revenue at Nisum, discusses why alignment between your sales and marketing teams is crucial to revenue growth. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-109.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/6.png)](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/) ### Delivery RevOps owns the processes, platforms, and data leveraged by field teams. Whereas, enablement is often the delivery vehicle for all that goodness to land in the field. When there’s a new product, process, or platform for the team to learn, enablement will provide the training and build a feedback loop between GTM teams and RevOps. When RevOps has data to share, enablement will help to communicate that out to the interested parties in sales, marketing, or customer success, so those teams can make [data-driven](https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/) decisions. Conversely, if there’s a data gap in the field, enablement is usually the first to hear about it and can help to prioritize new analytics and reporting within RevOps. ### Adoption RevOps can be complex and often “in the weeds” on things. Enablement helps to remove this complexity, so [GTM teams](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/) can understand the “WIIFM” (what’s in it for me) and ultimately drive adoption of new processes, programs, or platforms in the field. Enablement teams take the time to understand and test-drive things before prime time, ensuring training hits the mark and GTM launches run smoothly and effectively. [RevOps meets enablement: The secret to building effective go-to-market strategiesUnlock the power of effective go-to-market strategies through the critical partnership of RevOps and enablement. From theory to revenue-driving reality.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-108.png)Revenue Operations AllianceBill Ball![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/revops-meet-enablement-1.png)](https://www.revenueoperationsalliance.com/revops-meets-enablement-building-gtm-strategies/) ## How to create a long-term partnership So, now that I’ve explained why I think RevOps and enablement should get married, let’s talk about how to create long-lasting alignment… ### Use technology The first step is implementing an integrated tech stack that shares data between sales, marketing, and customer success teams. > Integrated technologies remove silos at the foundation, working like a well-oiled machine to drive excellence in the field. There’s nothing worse than piecing together data from disparate technology platforms, or coming up short on the data points you need from gaps created by unnecessary sprawl. What happens when different teams access different versions of content or training on different platforms? Chaos in front of customers. Avoid that by letting RevOps consolidate your tech stack and enablement rally your GTM teams around it. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-107.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_2_tech_stack_mangement-2.jpg)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ### Break down silos Speaking of silos, RevOps and enablement can work together to foster ongoing collaboration between operations, marketing, sales, and customer success teams. When it comes to driving adoption around cross-functional platforms, [processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), and programs, this synergy supports a unified strategy and ensures that your most important launches happen with consistency and success measurement at the forefront. ### Agree on metrics RevOps won’t let data be an afterthought. As you’re thinking through your enablement strategies on initiatives large and small, take the time to establish agreement on core metrics, reporting cadences, stakeholder groups, and the collective goals to march toward. It’s important to document benchmarks and what “good” looks like ahead of time so you know what you’re reaching for. Don’t just write down the [KPI](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) buzzwords, take the time to understand up front *how* you’re going to measure those goals and ensure RevOps has the reporting structure in place to deliver the metrics you need. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Establish trust Build credibility and trust between teams with frequent touchpoints and prioritization exercises to set realistic expectations for each team. You can’t set it and forget it in business or relationships – especially if you want them to be successful. You’ve got to nurture your team, cross-functional stakeholders, business systems, and programs to ensure success and longevity. You don’t have to boil the ocean and meet with everyone every week, but you can establish and build trust through stakeholder touchpoints on a regular cadence – whether it’s bi-weekly, monthly, or quarterly. To give an example, I produce a quarterly RevOps and enablement metrics summary for my stakeholders, which I deliver via email and then follow up with a meeting to review and respond to any questions. This practice ensures that none of my stakeholders are in the dark and they walk away with insights that inform their roadmaps. Teams that operate in development sprints will usually hold mid-sprint reviews as well as sprint summaries upon the conclusion of a sprint. > Let the work dictate the cadence, but never forget to keep people in the loop. ### Manage change There’s no way around it, change is hard, especially with various GTM teams and moving targets. Change management is the key to success. It’s crucial to establish a robust internal communications strategy with your Enablement team to ensure your audience engages with changes and adopts them according to your expectations. Leverage your RevOps team to measure your KPIs (that you agreed upon in advance, of course). --- [What is change management in revenue operations?Change management allows your stakeholders smoothly transition to a new workflow. This is essential in RevOps where updating processes is vital.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-105.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_2_change_management.jpg)](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) --- When it comes to robust change management initiatives, some organizations will have a Project Management Office (PMO) to keep track of everything and keep projects on time. If your org doesn’t have a PMO, don’t fret, just use their playbook at the scale you need. RevOps and enablement can help with this. One of my favorite tools to leverage for change or project management is the RACI chart – which identifies who is **Responsible, Accountable, Consulted, and Informed** on various components of an initiative. In case you hadn’t noticed by this point – RevOps and enablement folks are a highly organized and process-oriented bunch. [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-106.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--15--1.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ## The benefits of aligned enablement and RevOps Of course, it wouldn’t be an article about RevOps and Enablement without the “WIIFM”. Alignment between these two teams is going to bring your organization: - **Improved sales performance**: Sales reps benefit from consistent (yet always evolving) [training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/), coaching, and onboarding programs. You’ll see your efforts impact deal velocity, win rates, average deal size, and ramp time among other KPIs. - **Increased revenue growth**: Companies with tightly aligned revenue pipelines experience faster revenue growth and higher profitability. Predictability enables companies to make informed decisions about resource allocation, investments, and overall business strategy. - **Improved customer success**: A unified customer experience can turn clients into evangelists. Leverage integrated platforms, messaging, training, and communications to support your customer journey with consistency and watch your retention rates and customer advocacy increase exponentially. ## Final thoughts So, there you have it. I’ve seen firsthand why enablement and RevOps work so well together. This harmonious relationship is paving the way for sales enablement teams to become true revenue enablement teams that drive revenue and make a substantial impact in the field. Cheers to RevOps and enablement – may they live happily ever after! ### A guide to ABM for RevOps practitioners URL: https://www.revenueoperationsalliance.com/the-ultimate-guide-to-account-based-marketing-reporting/ Last updated: 2026-06-24T08:40:25.000Z What if the secret to your [account-based marketing (ABM)](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/) success isn’t in the strategy, but actually in how well you can prove it’s working? We’ve learned by now that ABM isn't just a trend – it's a proven strategy that focuses on selling directly to your highest-value accounts. In fact, **87%** of marketers swear by it for [better ROI](https://insightsabm.com/account-based-marketing-stats/). But while ABM might sharpen your focus on the right accounts, **account-based marketing reporting** is the macro lens that shows whether you're actually hitting the mark with them. Sure – [reporting](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) isn’t anyone’s favorite task, but like any chore, the longer you leave it, the bigger the pile. But when it comes to account-based marketing reporting, tracking those numbers and behaviors is crucial to understanding if your efforts are paying off. So, in this guide, we’ll break down how to measure and optimize your ABM strategy, turning all those interactions into solid insights. Because at the end of the day, you need more than a strategy that works – you need the data to prove it. Ready to dive in? Let's get started. ## **TL;DR** Account-based marketing reporting is the process of tracking and evaluating the performance of targeted ABM strategies, focusing on [key accounts](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) rather than individual leads or customers. It measures how these accounts progress through the sales funnel and whether their engagement actually results in revenue. ## **What is account-based marketing reporting?** Account-based marketing reporting is how organizations track and evaluate the performance of their account-based marketing strategies. It’s about what their key accounts did, how they moved through the funnel, and whether those movements resulted in revenue. Think of it almost like a GPS for your most valuable, high-impact accounts. It shows you where they started, what turns they took, how long the journey lasted, and whether they reached the crucial destination of a closed-won account. The goal? To help [marketing, sales, and RevOps teams](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-video/) stop guessing and give them the clarity to make smart, data-backed decisions. Quite simply, it’s about tracking *value* over volume and more about the *accounts* over the specific buyers. [What is account-based marketing?ABM is a strategy that revolves around identifying your key accounts and devoting your time and resources to those with the highest value to your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-180.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_abm_management.jpg)](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/) ## **What’s the purpose of ABM reporting?** If ABM is about precision, reporting is the proof. It keeps everyone on the same page, focused on the same accounts, and driving toward the same revenue goals. Some of the biggest benefits of account-based reporting are: - **Justified spend:** With budgets under scrutiny, proving and showing ROI isn't optional. - **Aligned teams:** Marketing and sales can’t operate in silos. Reporting bridges the gap between them. - **Focused efforts:** Not every account is equal. Reporting shows who’s worth prioritizing. - **Smart growth:** By doubling down on what’s working and ditching what’s not. ![The 6 key dimensions of ABM reporting, account based marketing reporting](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/The-6-key-dimensions-of-account-based-marketing-reporting.png) ### **The 6 key dimensions of ABM reporting** The best ABM reporting doesn’t just spit out numbers – it tells a story. And the most [impactful stories](https://www.revenueoperationsalliance.com/storytelling-in-revenue-operations/) come through looking at performance across six clear dimensions: 1. **Account segments:** *Who are you targeting? Why?* [Segment your target accounts](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/) by industry, company size, potential value – whatever makes sense for your business. 2. **Account insights:** *What do you know about these accounts?* This includes firmographic data, intent signals, and where they are in the buyer’s journey. 3. **Account attraction:** *How did these accounts find you?* Track the channels and campaigns that got their attention. 4. **Account behavior:** *What are they doing once they engage?* Are they visiting your site, downloading content, or attending events? 5. **Account conversion:** *Are they moving down the funnel?* Reporting should track actions like form fills, meeting bookings, and opportunity creation. 6. **Account impact:** *What’s the outcome?* This includes revenue won, deal size, upsells, and retention. While these six reporting dimensions might take some time to get to grips with, having an aligned and structured approach to your account-based marketing reporting will make your reporting *far* more effective in the long run. [14 real-world account-based marketing campaign examplesGet inspired with 14 unique account-based marketing campaign ideas from real organizations to make a splash on your next ABM campaign![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-181.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---14-account-based-marketing-campaign-examples--1--2.png)](https://www.revenueoperationsalliance.com/14-account-based-marketing-campaign-examples/) ## **The most important ABM metrics to track (and why)** Before we dive into these metrics, it’s important to note that [account-based marketing metrics](https://www.revenuemarketingalliance.com/important-kpis-to-get-the-most-from-abm/?%5Fgl=1%2Az0p5jj%2A%5Fup%2AMQ..%2A%5Fga%2AMjAzOTM5Mjk5My4xNzQ0MTE0ODA3%2A%5Fga%5F5G69P06LJS%2AMTc0NDExNDgwNi4xLjAuMTc0NDExNDgwNi4wLjAuMA..) are no different from the metrics you would use to track any other marketing campaign or initiative. The only difference is that with account-based marketing reporting – surprise, surprise – you’re looking at them on an account-specific level. There’s no shortage of metrics you could track, but not all metrics are created equal. For RevOps teams trying to measure what really makes an impact, these are the ones worth paying attention to: ![The most important ABM metrics to track (and why), account based marketing reporting](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/The-most-important-account-based-marketing-metrics-to-track--and-why--account-based-marketing-reporting.png) ### **1\. Engagement & interest metrics** These metrics help you understand how well you're attracting and engaging target accounts. - **Number of target accounts:** Track how many accounts you’re actively targeting, ensuring they align with your [ideal customer profile](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) (ICP). Clean up your list and look for intent signals to see which accounts are actively showing interest. - **Account engagement:** Measure interactions like website visits, content downloads, email opens, and social interactions. Focus on engagement by account, not individual leads. - **Social engagement:** Monitor interactions with your posts and ads from target accounts on platforms like LinkedIn and Twitter to gauge top-of-funnel interest and awareness. ### **2\. Pipeline & velocity metrics** These track how accounts progress through the sales funnel and how quickly deals move. - **Sales velocity:** How fast are your deals progressing? Measure time from first touch to meeting, from meeting to opportunity, and from opportunity to close. Faster deals mean more efficiency in your ABM strategy. - **Form completions & meetings booked:** Track form fills and meetings to gauge intent and progress toward decision-makers. Pay attention to content type and who is filling out the forms (decision-maker vs. intern). ### **3\. Conversion & opportunity metrics** These metrics help measure the success of turning engaged accounts into real opportunities and customers. - **Conversion rate:** What percentage of your target accounts turn into opportunities, and which campaigns or tactics are most effective in driving [conversions](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/)? - **Opportunities created & win rate:** Track how many opportunities come from your ABM campaigns and the success rate of converting those into deals. This is the key to measuring campaign effectiveness. ### **4\. Revenue & ROI metrics** Ultimately, these metrics measure the financial impact of your ABM efforts. - **Revenue won:** The total revenue generated from ABM-sourced or ABM-influenced deals. Track initial deal value, renewals, cross-sells, and upsells. - **Average deal size:** ABM should result in bigger deals. Track deal size across campaigns and segments to see if ABM is driving larger, more profitable sales. - **Upsells & renewals:** ABM isn’t just about the first sale – it’s also about nurturing ongoing relationships. Track upsell revenue and cross-sell success to ensure your accounts keep buying. ### **5\. Customer retention & relationship metrics** These help you understand the [long-term value of your ABM efforts](https://www.revenuemarketingalliance.com/using-abm-to-build-trust/?%5Fgl=1%2Axadzma%2A%5Fup%2AMQ..%2A%5Fga%2ANDA3NDYzOTc0LjE3NDQxMTQ4NjU.%2A%5Fga%5F5G69P06LJS%2AMTc0NDExNDg2NC4xLjAuMTc0NDExNDg2NC4wLjAuMA..) and whether your strategy supports customer retention. - **Churn rate & customer lifetime value (CLTV):** Measure the retention of your target accounts and their long-term value. High churn among high-value accounts may indicate issues in your strategy. - **Net Promoter Score (NPS):** A valuable tool for tracking satisfaction and loyalty. Happy customers may refer others, bringing in more business through word-of-mouth and referrals. ### **6\. Account impact & alignment metrics** These provide insight into the effectiveness of your ABM approach in driving overall impact across teams. - **Referral & word-of-mouth leads:** Keep track of referrals or social mentions from existing customers. These are crucial signals that your ABM strategy is building relationships and brand advocates. - **Team alignment metrics:** Ensure that sales and marketing teams are aligned in their efforts to engage the right accounts. Metrics like meetings booked by channel help gauge which tactics work best across teams. Tracking these key account-based marketing reporting metrics will give you a clear picture of your account-based strategy’s success, help you identify areas for improvement, and enable you to make smarter, data-backed decisions. 💡 ****Pro tip**: To get an even more complete picture of how your account-based marketing strategy is working, split your ABM metrics by funnel stage. By mapping them this way, you can immediately identify any churn and optimize each stage more effectively. [Motivate your team with account-based marketing attributionDiscover the best practices and challenges associated with measuring your account-based marketing efforts with attribution.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-182.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---abm-attribution-2.png)](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) ## **How to build an account-based marketing reporting dashboard** Creating a [reporting dashboard](https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/) isn’t just about tracking data – it's about crafting a tool that helps you drive results. The best account-based marketing dashboards tell a story, rather than just listing numbers. Here’s how to build one that works for you: ### **1\. Start with clear objectives** Before you dive into building the dashboard, outline the key metrics that will measure the success of your ABM efforts. Focus on metrics that align with your primary campaign goals – whether that’s engagement, pipeline progression, or revenue generation. Use the metrics covered in this guide to make sure you're tracking what will truly impact your business. ### **2\. Bring data together** Your dashboard should integrate data from your teams’ tools – CRM, marketing automation, social platforms, and ad campaigns. This unified view ensures you're not missing essential insights and can track everything in one central place. ### **3\. Include financial metrics** You’re in it for the revenue after all, so make sure your dashboard connects marketing activity to tangible financial outcomes, such as: - **ROI**: Track how much revenue you’re generating compared to what you’re spending. - **Average deal size**: ABM (if working) should result in bigger deals – track this across your campaigns. - **Revenue per account**: Measure the growth of your accounts, including upsell and cross-sell opportunities. ### **6\. Keep it visual and actionable** Your dashboard needs to be more than just a pile of numbers. Use visuals like charts, graphs, and heatmaps to make the data easy to understand. It’s all about making key insights accessible and actionable. A lot of dashboard platforms also have built-in predictive analytics functions that can help identify high-potential accounts so your team can act fast. ### **7\. Ensure cross-team alignment** Since account-based marketing requires collaboration between sales, marketing, and leadership, your reporting dashboard should similarly give everyone a shared view. ### **8\. Make it flexible** Your ABM strategy will evolve, and so should your dashboard. Build flexibility into the tool so you can adapt as your needs change. Customizable filters and adjustable reports will allow you to tweak the dashboard over time without starting from scratch. A well-designed account-based marketing reporting dashboard keeps everyone on the same page, helping teams track the right accounts and act in the most impactful way. It’s not just about collecting data – it’s about using that data to make smarter, more strategic decisions. With the right dashboard, you can simultaneously optimize your strategy and prove its impact through reporting. ## **Final thoughts** Running a solid account-based marketing program is impressive. Proving it works? That’s what’ll make you a revenue hero. Account-based marketing reporting isn’t just something you do because it’s on your checklist – it’s what helps you understand if all that hard work is actually paying off. By focusing on the right metrics, aligning your teams, and using a structured approach, you’ll be able to gather insights that can shape your strategy moving forward. Whether it’s tracking engagement, watching how accounts move through the funnel, or seeing the revenue impact, clear and actionable reporting is what lets you know if you’re on the right track. So, if you’re ready to step up your ABM game, it all starts with how well you report on it. ### Chief Revenue Officer Summit Virtual, April 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-virtual-april-2026-ondemand/ Last updated: 2026-05-20T08:27:46.000Z Catch up on every session from Adobe, Rothschild & Co, IIN and more. _This post is for paying subscribers only._ ### How to make AI work as hard for revenue as it does for engineering URL: https://www.revenueoperationsalliance.com/how-to-make-ai-work-as-hard-for-revenue-as-it-does-for-engineering/ Last updated: 2026-06-24T08:38:29.000Z Engineering teams using Claude Code and Cursor are at least ten times more productive than they were two years ago. One engineer now does the work of ten. At [Von](https://vonlabs.ai/), 95% of the code is written by AI. Ten people are doing what used to require a hundred. If you told one of those engineers you were taking Claude Code away, they would leave the same day. Now ask the same question about your sellers, your managers, and your [CROs](https://www.revenueoperationsalliance.com/35-cros-share-whats-really-driving-ai-roi/). Is there a single tool you could remove that would make them walk? Salesforce? You would probably hire more people if Salesforce disappeared. [What is revenue intelligence? Your comprehensive guideRevenue intelligence is a powerful data analytics tool in your revenue operations tech stack. Discover how to make the most of its AI capabilities.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-d592d8b58e12b66dca3dcaab905906e1a0b7ee8e80d93335a741bcd1b4bf2d8a.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/What-is-revenue-intelligence-Your-comprehensive-guide---social-7f1a4e41584acf1b7768b597ba8caa524377a23a9d99683d4d4531825f502cf8.png)](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/) That disparity, between what AI does for engineering and what it does for revenue teams, is being protected by five myths. Five years ago, I started a company called Rattle. Rattle is a workflow automation platform, which you'd call typical legacy SaaS. We have more than 200 customers, and these are companies anyone would dream of working with. Half the billboards you see on the 101 are Rattle customers. Figma, Intercom, Writer, and many more. Now, we're pivoting the entire company into Von. Von is only a few months old and already has 45 customers and building an AI-native product has shown me exactly why Salesforce is down 40% in the last 12 months and why HubSpot is down 70% in the same period. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/05/Anshul.png) The value [AI products](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) deliver is so disproportionate that you won't pay for legacy SaaS the same way again. At least not at the same price. If you can pay $200 a month to make your engineer 10 times more productive, your engineering team will stop paying $200 a month per seat for a SaaS platform that makes them 10% more productive. That's the math the market has woken up to. There's real panic out there. I'd short SaaS companies if I were a betting man, which I'm not. We spent $3.5 million on R&D over the last 12 months to get Von right, so let's get into what we learned along the way. ## Myth 1: My CRM is too messy for AI to work We have been talking about [data hygiene](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) for 25 years. If you attended a Salesforce launch event in the early 2000s, someone was on stage saying the same thing. The data is never going to be fully clean, and waiting for it is no longer a viable strategy. The myth misunderstands where bad data actually originates. Your raw data, sitting in call transcripts, emails, and seller notes, is not the problem. The problem appears in translation. When sellers move that raw data into Salesforce, errors enter. You then run reports on the degraded version and wonder why [the insights](https://www.revenueoperationsalliance.com/turning-customer-insights-into-revenue/) feel wrong. Connect AI to the raw data and skip the polluted version entirely. Von normalizes the last two years of data by going directly into call transcripts, emails, and seller notes. It determines what the deal amount should have been, who the competitor was, what the close date should have been, and when each deal should have moved stages. Once that normalization is done, you already have what AI needs. 💡 One prerequisite: your calls need to be recorded. If European regulations make that impossible, tools like Granola transcribe locally without joining as a bot or recording video. If even that is off the table, high-level seller notes combined with email threads are a workable foundation. [Revenue leadership in an AI-first worldIn this candid, free live session, People AI and Aidoc will be direct about what’s actually changed in the CRO role.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Backstory_Meta--1--16d318f53991635d4688cfac6dc43e01f018f434762d4c52d8460ffd9601eae1.png)](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/) ## Myth 2: If we just tell sellers what to do, they'll do it The recommendation model was borrowed from consumer platforms. YouTube, TikTok, and Instagram surface recommendations that people engage with constantly, so the assumption was that the same logic would hold in [B2B sales](https://www.revenueoperationsalliance.com/the-evolution-of-b2b-sales-new-digital-era/). It does not. Those platforms run on extraordinary volumes of behavioral data. YouTube alone accounts for roughly 2% of all human time globally, according to Alphabet's 2023 shareholder materials. That is the depth of signal feeding those engines. In B2B, you have neither the data volume nor the compute capacity to build anything equivalent. So you run the same generic playbook across every seller and every CSM, and it fails because seller A prioritizes accounts where the contact has recently changed jobs, while seller B focuses on companies that have just migrated to a new platform. They are working from different mental models of what a good opportunity looks like. [Why 90% of revenue teams see no ROI from AIAdding AI to individual tools is not the same as building AI that works. Here is the maturity model revenue leaders need to move from point solutions to compounding productivity.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAnshul Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Anshul-Gupta-562df1b0f41fd32d444042b0afd13c3faf89c9a2c021b6774c0040952d6fa94d.png)](https://www.revenueoperationsalliance.com/why-your-ai-investments-arent-driving-rep-productivity-and-how-to-fix-it/) What actually works is asking your top AEs and CSMs how they rank deals and what signals matter to them. When a seller can test a hypothesis against live data in minutes, without routing a request through BI or [RevOps](https://www.revenueoperationsalliance.com/how-revops-drives-smarter-faster-decisions/), the dynamic changes entirely. A seller says, "I think customers churn for these three reasons. Validate this." The system returns a set of signals. The seller picks the ones they want to act on. Adoption follows ownership. That is not a surprising finding. It is just how people work. ## Myth 3: A seller can only close a million dollars per year Von's internal research, conducted across 50 organizations in 2024, found that the average seller spends 1.2 hours a day in external meetings. The highest team average recorded was 2.4 hours. No organization in the study exceeded that figure. Think about what sits behind those numbers. A junior seller in the Bay Area costs at least $200,000 a year in total compensation, running two or three customer meetings a day and spending the remainder rebuilding context between calls. [Revenue Operations Landscape & Salary Report 2026Discover the latest revenue operations statistics in our reveal-all report. From team size to budget, all the info you need to plan for 2026![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Salary_and_Landscape_Survey_Meta_2026_1-1-18c22f52d55ba188f54f4b0f9dc878991b871e67d1736b0ee751c60e9fb74d28.png)](https://www.revenueoperationsalliance.com/revops-landscape-salary-report/) Sales carries a real cognitive load. Managing fifteen enterprise deals means holding in mind what was said in each last call, what to drive in the next one, and how to frame the business case for a specific buyer. Beyond the calls themselves, sellers are building decks, [ROI models](https://www.revenueoperationsalliance.com/why-revops-should-own-the-gtm-model-a-step-by-step-guide-to-building-it-right/), and internal alignment. The time loss is not laziness; the task is genuinely demanding. With AI that understands how a seller writes, what tone they use, and what the company's best-performing decks look like, the work that takes an evening compresses into minutes. Hundreds of sellers are doing this today. Push external meeting time from 1.2 hours to four hours a day, and your annual quota can reasonably become a quarterly one. The myth worth retiring is that a million-dollar annual number and 1.2 hours of daily customer time are an acceptable combination. ## Myth 4: Build an agent for every task Every organization is building agents. Meeting prep agents, deck-building agents, forecasting agents, and follow-up email agents. Agents designed to build other agents. The trajectory is familiar. Think about what happened with dashboards. One person built one, then someone else built another, and over time the organization accumulated hundreds. Dashboards broke when the business changed. The people who maintained them moved on. New hires built fresh ones without knowing the old ones existed. Today, most people work from three dashboards they trust and route everything else through RevOps. Agents are following the same pattern. As the underlying data shifts and the company's structure evolves, point-purpose agents fall out of date. Nobody notices until something is obviously wrong, and by then the trust is gone. The answer is a single agent that manages all the underlying agents on the user's behalf. Claude Code is not a collection of hundreds of separate tools. It is one entry point that handles everything, and when something breaks, there is one place to go. Revenue teams need the same model: one agent for meeting prep, deck building, proposals, CRM updates, and everything in between. ## Myth 5: More AI tools mean more intelligence Every function in a revenue org is now being sold its own intelligence layer. CS leaders have one. Solutions engineers have another. AEs, Salesforce admins, and account managers each have options competing for their attention. [How Salesforce Revolutionized its RevOps with AI AgentsWe developed a six-step framework for building revenue agents, and I’m going to focus on the first three steps - the ones that matter most to RevOps teams like yours.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceMonica Kanchhal![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Author_Highlight-cf8753519e8c629e8161c7e70ee3fcafdd5c486ba959864d007e450aaeb613c9.png)](https://www.revenueoperationsalliance.com/salesforce-revops-ai-agents/) All of these tools draw from the same underlying sources. The [CRM](https://www.revenueoperationsalliance.com/the-secret-to-retaining-your-customers-lifecycle-marketing-crm/), the data warehouse, the call recorder, the engagement platform, and internal communications. Ask the same question across four different tools and you will get four different answers. The CS tool returns one number, the sales intelligence tool returns another, and neither knows what the other said. Engineering avoids this because it has converged on one tool. The principle behind Salesforce's dominance was identical: every function inside one platform, working from shared data. Salesforce was never a point solution. Product marketing, admins, AEs, and CSMs all lived inside the same system and saw the same version of reality. The answer for AI follows the same logic. One platform with one intelligence layer across the entire go-to-market stack, not a collection of point solutions pulling from the same data and returning contradictory answers. ## A note on AI fatigue Here's the analogy I'd ask you to sit with. AI is similar to electricity. Everything will be powered by it. Look around a living room. The TV. The refrigerator. The oven. The toaster. The Roomba. The fan. The lights. Even the couch was built using electricity. There isn't a couch in the world made without it. AI will be in everything you touch. Do you walk into your living room and say there's too much electricity in here? Unless your bill is too high, hopefully sales pays well enough that you don't worry about it. The fatigue you're feeling is something else. You've bought a lot of digital photo frames and Roombas. Nothing against Roombas. But you don't have enough TVs yet. You don't have enough applications creating the same kind of impact in your business that electricity creates in your living room. [How AI Improves Revenue Forecasting EfficiencyNot using AI in your revenue forecasting processes yet? 3 experts swear it’s a shortcut to better, faster forecasting, and a healthier pipeline.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Using-customer-journey-retargeting-to-increase-sales-conversions--6--2fd4a7b18ee19faf0a9674b8401d9cc734cbceac03d6b0203874757072d5ebee.png)](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) ## Where this leaves you Your raw data is already good enough. Sellers are spending 1.2 hours a day in front of customers, and your quotas should reflect what AI can unlock from the remaining six. Stop building agents for every task and invest in one. Stop accumulating point solutions and invest in shared intelligence. The standard to aim for is simple: your sellers should be unwilling to go back. ### Why hiring more AEs is the wrong way to meet your revenue goals URL: https://www.revenueoperationsalliance.com/hiring-more-aes-is-the-wrong-way-to-meet-your-revenue-goals/ Last updated: 2026-07-01T09:32:23.000Z Your board is probably asking you to headcount your way to next year's number. More AEs, more pipeline, more revenue. It's the playbook that's worked for decades. But what if the math is broken? Mark Roberge scaled HubSpot from $0 to $100M and wrote the book on revenue science. Now he's saying the model needs to change, and *fast.* When AI pushes a rep's selling time from 25% to 75% of their week, headcount stops being the lever it was. Territories, comp plans, manager ratios, org structure - none of it works the same way. Join us and **Von** in this fireside chat, where Sahil Aggarwal, CEO & co-founder at **Von**, sits down with Mark Roberge the founding CRO at **Hubspot** to get into the questions RevOps and sales leaders are genuinely wrestling with right now. **The first 50 attendees receive a free copy of Mark's new book, The Science of Scaling.** ## **Why attend?** AI isn't just changing how reps sell. It's changing what RevOps owns, what managers do, and what your org should even look like. This session cuts through the noise with real answers from someone who's seen the data from both sides: the boardroom and the cap table. - Why piling on headcount might be the fastest way to fail your revenue target - Get a framework for evaluating AI tools that will actually survive - What an org built for 3x rep output actually looks like - How to position RevOps at the center of your company's AI strategy before someone else does ## **You'll walk away with…** **A new way to make the headcount argument** When AI can triple rep productivity, "hire 10 more AEs" is a hard sell - or it should be. Mark and Sahil break down how to reframe that conversation with your board and what you need to back it up. **A clearer picture of what's actually changing in org design** Comp plans, territories, quotas, manager ratios - all of it is shifting. You'll hear a concrete breakdown of what the revenue org looks like when a rep can produce $3M instead of $1M, and what that means for the way you build and measure your team. **The skills and positioning to step into RevOps' expanded role** As AI compresses management layers and makes data the strategic asset, RevOps is becoming the most important function in the revenue org. You'll leave knowing which capabilities to build now and how to own the frameworks that determine how fast your company scales. ## **Meet the experts** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/05/1687215625496--1-.jpeg) **Mark Roberge, Founding CRO at HubSpot** Mark Roberge built HubSpot's sales org from the ground up, scaling revenue from $0 to $100M and creating one of the most widely used GTM frameworks in SaaS. He now teaches at Harvard Business School and invests in the next generation of revenue-focused startups at Stage 2 Capital. His new book, The Science of Scaling, pulls together everything he's learned along the way. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/05/1769812393972--1-.png) **Sahil Aggarwal, CEO & Co-Founder, Von** Sahil is the CEO of Von, a company built to help revenue teams operate with more precision and less noise. As a practitioner turned founder, he brings a ground-level perspective on what AI adoption actually looks like inside a RevOps function and what it takes to move from theory to execution. ### Revenue Forecasting Summit | 2026 URL: https://www.revenueoperationsalliance.com/revenue-forecasting-summit-2026/ Last updated: 2026-05-13T11:47:41.000Z Explore the best moments from Revenue Forecasting Summit 2026 with on-demand sessions featuring leaders from Adobe, Oracle, Nokia, and beyond. _This post is for paying subscribers only._ ### Revenue operations metrics: what to track and why it matters URL: https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/ Last updated: 2026-05-12T15:49:41.000Z [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) metrics give teams a shared language for measuring what is actually working. Without them, decisions default to instinct, and instinct rarely scales. Metrics connect the activity happening across sales, marketing, and customer success to the revenue outcomes leadership cares about. They surface where performance is slipping before it shows up in missed targets, and they give teams the evidence to make smarter resource decisions. By tracking key RevOps metrics, your organization can gain insights into how your sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) (CS) teams are contributing to revenue growth. This makes it easier for your teams to identify opportunities to improve performance. 💡 One of the top three activities RevOps professionals undertake is defining and measuring metrics and KPIs with [****89%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) saying this is part of their role. There is some overlap between [sales metrics](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) and RevOps metrics such as average deal size, but generally, RevOps metrics are looking at the big-picture revenue indicators. While sales metrics focus on sales rep performance. [Metrics](https://www.revenueoperationsalliance.com/why-are-metrics-important-in-revops-video/) tend to be low-level indicators that track activities or processes that are specific to a department or business area, such as sales, marketing, customer success, or RevOps. Overall, effective metric tracking can lead to: - [Increased revenue performance](https://www.revenueoperationsalliance.com/what-is-revenue-performance/) - Better decision-making and strategy ### Drive business growth Revenue operations metrics can help businesses to identify areas of opportunity, optimize resources, and [accelerate revenue growth](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/). You can identify areas to optimize for improved performance by tracking key metrics such as conversion rate and lead generation. For example, by looking at conversion rates, you can understand which parts of the sales process are most effective and tweak those areas to increase revenue. Analyzing average deal size can identify opportunities for your sales team to upsell or cross-sell to existing customers, leading to increased revenue. [How to Use Revenue Operations Metrics to Drive Business GrowthIn today’s constantly changing business landscape, revenue is the lifeblood that keeps all companies functioning.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/How_to_Use_Revenue_Operations_Metrics_to_Drive_Business_Growth.jpg)](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) ### Enhance decision-making RevOps metrics can also support decision-making and strategy development. By tracking key performance indicators (KPIs), you can gain insights into market trends, customer behavior, and the effectiveness of different strategies. Your team can use this information to make more informed decisions about RevOps strategies to maximize your revenue growth. If you find your sales forecast is lower than expected for that term, you can support your sales reps to close more deals. Or by tracking customer acquisition costs, you can determine which marketing channels are most effective and allocate your resources accordingly to generate leads cost-effectively. 📖 Psst... Get [****Revenue Operations Metrics Certified**](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) with our new Masters course. ## The role of key performance indicators in revenue operations As the name suggests, key performance indicators (KPIs) are measurable values that provide a way to evaluate the performance of revenue operations. These indicators take a high-level perspective that represents cross-departmental goals. KPIs can help companies track progress towards their larger business goals, identify areas that need improvement and take corrective action to drive growth. They can also allow teams to see what impact their metrics are having on the larger business goals. [RevOps, data, metrics, and CX | ROABy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## Revenue metrics ### Revenue Revenue tracks the amount of money your business is generating over a period of time. If you aren’t tracking your revenue, you essentially have no idea if your business has a consistent revenue flow. You can track this as annual recurring revenue (ARR) or as monthly recurring revenue (MRR). [**51.3%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of revenue operations professionals agreed that recurring revenue (ARR/MRR) is the most important metric for engaging leadership. > *“Overall, the number that the board and the CEO are looking for is annual recurring revenue (ARR).* > *“How is your ARR improving throughout the year? Are you going to hit your goal? Can you demonstrate sustainable growth over time? That's where we look for the hockey stick growth.* > *“There are lots of supporting metrics, but at the end of the day, that's the one that everybody is going to look at. ARR's the one that will determine what type of earnings your company gets long term.”* > *\-*Jordan Shaheen*, Head of Revenue Operations at Candid* ### Revenue retention rate Revenue retention rate helps you to understand how much of your customer base you’re retaining every month or year. This allows you to understand if you are keeping your customers or if they are downgrading their accounts or leaving after a few months. ### Conversion rate Conversion rate measures the percentage of leads that become paying customers. By tracking conversion rates, sales teams can identify areas to optimize their sales process and improve overall conversion rates. ### Customer lifetime value (CLV**)** [Customer lifetime value](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/) measures the total revenue generated by a customer over their lifetime. Optimizing CLV can generate more revenue over the long term. > “CLV is a metric or an index that quantifies the amount of money an existing or perhaps a new customer is expected to spend while doing business with me over a duration of time.” > **\-** Aymain Hussein**,** Director of Customer Success, Data AI & Advanced Analytics at Microsoft [Driving customer lifetime value with outcome successCustomer lifetime value is a metric or index that quantifies the amount of money a customer is expected to spend while doing business with an organization and has become very useful for defining success.![](https://www.customersuccesscollective.com/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveAyman Husain![](https://www.customersuccesscollective.com/content/images/2021/06/microsoft--1-.png)](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/) ## Sales metrics ### Sales pipeline velocity Sales pipeline velocity allows you to see how quickly (on average) it takes leads to convert to paying customers through your sales funnel. But pipeline velocity isn’t measured by time, it’s measured by revenue. ### Sales forecasting The [sales forecast](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) predicts how much your sales team will sell within a given time period. This can help to predict how much revenue will be generated in the future. Sales forecasting can also allow you to predict if the sales team will meet their targets in advance, allowing for problem mitigation before their revenue goals are missed. [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ### Average deal size Average deal size measures the average revenue generated per deal. Increasing the average deal size can increase revenue without increasing the number of deals closed. This can be a cost-effective way to drive revenue growth. To achieve this you could increase upsells or cross-sells of additional products to existing customers or target larger deals with higher revenue potential. ### Win/loss ratio This metric measures the ratio of deals won versus deals lost by your sales team. This can also be measured for individual reps to understand who your top sellers are and share their sales strategy with the team. You can also offer support to sellers with a high loss rate through training and mentorship. --- [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--46-.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) --- ## Marketing metrics ### Marketing qualified leads (MQLs) MQLs are leads that have made it through the marketing funnel and will be passed on to sales to continue their customer journey. The more MQLs marketing produces the more leads the sales team has to work with. ### Customer acquisition cost (CAC) Customer acquisition cost shows you how much it costs to gain a new customer. This includes factors such as marketing team salaries, advertising costs, and marketing software. You can calculate your customer acquisition cost by dividing the total cost of customer acquisition by the total number of new customers acquired. [Why we need to amplify diverse voices in our companies | ROAPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ### Cost per lead Cost per lead measures the cost of generating a new lead. By optimizing cost per lead, your marketing teams can maximize the ROI of their marketing efforts and drive revenue growth more cost-effectively. ### Campaign ROI Campaign ROI measures the return on investment of marketing efforts. Tracking ROI can help you assess the effectiveness of your marketing strategies and allocate resources to the most profitable channels. ## Customer success metrics ### Customer churn [Churn rate](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) indicates the percentage of customers who stopped paying for or using your services over a given period. If churn is high, you may need to rethink your customer onboarding sequences. ### Customer satisfaction score (CSAT) CSAT is a measurement of how satisfied your customers are with their experience using your product or service. This can help CS teams understand the needs of their accounts by indicating when customers are likely to churn or even upgrade their accounts. ### Net promoter score (NPS) Net promoter score measures customer satisfaction and loyalty, with higher scores indicating greater satisfaction and loyalty. By tracking NPS, CS teams can identify areas to improve customer experience and increase customer satisfaction and loyalty. This can include addressing common pain points or issues that may lead to low scores, improving communication and relationship-building with customers, or providing additional resources or support to address customer needs. [Your guide to customer success metrics | Customer Success CollectiveFiguring out how to navigate customer success may initially seem like a bit of a minefield. We’re here to map out exactly how you can use customer success metrics to improve your revenue and customer retention.![](https://www.customersuccesscollective.com/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCustomer Success Collective![](https://www.customersuccesscollective.com/content/images/2022/03/CSC_Hub_Page_Meta_customer-success-metrics--1-.jpg)](https://www.customersuccesscollective.com/customer-success-metrics/ ) ## Aligning KPIs with business goals Not all the metrics mentioned above will be important for your business or even relevant! That’s where selecting the right KPIs comes in. To get the most value from KPIs, revenue operations teams need to ensure they are aligned with their organization's business goals. This is essential for the growth and success of any organization. By aligning your KPIs with the business’ goals, your teams can track and monitor their progress towards achieving their objectives and make necessary adjustments to ensure they stay on track. ### Setting SMART objectives KPIs should be specific, measurable, achievable, relevant, and time-bound (SMART). This helps to ensure that KPIs are meaningful and aligned with business objectives and that teams can easily monitor and track progress towards their goals. When setting SMART objectives, it is important to ensure that they are realistic and achievable within the timeframe. This will help to motivate teams and ensure that they are working towards goals that are challenging but possible. 💡 For example, if an organization's business goal is to increase revenue by 20% in the next quarter, a SMART objective would be to increase sales by 10% and reduce customer churn by 5% within the same period. This objective is specific, measurable, achievable, relevant, and time-bound. ### Identifying relevant KPIs Teams should identify KPIs that align with their specific business goals and keep them relevant for the entire organization. These indicators should be based on historical data, customer behavior, and market trends. It is important to regularly review and update KPIs to ensure that they remain relevant and aligned with business objectives. 💡 For example, if an organization's business goal is to improve customer satisfaction, relevant KPIs could include NPS, and Customer Satisfaction Score (CSAT). These KPIs will help to measure the effectiveness of customer service initiatives and identify areas for improvement. ### Ensuring Cross-Functional Collaboration Revenue operations teams should make sure to involve all stakeholders in the process of defining and monitoring KPIs. This helps to ensure that everyone is aligned towards the same goals and that KPIs are consistent across the organization. 💡 For example, sales and marketing teams can collaborate to define KPIs that align with revenue goals. This cross-functional collaboration will help to ensure that KPIs are relevant, accurate, and aligned with business objectives. ## Monitoring success and analyzing data Without tracking regularly, you may as well be flying in the dark, as you will have no idea if you are on track. This could lead you to reach the end of the quarter and wonder why you missed your targets. So once KPIs are defined and aligned with the business objectives, RevOps teams need to monitor and analyze these metrics regularly, as this allows your strategy to shift to help you meet your goals. ### Establishing a KPI dashboard Teams can use [visual dashboards](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) to track and monitor KPIs in real time. These dashboards can be customized to specific business units or departments and can provide a quick overview of performance relative to goals. The dashboard should be easily accessible and understandable for all stakeholders, including executives, managers, and front-line employees. This will ensure that everyone is on the same page and working towards the same goals. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ### Regularly reviewing KPI performance Teams should regularly review KPI performance to track their progress over time and identify any patterns that may require changes to the existing strategy. This review should be done at least weekly, if not more frequently. It is important to ensure that the data being used to track KPIs is accurate and up-to-date. Any errors should be addressed quickly to avoid mistakes in other business areas due to inaccurate or incomplete insights. ### Adapting metrics to changing business needs As businesses grow and evolve, their KPIs should be updated to reflect changing goals and objectives. KPIs should be reviewed periodically, and the smart ones can be modified for effectiveness and relevance. 💡 For example, if a company's focus changes from customer acquisition to customer retention, KPIs related to customer satisfaction and loyalty should be given more weight. By monitoring and analyzing KPIs regularly, businesses can make informed decisions and take corrective actions when necessary. This helps to ensure that the business is on track to achieve its goals and objectives, and ultimately, drive revenue growth. ## Final thoughts There are lots of metrics you can track to understand the success of your RevOps strategy, but the key is to track the KPIs that align with your business goals. It is also important to ensure that all key stakeholders are aware of what KPIs are being measured so that they can understand their priorities. Establishing a KPI dashboard can also be useful for visibility across departments. --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification and gain the necessary knowledge to measure your RevOps impact with confidence. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) ### Chief Revenue Officer Summit Silicon Valley, April 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-silicon-valley-april-2026-ondemand-2/ Last updated: 2026-05-06T08:13:01.000Z Catch up on every session from Chief Revenue Officer Summit Silicon Valley, including talks from Avande, Hauser, Crest Data and more. _This post is for paying subscribers only._ ### Lead stage vs lead status: What’s the difference? URL: https://www.revenueoperationsalliance.com/lead-stage-vs-lead-status-whats-the-difference/ Last updated: 2026-05-04T09:00:20.000Z Tracking how your leads move through your organization’s customer journey is crucial for accurate [sales reporting](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/). As a [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professional, it’s important to understand the best ways to track this within your customer relationship management system (CRM). In this article, we’ll discuss the difference between two distinct ways to track buyer journey. By the end of this article you’ll know: - What a lead stage is - What a lead status is - How these benefit your sales pipeline - How to define these terms in your org - Four best practices for using lead stage and lead status ## What is a lead stage? A lead stage is where your lead is within the [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/). This will track their progress from being added to your database and will follow them as they enter, exit, and re-enter the customer journey. This path isn’t always linear so it’s important to define these stages clearly, and keep them updated at all times. ![Arrows show typical forward progression. Dashed lines show re-entry and recycling paths. Exit points (coral) can occur at multiple stages, not only at the end.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/05/ROA_In-Article_Images_--2-.png) Arrows show typical forward progression. Dashed lines show re-entry and recycling paths.Exit points (coral) can occur at multiple stages, not only at the end ### What is a lifecycle stage? In HubSpot, lifecycle stage was sometimes used instead of lead stage. Although recently, a lead stage option has become available within this tool. With this in mind, lifecycle stages are essentially the same as lead stages - they are just labeled slightly differently across CRM providers. HubSpot allows you to customize lead stage and lifecycle stage properties to suit your organization's needs. [Finding a single source of truth in RevOps - Marin PageSandy Robinson sits down with Marin Page, Senior Salesforce Business Analyst at Soliant Consulting to discuss why having a single source of truth is key to RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/ROA-Unboxed-Ep3.jpg)](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/) ### Types of lead/lifecycle stage There are many different labels you can use to track contacts through your customer journey. It’s important to customize these labels to align with your unique sales process - but we’ll get to that later… To get you started, here are a few example lead stages: - **Subscriber** \- A contact who wants to hear form your brand. - **A lead** \- A contact who’s taken an additional conversion action beyond subscription. - **Marketing Qualified Lead (MQL)** \- A lead who’s taken an action marketing deems to be qualifying. - **Opportunity** \- A contact in the sales cycle. - **Sales Qualified Lead (SQL)** \- A lead who’s been qualified by sales for further contact. - **Customer** \- A closed-won opportunity. - **Churned customer** \- An inactive customer or someone who’s canceled all services. - **Disqualified** \- Been disqualified for some reason in the cycle, eg. opted out, not a person, changed company. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### The SiriusDecisions Demand Waterfall: an advanced framework for B2B teams For B2B RevOps teams working with more complex funnels, the SiriusDecisions Demand Waterfall (now part of Forrester) offers a more granular set of stage labels that have become widely adopted across enterprise sales organizations. You may encounter these in job descriptions, CRM documentation, and internal RevOps conversations: - **MAL (Marketing Accepted Lead).** A lead that has met basic data quality thresholds and been accepted by marketing for nurture. - **MQL (Marketing Qualified Lead).** A lead that has met marketing’s engagement or fit criteria. - **SAL (Sales Accepted Lead).** An MQL that sales has reviewed and agreed to pursue. - **SAO (Sales Accepted Opportunity).** A lead that has been converted to an active opportunity. - **SRL (Sales Ready Lead).** A lead deemed ready for direct sales outreach, often used in hybrid inbound/outbound models. - **MRL (Marketing Ready Lead).** A lead ready to re-enter a marketing nurture track, typically after a sales recycling action. - **TSM (Target Segment Member).** A contact within a defined target account segment, used in account-based models. - **LSO (Lead Source Originated).** Used to track attribution back to the originating channel. Not every organization will use all of these labels, and some will use different terminology entirely. The value of the Demand Waterfall is the shared language it creates between marketing and sales around what “qualified” actually means at each transition point. ## What is a lead status? A lead status is used by your sales team to stay organized and keep track of how to interact with your prospects. This is only a subtle difference, but allows sales reps to keep track of who they’ve contacted and how. Lead stages and lead statuses will likely be at least somewhat correlated, so you may want to set up some [automations](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) to keep this simple. ### Types of lead status Again, lead statuses will vary depending on your organization and offering but here are some example statuses your sales team might want to keep track of: - **Open** \- Lead is assigned to sales. - **Contacted** \- Has been contacted by sales. - **Meeting set** \- A meeting or demo has been scheduled. - **Qualified** \- The lead has met the qualifying criteria. - **Customer** \- Deal was closed-won. - **Opportunity lost** \- Deal was closed-lost. - **Unqualified** \- Won’t buy from your company as they don’t fit the criteria. - **Inactive Customer** \- Churned account. [Building the ultimate sales report for revenue growthLearn the best practices for creating a winning sales report so you can track your revenue and make adjustments before you miss target.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_1_commercial_reporting.jpg)](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/) ## How do these labels benefit your pipeline? There are many benefits of tracking lead stage and status such as improved forecast accuracy; marketing, sales, and customer success alignment; and improved customer experience. Let’s explore those further… ### Clearer reporting Keeping track of where your prospects are within the customer lifecycle is crucial for pipeline reporting and [sales forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) efforts. This is especially true for B2B businesses with long sales cycles. Without knowing how many prospects are in each stage of the sales pipeline, it’s nearly impossible to predict which deals will close in the next month. Keeping these records within your CRM allows this data to be viewed by revenue operations and sales leaders when reviewing sales data. Instead of asking each rep where their prospects are in the cycle, all the info can be viewed in one place. ### Smooth handovers Using these labels helps to streamline handovers within your revenue organization. When your marketing team identifies someone as an MQL who’s ready to be moved into the sales funnel, this can update your sales team and allow them to take action on that account. This also applies when sales reps such as [BDRs and SDRs](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) pass opportunities to Account Executives, as the AEs can see which action needs to be taken next to close the deal. Handovers don’t end when the deal is closed-won – when a prospect becomes a customer your sales reps can notify your customer success team to start the customer onboarding process. ### Improve customer journey This system can also improve your [customer journey](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) and experience as your teams are more aware of the entire customer lifecycle and how each step interlinks. Tracking lead status also helps your sales reps keep track of the next action required to move a customer through this cycle. In turn, your customer's experience with your company feels more streamlined and personalized to their needs. Leading to increased customer satisfaction, loyalty, and retention. ## Lead stage and lead status in B2B vs B2C The way you structure lead stages and lead statuses will look quite different depending on whether you’re running a B2B or B2C operation. Understanding these differences up front will save you from designing a framework that doesn’t fit your sales motion. B2B: longer cycles, committees, and account-based complexity In B2B, particularly in enterprise or mid-market sales, lead stages need to account for: - **Multiple stakeholders.** A single opportunity may involve several contacts at different stages simultaneously. One contact might be an MQL while another at the same account is already in active sales conversations. Account-based teams often track the lead stage at both the contact and account level. - **Longer sales cycles.** Leads regularly move backward through stages; an SAL might be recycled to MRL if the timing isn’t right, then re-enter as an MQL months later. Your stage definitions need to explicitly account for re-entry. - **Sales-marketing handoff complexity.** The SAL and SAO transitions are particularly important to define in B2B, as these are the moments where accountability shifts between teams and disputes about pipeline credit are most likely to arise. Lead status in B2B tends to be more granular, with statuses like “pending review,” “in negotiation,” or “legal review” reflecting the additional steps involved in closing enterprise deals. ## B2C: volume, velocity, and eCommerce considerations In B2C, the dynamics are different. Sales cycles are typically much shorter, volume is higher, and many conversions occur without any sales rep involvement. This changes how lead stages and statuses need to be designed: - **eCommerce.** Lead stages often map directly to funnel events — visit, product view, cart add, checkout start, purchase, and are tracked in analytics platforms rather than a CRM. Lead status may be irrelevant if there’s no sales team involved. - **High-touch B2C.** For sectors like financial services, insurance, or luxury retail, where a sales rep is involved, lead status becomes important again. Statuses here might include “call attempted,” “left voicemail,” or “application in progress”, reflecting a faster-moving but still rep-assisted process. - **Re-engagement.** B2C organizations often have larger pools of inactive or churned contacts. Having clearly defined re-entry statuses (e.g., “re-engaged,” “lapsed”) helps marketing target these segments accurately without polluting active pipeline data. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_6_customer_journey_mapping.jpg)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ## Defining your lead stages and statuses To get the most out of your lead stage and lead status tracking, your whole team needs to understand the definition of each label. Your team should be aligned on which activities or actions lead to an updated label, otherwise the tracking can become muddled. This [alignment](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) around key terms will help to keep the tracking consistent, meaning more accurate data for your leadership team. Each CRM provider will have their own built-in labels that you can make use of, providing you define what they mean in the context of your organization. > “You can call the stages/statuses whatever you want it's the meaning and definition that is crucial. > “Also important is defining what should happen in that stage and what is required to move stages.” – RevOps expert in our Slack community. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) --- Many companies will utilize custom labeling systems that take into account their unique offerings and customer journey. This makes the system more intuitive for your sales team but involves some additional setup. When setting up a custom labeling system, it’s important to consider the key aspects of your sales cycle and what the threshold is for a prospect to move into the next stage. Work with your sales team to ensure the system makes sense and aligns with their [processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/). > “At my company, we customized our stages. > “Our pipeline (i.e. the numbers we report to senior leadership, the board, etc.) starts at stage three, where stage eight is "Closed-Won". Stages one and two are for leads/early-stage opportunities that the reps (or our BDR) want to keep track of. > “But those leads aren’t qualified yet, so we don't want them showing up in our pipeline reports.” – **Christie Simpson**, Director of Sales Operations at HealthEdge. Sales and Revenue Leader, **Derek Wilson**, suggests these steps for defining your lead statuses: - “What are the steps of your customer sales experience? - “What are the meaningful events, discussions, presentations, workshops, etc., that normally occur within your sales cycle? - “Now put some form of linear order to them.” [Sales forecasting for revenue operationsSales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## **How to implement lead stage and lead status in your CRM** Getting the definitions right is only half the job. How you implement these fields in your CRM, and in what order, has a significant impact on data quality and adoption. Here are the key mechanics to get right before you go live. ### Define before you build The most common implementation mistake is jumping straight into CRM configuration before the definitions are agreed upon. Picklist values are easy to create and very easy to change, but changing them mid-process breaks historical reporting, confuses your sales team, and can corrupt automation rules that depend on those values. Before touching your CRM, get written alignment on: - What each stage and status label means in your organization - What action or event triggers a transition from one label to the next - Who is responsible for updating each field: the rep, a manager, or automation - What happens to records that are in an “in progress” state when new labels are introduced ### Managing upstream and downstream field dependencies Lead stage and lead status rarely exist in isolation. In most CRM configurations, they’re connected to other fields, automation rules, and reporting views. Before you finalize your setup, map out the dependencies: - Automated workflows that fire when a stage or status changes (e.g., task creation, email enrolment, Slack notifications). - Report filters that segment data by stage or status. If you rename a value, these filters break. - Scoring models that use stage or status as an input, a field rename can silently zero out scores. - Opportunity creation triggers that are tied to specific stage transitions. This is especially important in Salesforce, where formula fields, validation rules, and Process Builder flows can all reference picklist values directly. ### Lead status in Salesforce Salesforce has a native Lead Status field on the Lead object with default values including Open, Contacted, Qualified, Unqualified, and Converted. However, the behavior of this field goes beyond a simple picklist; Salesforce uses it as part of its lead lifecycle logic: - **Lead conversion.** When a lead is converted in Salesforce (i.e., an Opportunity, Contact, and Account are created from it), the Lead Status is automatically set to “Converted,” and the lead record becomes read-only. The stage data lives on the Opportunity from that point forward. - **Flows and automations.** Flows and Process Builder automations can auto-update Lead Status based on related activity; for example, setting status to “Contacted” when a task with type “Call” is logged as completed, or updating to “Meeting Set” when an Event is created. - **Salesforce Campaigns.** Campaign Member Status operates separately from Lead Status and is often confused with it. Campaign Member Status tracks a contact’s engagement with a specific campaign; Lead Status tracks their overall sales lifecycle position. - **Changing picklist values.** Renaming Lead Status values in Salesforce requires a system admin and should be treated as a schema change, not a quick edit, because it can affect reports, list views, assignment rules, and any Apex code that references the field. ## Best practices for using labels To help you get started, we’ve compiled some best practices for getting the most out of lead tracking within your sales organization. ### Keep up to date Tracking lead progress is only useful if the data is up to date. You may need to utilize [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) best practices to get your sales team on board with this new system – especially if they aren’t used to this form of tracking. Ask your enablement team for some support in training your sales reps and ensuring they understand the new process. It’s also key to gain [buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) from sales managers to support this transition and increase adoption. ### Use automation Another way, to increase adoption is to make it easy for your sellers. Automation is a tried and tested method of making these updates easy. Since lead stages and lead statuses are closely linked, you can likely set up a system where if one label is updated, the other is too. Some other [integrations](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) will allow you to update certain fields. For example, linking your rep’s calendars to the CRM can automatically update fields when a call is booked. [Unlock the power of revenue operations automationLooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_1_automation.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ### Handling upsells Ensure you define how upsells will be handled within your system. Otherwise, this may cause some confusion as a customer makes their way back through the sales cycle. Here are some situations to consider: - What happens when an upsell is closed-lost? Is the account marked as closed-lost or customer? - What happens if an upsell churns to a lower-tier account? Are they marked as an inactive/churned customer or just a customer? Having a defined process for upsells saves all this confusion, keeps your data accurate, and improves the customer experience (as it’s clear where they are in the cycle). ## Manage the CRM With all things relating to your CRM, it’s crucial to manage your data. Ensure you follow [data hygiene](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) best practices, such as removing duplicate or old data from your database. You should also be complying with [data governance](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) and privacy policies when handling your customer’s personal data. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## FAQs #### ****What is the difference between lead stage and lead status?** Lead stages are the individual steps in your customer journey, from first data entry to customer. Whereas, lead statuses are the specific stages in the sales cycle that determine the actions or next steps your sales reps should take. #### ****What is the difference between lead status and lifecycle stage in HubSpot?** In Hubspot, a lifecycle stage is similar to a lead stage in other programs, so tracks stages within your customer journey. A lead status tracks the stage within your sales cycle and acts as a reminder for your sales team. #### ****What are the five stages of a sales pipeline?** Five key stages in your sales pipeline may include: - Marketing qualified lead. - Contacted by sales rep. - Meeting/demo set. - Qualified/negotiation. - Deal closed (either won or lost). #### ****What is the SiriusDecisions Demand Waterfall?** The SiriusDecisions Demand Waterfall is a B2B lead management framework developed by analyst firm SiriusDecisions (now part of Forrester). It defines a series of named stages, including MAL, MQL, SAL, SAO, and SRL, that describe how leads move between marketing and sales. Many enterprise RevOps teams use it as the basis for their lead stage definitions because it creates a shared language across both functions. #### ****How does lead status work in Salesforce?** Salesforce has a native Lead Status field on the Lead object. When a lead is converted into an Opportunity, Contact, and Account, Salesforce automatically sets the Lead Status to “Converted” and locks the record. Flows and automations can update Lead Status based on rep activity, such as logging a call or booking a meeting. Salesforce Campaign Member Status is a separate field and should not be confused with Lead Status. ### Why CROs are struggling to close deals in 2026 URL: https://www.revenueoperationsalliance.com/why-cros-struggle-to-close-deals-in-2026/ Last updated: 2026-06-24T16:48:50.000Z *Guy's article is a piece of premium content that we have made available to Insider members. Not an Insider?* [*Sign up for free.*](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- Getting a room full of [CROs](https://www.revenueoperationsalliance.com/cro-insights-report/) together is no small feat, and the conversations happening across the industry right now are some of the most interesting I've heard in years. There's probably hundreds of years of collective sales leadership experience in any given room, but here's the thing worth sitting with: none of us has sold in 2026 before. Everything is changing. So, let's talk about what's actually happening to deals, why fewer are closing, and what you can do about it. ## The numbers tell a difficult story Every year, we produce a benchmark report, and the most recent one analyzed over 650,000 opportunities across B2B technology and SaaS markets. The findings are sobering. Quotas have dropped. We've been looking after sellers, reducing their numbers across the board, and quotas have come down by over 13%. And yet, three-quarters of sellers are still missing their numbers. That's simply not sustainable. Growth has slowed, too. The average growth level now sits at just 5%. There are extremes on either side of that, but on average, that's where most businesses are landing. When I talk to customers, there are two data points I lean into more than any others: sales efficiency and the sales velocity delta. [Sales efficiency](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/) dropped by just over 12% this year. If you're not already using sales efficiency to measure how the business is operating quarter to quarter, I'd encourage you to start. The calculation is straightforward. Take your average deal value (going up or down), multiply it by your win rate (going up or down), and divide it by your sales cycle. That tells you whether you're getting more or less efficient at closing deals. It's particularly useful when you're trying to compare apples and oranges across different go-to-market motions. Sales velocity is the other one. The delta between top performers and the rest of the sales team now sits at over 10x. Completely unacceptable. Top performers are working on nearly three times as many deals as average sellers. Their average ACVs are nearly 76% higher. Their win rates are 43% higher. And their sales cycles are shorter. Bring all of that together, and you get a 10x velocity gap. _This post is for subscribers only._ ### 35 CROs share what's really driving AI ROI URL: https://www.revenueoperationsalliance.com/35-cros-share-whats-really-driving-ai-roi/ Last updated: 2026-05-01T09:12:12.000Z [AI](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/) was supposed to fix everything with faster pipelines, smarter [forecasts](https://www.revenueoperationsalliance.com/revenue-forecasting-supply-and-demand/), and less time on grunt work. It was supposed to mean more time on the stuff that actually moves deals forward. So, why are so many revenue teams still stuck in the same bottlenecks? We [spoke to 35 CROs](https://www.revenueoperationsalliance.com/cro-insights-report/) from around the world to find out. Here's what they told us. ## **First, the bottlenecks nobody wants to admit to** Before we talk about AI, we need to talk about the pipes it's being asked to run through. When we asked CROs to name the single biggest bottleneck in their revenue cycle, three answers kept coming up: 💡 ****1\. Lead-to-opportunity conversion**. 1 in 3 CROs said this was their biggest problem. ****2\. Forecasting accuracy**, cited by 1 in 5. ****3\. Quote-to-cash speed**, cited by nearly 1 in 6. None of these are new problems, but they're getting more expensive to ignore. Take quote-to-cash, for example. We asked CROs exactly how long it takes their teams to turn a quote into cash. The answers were all over the place, from a single hour at one end to 24 months at the other. Even ignoring the extremes, the range ran from 4 hours to 110 days. Slower quote-to-cash cycles suggest a process problem: the issues in question can range from manual data entry, [pricing](https://www.revenueoperationsalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) locked in spreadsheets, or approval chains that move at the pace of internal email. The teams operating at the 4-hour end have digitized the entire workflow. And the cost of being on the wrong end of that gap compounds fast. Longer [sales cycles](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/) bloat your CAC Payback Period. Reps quoting the wrong SKUs (for example) miss the expansion opportunities that are now, more than ever, where growth actually comes from. That last point matters more than it might seem. [![CRO Insights Report 2026](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/ROA_CRO_Insights_Report_2026_Supporting-Assets_Article-Banner.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) ## **Where is new revenue actually coming from in 2026?** Here's a number that should change how you think about your [GTM motion](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/). [Revenue growth](https://www.revenueoperationsalliance.com/revenue-in-plain-sight/) at public software companies has dropped from 57% in 2023 to 27% in 2025. New logo acquisition is harder, slower, and more expensive. Which means expansion, growing revenue from customers you already have, is becoming the primary growth lever for most organizations. > That's exactly why Net Revenue Retention (NRR) has emerged as the north-star metric for CROs in 2026\. More than a quarter of our respondents named it as their primary revenue efficiency metric. It captures everything: [churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/), upsell, cross-sell, and [price increases](https://www.revenueoperationsalliance.com/5-pricing-trends-for-revenue-growth/), all in a single number that tells you whether your revenue engine is actually working. But here's the problem: if your quote-to-cash process is slow, your pricing is inflexible, and your reps are working from fragmented systems, you can't capitalize on expansion. Even when the opportunity is right in front of you. If the operational infrastructure isn't there, no amount of AI investment will fix it. ## **The pricing problem hiding in plain sight** Underneath the quote-to-cash issue is a related frustration that CROs are increasingly vocal about. Nearly 1 in 5 told us their single biggest pricing-related frustration is an inability to model new pricing structures quickly. In a high-tariff, volatile-cost environment, that's a competitive liability. If updating a quote to reflect new costs takes your team 30 days and a dozen spreadsheets, you lose the deal. It's that simple. The leaders who've solved this have [automated the end-to-end revenue lifecycle](https://www.revenueoperationsalliance.com/20-automation-workflows/). They can model new pricing and move from approval to signature in hours. That's what protects your margins when the market shifts, and right now, the market is shifting constantly. The RevOps function is supposed to own this. Closing the gap between where RevOps is and where it needs to be is exactly what this community was built around, and our data shows there's still significant ground to cover. When we asked CROs to rate the maturity of their RevOps function on a scale of 1 to 5, the average score was 3.39\. More than a third rated it a 3, meaning the infrastructure exists. It’s the discipline to build it fully that's still missing in most organizations. There's still significant ground to cover. ## **So, where is AI actually working?** Here's the good news: AI is generating real, measurable results for revenue teams. Just not across the board, and not automatically. The applications with the highest success rates right now are pretty specific. **Predictive lead scoring** is the standout, cited by more than a third of CROs as their most successful AI application. Instead of static Ideal Customer Profiles, teams are dynamically scoring leads using real-time signals: hiring patterns, funding rounds, tech stack changes, executive moves, and content engagement. The result is a pipeline that's better targeted from the start, with sharper forecasts to match. **Meeting prep and account research** come in second. GenAI as a copilot for pre-call preparation, eliminating hours of manual research and letting reps walk into conversations better prepared. Nearly a quarter of our respondents are doing this with measurable results. **Conversation intelligence** rounds out the top three. Digesting large volumes of call data to automatically update CRM records, surface themes, and coach reps on what was actually said, not what they think they said. These work, but they're also relatively contained. The harder question is what happens when you try to scale. ## **Your process is the problem (not the AI pilot)** This is the finding that should make every CRO stop and think. When we asked what's preventing AI initiatives from reaching measurable ROI, the top answer, by a significant margin, wasn't budget or technology or even data quality. It was getting people to actually use it. Nearly half of our respondents (48%) said the biggest challenge is embedding AI into human [workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/). Pilots sit outside core GTM processes; they're interesting, but they're not essential. Nobody's day breaks if the AI tool goes down. The shift that separates the leaders from everyone else is a process redesign. As one of our contributors put it: [![As Mary Grothe, Chief Revenue Officer at Piedmont Global, puts it: "AI only delivers ROI when embedded into the operating model, not layered on top of broken systems."](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Alexis-Faughan-1.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) If your existing processes are inefficient, AI will just make them fail faster and at a greater scale. The other three scaling challenges are worth naming, too: **1\. Proving ROI** trips up 35% of CROs. When you can't directly tie an AI deployment to a hard revenue metric, conversion rate, deal velocity, and NRR, it's almost impossible to justify scaling it. The teams that get past this define their success metrics before they start, not after. **2\. Time and internal expertise** are constraints for a third of respondents. Most organizations don't have the bandwidth to manage the transition from small pilot to enterprise-wide deployment, especially under the current pressure to focus every resource on what's already proven to work. It's a genuine catch-22. **3\. Data quality** rounds out the top four at 26%. AI needs clean data. Most GTM tech stacks don't have it. Pilots run on curated datasets and look promising. Production environments are messier, and that's where the results fall apart. ## **What the leaders are doing differently** The CROs generating durable results in 2026 are the ones who've consistently done three things. ### **1\. They've connected the full commerce chain** Not just aligning their GTM teams, which is necessary but not enough. They've connected every function that touches the creation, capture, and realization of revenue: pricing, quoting, contracting, billing, finance, and legal. When those processes run on shared data with shared visibility, deals move faster, and margins hold. ### **2\. They've ring-fenced their long-term budget** The majority of our CROs allocate 20–30% of their GTM budget to long-term initiatives (median: 25%). What sets the leaders apart is how fiercely they protect that percentage. Strategic funds get raided mid-quarter when short-term pressure mounts, but the best CROs prevent that by treating long-term investment as non-negotiable rather than discretionary. That budget is for more than R&D. It's what fixes the quote-to-cash bottlenecks and what builds the data infrastructure needed to make AI actually work at scale. ### **3\. They tie every AI deployment to hard efficiency metrics from day one** NRR, CAC Payback, win rates, and deal velocity – if a deployment can't move one of those numbers, it stays a pilot. [![How to generate durable results in 2026](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Forecasting-preparation.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) ## **The bottom line** The technology needed to build a resilient revenue engine is now available to almost everyone. That's the good news. The bad news, or the opportunity, depending on how you look at it, is that the competitive advantage has shifted entirely to execution. To operational rigor. To the CROs who are willing to fix the underlying systems before layering AI on top of them. The bottlenecks are real, but they're not inevitable. --- The [CRO Insights Report 2026](https://www.revenueoperationsalliance.com/cro-insights-report/) is free to download and goes much deeper than this. Put together in partnership with **Gong**, **Conga**, and **Backstory**, it's built on real conversations with 35 revenue leaders from around the world, covering everything from AI governance and pricing bottlenecks to budgeting models and the metrics that actually matter this year. [Get your copy today](https://www.revenueoperationsalliance.com/cro-insights-report/) ### 13 must-read books for revenue operations leaders URL: https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/ Last updated: 2026-05-01T15:02:15.000Z Keeping up with the latest thinking in revenue operations is how RevOps leaders stay ahead. We've pulled together the 13 best RevOps books for 2026, covering [sales alignment](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/), [GTM strategy](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/), [revenue growth](https://www.revenueoperationsalliance.com/revenue-in-plain-sight/), and [leadership](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/). Whether you're a new RevOps manager or a seasoned CRO, there's something here for you. Want to skip through to a certain book? Here’s our full list: - [Leaders eat last](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#leaders-eat-last-by-simon-sinek) - [Outside in](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#outside-in-by-harley-manning-and-kerry-bodine) - [From impossible to inevitable](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#from-impossible-to-inevitable-by-aaron-ross-and-jason-lemkin) - [Revenue operations: A new way to align sales and marketing, monetize data, and ignite growth](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#revenue-operations-a-new-way-to-align-sales-and-marketing-monetize-data-and-ignite-growth-by-stephen-diorio-and-chris-hummel) - [Measure what matters](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#measure-what-matters-by-john-doerr) - [Good to great](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#good-to-great-by-jim-collins) - [Hiring, onboarding, and ramping salespeople](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#hiring-onboarding-and-ramping-salespeople-by-cory-bray-and-hilmon-sorey) - [MOVE: The 4-question go-to-market framework](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#move-the-4-question-go-to-market-framework-by-sangram-vajre-and-bryan-brown) - [Extreme ownership](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#extreme-ownership-by-jocko-willink-and-leif-babin) - [CMO to CRO](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#%3Cstrong%3Ecmo-to-cro-by-mike-geller,-rolly-keenan,-and-brandi-starr%3C/strong%3E) - [The Revenue Acceleration Playbook](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#%3Cstrong%3Ethe-revenue-acceleration-playbook-by-brent-keltner%3C/strong%3E) - [Revenue Growth Engine](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#%3Cstrong%3Erevenue-growth-engine-by-darrell-amy%3C/strong%3E) - [Lean Analytics](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/#lean-analytics-by-alistair-croll-and-benjamin-yoskovitz) --- ## The RevOps books at a glance ![RevOps books comparison](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/05/ROA_In-Article_Images_.png) ![RevOps books comparison](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/05/ROA_In-Article_Images_--1-.png) ## How to choose the right RevOps book for your role Not every RevOps book is written with the same reader in mind. Here’s a quick guide to help you pick the most relevant read based on where you are in your career: ### New to RevOps / RevOps Manager (0–3 years) Start with From Impossible to Inevitable for a grounding in growth systems, Revenue Growth Engine for sales and marketing alignment basics, and Revenue Operations by Diorio & Hummel as your go-to reference text. ### Mid-level / Senior RevOps Leader The Revenue Acceleration Playbook will sharpen your buyer-centric thinking, MOVE will help you own the GTM conversation, and Measure What Matters will level up how you build and present your OKR framework. ### VP of Revenue / CRO / Executive CMO to CRO is essential reading for anyone operating at this level. Pair it with Leaders Eat Last for the leadership dimension and Good to Great for the long-game strategic mindset. --- ## Leaders Eat Last by Simon Sinek If you want to connect your revenue teams into an aligned function - you need to understand how to lead these teams effectively, or they’ll eventually fragment again. Simon’s bestselling book offers a look into how thoughtful leaders can connect teams by putting themselves last. Including various leadership case studies and practical advice, this is a great read for revenue leaders looking to inspire action and align their sales, marketing, and customer success teams through effective management. ➡️ Find out more [here](https://simonsinek.com/books/leaders-eat-last/). ### What you’ll learn How great leaders create psychologically safe environments that build trust, loyalty, and high performance, using biology, anthropology, and real-world case studies to explain why some teams pull together, and others fall apart. ### Why you should read it RevOps leaders are often responsible for aligning teams that have historically operated in silos. Sinek’s framework gives you the language and approach to build the kind of cross-functional trust that makes alignment actually stick; not just on paper, but in day-to-day behavior. [Why we need to amplify diverse voices in our companiesPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## Outside In by Harley Manning and Kerry Bodine [Customer experience (CX)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) can set your business apart from the crowd, and increase your recurring revenue. This book, subtitled ‘The power of putting customers at the center of your business’, discusses how to make use of CX in your organization. Harley and Kerry flip the script and implore you to restructure your business to introduce CX as a business strategy. To do this, look from the outside in as this will reflect what your customers see. > *“When you treat it as a business discipline, customer experience leads to profits.”* This book outlines the six principles for creating a winning CX: strategy, customer understanding, design, measurement, governance, and culture. ➡️ Find out more [here](https://www.forrester.com/blogs/12-05-22-outside%5Fin%5Fthe%5Fpower%5Fof%5Fputting%5Fcustomers%5Fat%5Fthe%5Fcenter%5Fof%5Fyour%5Fbusiness/). ### What you’ll learn How to treat customer experience as a strategic business discipline, one that affects every part of your organization, not just customer-facing teams, and the six principles that turn CX into a revenue driver. ### Why you should read it RevOps exists to create a seamless revenue engine, and that engine ultimately serves the customer. This book helps you connect internal process improvements to the external experience they create, a lens that strengthens every RevOps business case. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## From Impossible to Inevitable by Aaron Ross and Jason Lemkin If revenue operations could be summed up in one word, we’d argue it’d be growth, which is why our next pick, subtitled ‘How SaaS and other hyper-growth companies create predictable revenue’, focuses on fueling your revenue growth. The book contains case studies of extreme growth from companies such as Twilio, HubSpot, Marketo, [Salesforce](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), and EchoSign. Aaron and Jason break down the seven steps to hypergrowth and the specific strategies you can use to implement them at your organization. > “This book is good for people newer to the RevOps world. It gives some foundational tips and tricks with applicable case studies. > “*I like this one because it's written in a "been there, done that" voice by both of the authors.” - *Karli Brophy*, *Senior Manager of RevOps Processes at HST Pathways.** ➡️ Find out more [here](https://fromimpossible.com/). ### What you’ll learn The seven steps to hypergrowth and the specific strategies that fast-scaling companies use to build a predictable pipeline, from nailing a niche to creating sustainable systems and a culture of ownership. ### Why you should read it This is one of the most frequently recommended RevOps reads for a reason: it combines genuine practitioner experience with concrete case studies. The ‘been there, done that’ voice makes it accessible and immediately applicable. [RevOps is crucial for growing SaaS companiesRevenue operations aligns the revenue functions within an organization. This is especially important in a growing SaaS company.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--8-.png)](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) ## Revenue Operations: A new way to align sales and marketing, monetize data, and ignite growth by Stephen Diorio and Chris Hummel This book is a great starting point for diving into the world of RevOps. Part-practical and part-academic, Stephen and Chris laid out their definition of revenue operations. Defining revenue operations as a [strategic function](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) that is critical to the maintained success of a business, the authors outline frameworks to help you structure your job architecture and your RevOps strategy. This book is great for CEOs looking to understand what RevOps can bring to your business or for revenue operations professionals to use as a reference point for implementing strategic revenue operations tactics. ➡️ Find out more [here](https://www.wiley.com/en-ie/Revenue+Operations:+A+New+Way+to+Align+Sales+&+Marketing,+Monetize+Data,+and+Ignite+Growth-p-9781119871118). ### What you’ll learn A comprehensive definition of revenue operations as a strategic business function, with frameworks for structuring your team, building a job architecture, and implementing a full RevOps operating system. ### Why you should read it This is the closest thing the RevOps space has to a definitive textbook. It’s a strong anchor read for anyone new to the function, and a useful reference point for experienced practitioners making the internal case for RevOps investment. [What is revenue operations (RevOps)?Revenue operations (RevOps) is a strategic business function that aims to boost an organization’s revenue growth. Learn more about this emerging business function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ## Measure What Matters by John Doerr RevOps professionals love metrics - but often there can be so many [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) that your progress gets turned around, or pulled in the wrong direction. This book shares the power of OKRs (objectives and key results) in achieving goals. John inspires you to reach for the stars when goal setting - and then strategically execute on those ambitious targets. Learn from business leaders who have changed the world and understand what affects team culture and productivity. ➡️ Find out more [here](https://www.whatmatters.com/the-book). [How are you measuring the impact of your AI investments?It’s a revolutionary force, but remember that oil lanterns coexisted with electricity for decades. Adoption isn’t a flip of a switch.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlexis Faughnan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Alexis-Faughnan.png)](https://www.revenueoperationsalliance.com/why-revops-needs-to-stop-counting-hours-and-start-architecting-outcomes/) ## Good to Great by Jim Collins As a RevOps professional, you deal with change regularly but Jim wants you to forget everything you know about [change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/). This book debunks myths about how changes were made to move businesses from good to great. Everyone is looking for that magic moment of transformation. The reality? There wasn’t one - the organization has been working hard consistently behind the scenes to achieve greatness. Dive into case studies and comparisons of the surprising top growth businesses, and learn how change really happens in top-performing companies to achieve consistent growth. ➡️ Find out more [here](https://www.jimcollins.com/article%5Ftopics/articles/good-to-great.html). ### What you’ll learn How OKRs work in practice, with firsthand accounts from leaders who have achieved wildly ambitious goals, and the four superpowers at the heart of effective goal-setting: focus, alignment, tracking, and stretching. ### Why you should read it RevOps owns the metrics conversation, and this book gives you the framework to elevate it from ‘reporting on KPIs’ to ‘driving strategic outcomes’. It’s also a useful read for anyone trying to align multiple teams around shared goals. [5 steps for effective RevOps process improvementThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) ## Hiring, Onboarding, and Ramping Salespeople by Cory Bray and Hilmon Sorey If you’re looking to hire new sales reps, onboard them effectively, and [enable](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) them to perform their best - check out this book by Cory and Hilmon. A great read for [sales and revenue leaders](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) alike, the book dives into the key components of a successful sales team, including practical advice on everything from recruitment to boosting your reps’ performance. > *Talk about building the perfect sales team!* ### What you’ll learn Why the most successful transformations weren’t driven by dramatic moments but by consistent, disciplined effort over time, and how concepts like the Hedgehog Concept and the Flywheel Effect apply to how organizations build lasting growth. ### Why you should read it RevOps is often asked to deliver quick wins, but the function’s real value is in building systems that compound over time. Collins gives you both the evidence and the language to make that long-game argument credibly. [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ## MOVE: The 4-question go-to-market framework by Sangram Vajre and Bryan Brown MOVE provides you with four questions to ask when you’re stuck running in circles trying to hit your revenue targets. Use the strategic framework outlined in this book to transform your business model and remain successful. Sangram and Bryan help you to understand the [GTM principles](https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/), how to hire, and how to find your organization’s place in the GTM strategy. They explore key truths of go-to-market and the GTM maturity curve: ideation, transition, and execution. Overall, this book takes a wide view of the GTM system and places appropriate weight on the importance of revenue operations. ### What you’ll learn A practical GTM framework built around four core questions, covering how to hire for your GTM stage, how to structure your go-to-market motion, and why retention is the new acquisition. ### Why you should read it RevOps is the connective tissue of any GTM strategy, and this book puts that function front and center. If you’re trying to get sales, marketing, and customer success aligned around a shared GTM approach, MOVE gives you the shared language to do it. [Analysis of Go-to-Market for top AI-first productsGaurav Nemade analyzes the GTM strategy of 3 AI-first start-ups and furthers our understanding of a successful GTM strategy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGaurav Nemade![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--4-.jpg)](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) ## Extreme Ownership by Jocko Willink and Leif Babin While not your typical revenue operations book, ‘Extreme Ownership’ is all about staying high-performing in a group environment. The book focuses on the key leadership principles that allow the Navy SEALs to complete difficult combat missions to a high standard. These principles are shown to apply to groups outside of combat and can be applied to businesses to achieve great success. It also comes highly recommended by **Jenn Glabicky**, Head of Revenue Enablement at Dodge Construction Network, who mentions the book in her recent talk in [San Francisco](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/). > *“There are a lot of lessons learned here from Jocko. It’s a fantastic book, take a look at it. It’s all about staying high-performing.* > *“How can you stay as a high-performing group? It's our responsibility to our team. Just like the Navy SEALs, it's your team’s responsibility to each other and themselves to make sure they stay high-performing.”* ➡️ Find out more [here](https://echelonfront.com/books/extreme-ownership/). ### What you’ll learn The leadership principles behind elite military performance, radical ownership, decentralized command, prioritize and execute, and how they translate directly into high-stakes business environments. ### Why you should read it RevOps leaders regularly have to influence without authority, drive alignment across functions they don’t own, and maintain standards under pressure. Willink and Babin give you a mindset framework that’s directly applicable to all three. [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/Meta-image--58-.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) ## **CMO to CRO by Mike Geller, Rolly Keenan, and Brandi Starr** If you’re operating at or reporting to the [CRO level](https://www.revenueoperationsalliance.com/cro-insights-report/), this book directly maps to the organizational design challenges RevOps teams face daily. Geller, Keenan, and Starr make the case that the modern CRO is the connective tissue between marketing, sales, and customer success, and that alignment has to be structural, not just cultural. ➡️ Find out more [here](https://www.cmotocrothebook.com/). ### What you’ll learn How to break down the silos between marketing, sales, and customer success by aligning them around a unified [revenue goal](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/), with the CRO as the cross-functional orchestrator across all three functions. ### Why you should read it RevOps exists to operationalize exactly the kind of alignment this book describes. Reading CMO to CRO gives you the strategic framing to elevate your RevOps function from a back-office role to a boardroom-level conversation. [35 CROs share what’s really driving AI ROINew data from 35 CROs on the bottlenecks, AI applications, and operational shifts defining revenue leadership in 2026.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/The-revenue-operations-role-in-2024.png)](https://www.revenueoperationsalliance.com/35-cros-share-whats-really-driving-ai-roi/) ## **The Revenue Acceleration Playbook by Brent Keltner** Where many RevOps books focus on [internal process](https://www.revenueoperationsalliance.com/internal-barriers-undermine-growth/), Keltner starts with the buyer, making this a valuable read for teams trying to connect their operational improvements to actual pipeline impact. It’s practical, structured, and directly applicable to how RevOps teams design handoffs and [playbooks](https://www.revenueoperationsalliance.com/revops-metrics-playbook-blog/). ➡️ Find out more [here](https://www.brentkeltner.com/book). ### What you’ll learn A buyer-centric framework for accelerating revenue across the full funnel, covering how sales, marketing, and customer success teams can deliver a consistently relevant experience at every stage of the buyer journey. ### Why you should read it RevOps professionals spend a lot of time optimizing processes from the inside out. This book inverts that logic and asks: what does the buyer experience at each stage? That’s a powerful reframe for anyone designing handoff protocols, SLAs, or pipeline stage definitions. [Revenue operations vs sales operations: What’s the difference?What are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) ## **Revenue Growth Engine by Darrell Amy** Darrell Amy makes the case that revenue growth is a systems problem rather than a sales or marketing one. That’s a perspective [RevOps professionals](https://www.revenueoperationsalliance.com/35-cros-share-whats-really-driving-ai-roi/) will find immediately familiar and useful. The book is accessible and works well alongside more technical RevOps reads. ➡️ Find out more [here](https://revenuegrowthengine.com/). ### What you’ll learn How to build a scalable system that connects marketing-generated demand with sales execution, with a focus on creating alignment between the two functions to drive predictable, repeatable growth. ### Why you should read it This is one of the most straightforward books on sales and marketing alignment available, making it a great first RevOps read or a useful text to share with colleagues in marketing or sales who are new to the RevOps conversation. [Why 90% of revenue teams see no ROI from AIAdding AI to individual tools is not the same as building AI that works. Here is the maturity model revenue leaders need to move from point solutions to compounding productivity.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAnshul Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Anshul-Gupta.png)](https://www.revenueoperationsalliance.com/why-your-ai-investments-arent-driving-rep-productivity-and-how-to-fix-it/) ## Lean Analytics by Alistair Croll and Benjamin Yoskovitz RevOps teams are often drowning in [data](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) but struggling to identify the one metric that actually matters right now. Croll and Yoskovitz provide a framework for doing exactly that, finding the right number to focus on at the right stage of your company’s growth, and using it to drive decisions across the business. ➡️ Find out more [here](https://leananalyticsbook.com/). ### What you’ll learn How to identify your “One Metric That Matters” at each stage of growth, how to build a data-informed culture across your revenue teams, and how to use analytics to validate assumptions and prioritize the right work, rather than reporting on everything and actioning nothing. ### Why you should read it RevOps owns the [data conversation](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/), and this book gives you both the mindset and the methodology to make that ownership count. It’s particularly useful for teams that have metrics in place but aren’t confident they’re measuring what most directly drives revenue outcomes. [How are you measuring the impact of your AI investments?It’s a revolutionary force, but remember that oil lanterns coexisted with electricity for decades. Adoption isn’t a flip of a switch.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlexis Faughnan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Alexis-Faughnan.png)](https://www.revenueoperationsalliance.com/why-revops-needs-to-stop-counting-hours-and-start-architecting-outcomes/) --- ## Not done learning? If you’re looking for more insightful revenue operations reads, check out our RevOps Metrics Playbook. It’s a key resource for determining your team’s ROI, with sections on KPIs, data hygiene, and more… We’re a tad biased, but it might be worth a read! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### CRO Insights Report 2026 URL: https://www.revenueoperationsalliance.com/cro-insights-report/ Last updated: 2026-09-04T20:32:55.000Z A 64-page industry report revealing how 35 global CROs are navigating AI integration, operational bottlenecks, and the shift from pipeline management to revenue orchestration. # Unprecedented uncertainty? Not on our watch. **This report reveals exactly how top CROs are unifying sales, marketing, and customer success into a single, synchronized revenue engine.** With help from our partners, **Gong, Conga, and Backstory**, this report, based on insights from 35+ global CROs, is your blueprint for leading through 2026's most pressing challenges. Inside, you'll discover the exact metrics top CROs use to measure efficiency, the AI applications delivering real ROI, and the budget strategies that protect your future. Plus, learn the operational fixes that can slash your quote-to-cash time from months to hours. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/JE1uiOx7pal8JdPQ1ogM4A/xL4sGL4q02vP2FkoHgNBWgFwg7JNsrrZ2oZgU1obOnmAGdZY3da3tpe8-ThKMuhsZrjxeQ4E8uSshqYPELPZLj9sgbk-dMM-T2_tugLss9-OIxLDqilsczcMEpyr0rNsqWpIh1vVrqopTcIdDhFArhE2rD6ZnnoYjv7LpaQy0obV8GtT2JlOn_3-XPo4q6Pd/AWNTn3dfG77QKepOsiWb4jQwQGpV_9g_4t9427zfkZ0) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/JWS6EanzYAslZVHBXgRzYQ/VK47-weETsXakDPjKME8kPRHwMtHVinIWmlCwzlrrHw0LRuvaAcXW9xzsfdYyhSA-VTCzXi6tS79jITUH90mdR09Kp6HMMxduzjR4iN1D8Rmgfai4C04BlGAaDIWusg1TXnWcCwa83XA1bfToKVqHANtZTIzytF3i6lMcxs5j0QHo6kvQ1Jdw2D57650NBzPrglgqTtoZXC00Nlw3eD5WI0a-P5ul8fl2gooYPS7Io8/YIHbk3lFZCSZEVWLOIGHY0SEZPgEvvZOgSgH7X0DIb0) ## The CRO Insights Report 2026 Imagine being a CRO so sought-after you can command any salary and make yourself practically unfirable. With support from our partners, \*\*Gong, Conga, and Backstory, \*\*we've synthesized responses from 35+ global CROs into a digestible, scannable report that gives you the blueprint for CRO success amid unparalleled uncertainty. So you can shake that uncertainty for good and lead your revenue teams with confidence. **Inside:** - The significant **challenges** you'll face as CRO, - How to **overcome** them, - And how to embody the **key competencies** that will define the world's best CROs over the next five years. [Give me my copy](#download) ## Produced in partnership with: **Headline partner:** - Gong **Additional partners:** - Conga - Backstory Revenue Operations Alliance and its sister communities under the Alliance umbrella have been publishing trusted, authoritative reports across industries and business functions for years. Led by insights from our global communities of experts, one click is all that separates you from a CRO report stamped with the Alliance pedigree. (Oh, and it costs you nothing to download). [Give me my copy](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/JGjbKJj5clqPdZX7VPLwlg/ifsDFITNFcnnlWhJJVnFuLZWfncSfDCB41RxZDgWCWIH82pvtOHgQinObDhTAxw8fIFv5R7poFsp1w-9LbJvTVAKrxwwT3pma_T_FJgN94mNnoxmQHx7ZYGEw_r3agcvvxf_JSKbuAg196SIqZai6gU-6BUv53oF9YtgKfpIi1ojs3lvBfPOuHnDgaWysEunL0I1CTeAxI9ZCT2V-furH6YAsgoHOPYgJPuSj9RdBi8/uM5GeHmRs8pzETCmqpJFembL3i39WxUUYyrzcnqeBOE) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **4 AI applications** already delivering measurable ROI for revenue teams today. (**[Page 39](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) 5 factors driving the evolution of the CRO role through 2030 – and **the one that 54.5% of revenue leaders** say matters most. (**[Page 15](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **"laziness factor"** that's quietly eroding your organization's competitive advantage – and how to combat it. (**[Page 22](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why model drift is a **bigger concern than regulatory compliance** for revenue leaders – and what that reveals about AI governance. (**[Page 49](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **surprising reason** 67% of CROs report no headcount changes despite aggressive AI deployment. (**[Page 51](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) What **"deepfake risk"** means for your brand authority – and the emerging challenge most CROs aren't prepared for. (**[Page 21](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why AI pilots keep failing to deliver ROI – and the **"process redesign" principle** that fixes this permanently. (**[Page 44](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **exact budget percentage** you should dedicate to long-term initiatives to match industry leaders. (**[Page 54](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **Catch-22 of AI experimentation** – and the "barbell strategy" that lets you innovate without sacrificing proven results. (**[Page 46](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why lead-to-opportunity conversion is the #1 bottleneck for revenue teams – and the **handoff problem** at its root. (**[Page 31](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **70-20-10 allocation formula** one CRO uses to balance core operations, adjacent expansion, and transformative bets. (**[Page 57](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) How the **"revenue engine" thinking model** eliminates silos and aligns sales, marketing, and CS under one unified vision. (**[Page 58](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why your quote-to-cash cycle might be **27x slower** than your competitors' – and the process maturity gap causing it. (**[Page 33](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **"bridge metrics"** approach that creates joint accountability and horizontal alignment across your entire revenue organization. (**[Page 60](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) 4 primary challenges preventing AI initiatives from scaling – and why **48% of CROs say operationalization** is the real barrier, not the technology. (**[Page 43](https://www.revenueoperationsalliance.com/cro-insights-report/#download)**) [Give me my copy](#download) ## Meet yourexperts ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-6.svg) ![Jim Mattson](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/yMIzv2xyB_edDOQdsW37bQ/j-OeVfyGHiSiNNiQBNH5GQG-PIixJ3EJAAm-0b4OuzuID0Mdyw8j-wRsQB5Krm1ArGBQe6v5t7hWjpd3gEOCXLTriExvFHfSOiNRqgGjmVchsTnGc6M39VRW8KxZL7n3EZNYq5pnrwvlG0IEpXNYzci-wcAqfx6EFrPuu1n0Gfc/JaXSZKizPBaddHDqKJyQIOnJuQ5eCx5Gnf84fIXm2J4) ![Propulsion Partners LLC](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/TXR0rnV9sdG16ewWnWK-Ig/CmZS-049mQ7pQtg-qH640MqCfudUNpwUu0Aa_4Ab4YKK8I_p8_1dGNsoI_C8x8z81ppCevvEFGVMJ786wMED7QHHqK2ZPY8GFANH-CIaAcHMlRV-V3XFDhMJIebCe4V8KFkxUtmKlo54XVMNSCwz-q0BxXDl8z1wBWdaabmvoN7Kr546Ud2et_GpMBImqiP1/ye5fIX_Ww-ABOsIqkyL5h7AXmiS01VyCSDploKPwNQQ) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Fractional Chief Revenue Officer Jim Mattson ![Sam Welch](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/p15bwia3qqSv6eMs_bobZQ/3PMjCA6FUS5AwBxGLC5PXPE0XJ6ATaevx0pcTtKJvTrzRoWpv41mZ8jIQTjVGzegcbNroZGCQr75rVZ74-GNWXpunvOSlSO1Zt-OCZIDKrFIu9Eyg8cp8kkyYj8dKDR6H9snVoHqJWsD1xEIEOwwto1yhL3ETyvhZcv3er-5R_U/kLnAy3gG40lM0n3O7mBFrQD5mYY_yxz9zP7tu3TScyY) ![TransUnion](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/nEX7Sp-nN4q7nvrf-LzUqQ/lLxV3ixo-bX2r-vTcdfZgoF-q4LRsegocEIQVii2OWLoY4r2BFlt3MF_fWN44X43lZMa4_9HOO2Xw_mz2fQUcDYjQy0bMKoG1zc0JZFCQXjqJjJpGe_xpYTEiBZ1GeBEinFPTh63TJLBgBfSJwjLv1nrwK_GV6HzxJOFs0trJsk/FJftwUYzKyywvR6IZzcC_XHwVl3_-0jzCp89000YWoA) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Sam Welch ![Cem Yucelten](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/1JD2XQJX9dhxQa7hB6FwaA/P8sjTU8B0tZj6Nsu6LpR7ws76hyf7mlN67IDjbVLnA7FlyaTYmLOwD-1o4-4GZmbwe0FGGTs-7UKvNlqBG43TWXyWSkr9SBdRe_CfmGwp7dj6FdfRhLV9aLLZfMr2dj7bVcW6Kb8BCb7-X9sEH2lODA22wAjrnJIDPdK-3aEPBw/B1_wq-2ThDzu-jfHw-wUQAzN4OBHD877ysSyF5NXLC0) ![Nextlane](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/X7NyqODdQAqc5JK_EeTR_Q/lvJDEgFjXb2NoXDWgdDmPNUNYWp5spWaPNdhJS16oz_xlr_Q1TOjrG8Qn0uqgiUHBy93BdprAOqsob1qoxMvBdyJfUpGWNhSU_ZEd3y4SpPQeKCL3EonojLLA-_PLqgbVchMm54N00cxexgp3OdDonqhMcqR-2UKFRhCNCnLlFQ/mrSSb6iQRMeCi86WjbcY10o_morFWXCu4Yb-G6ZOYew) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Cem Yucelten ![Sara Archer](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/bvBSjTh1J100FJSGRY0h8Q/xRHRSw8drix_qikR_XN8M-QxK1ppkkCRxsJSrIJEYgmxmByO8G1OI1w_5d3t4WsRxQunIGkBADuM-VeUYLT8QRW5yUCPhwVrx6XA0ceSnq9jHWlGOkl4vFI3f7Sxcn0RTy6abIu-APdMhylMNO1Gkj6yPEXsgd_3792YkKFT-XI/uOKb1LnwR3-wI9FauVNqzPdSYJSdDc-Fo_g50r1M_Yg) ![ChartMogul](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/J6Q64NulURvrEKFymQubCA/z3f_qvhaLxHcyzY_Cfmo-V2WG2BGeub8HPvnDW8FxpDPLAUlZL5guxGb7D-nsrhLmRwJLf66TEfry9NV5cYBq1eayzdwyAmI3MWhgT1uf5yfj1cao5jaTTolAT9YrhwWBKELswUyUxmTz4oF94oEgEsyxsISq7wUP69I2i2B4Fk/XFluCAc2ChW4KgJZaMYQstp7Y4R9yhVWBaDsBDLD2Mw) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Sara Archer ![Lawrence Lanzilli](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/Zpt39ghWjkMu5bWK3o0Ncg/O5sdHYuMRSnhV2yz0-AfgrShzRUcr5C82Dt3yuPAfDmIJombyz6VIWRIS5-Jc6NPHkAaSFJlVkT3PAatxozpa5ufWYsX52RAnG62fYM1CG6g6hXI-dzab2ptr8W9K2chR92M6DEQZiFMA5p8_ymw6i045mRo5RLWJhK392-5CXk/NrN-QaZTJ6Rl5Tc3EJ0kFdp5x_rtcUpUe-H88REytLo) ![DOOR3](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/jzSCQayYN_R1Ws3CMZoSdA/DbBEIlfvHFnSp7tS4n6VXXNsvmwWbYVEtmzKyiTtyEL04QFGYuCqNC5fA2h2FBiXgbmaV4R3aUUoAcHDX03_3QBVGQnaq5qfsAPVPTxyIeFiDF_XvEwjOnhO5SsK--rX0zm_5Ypv8r0IKrZQGdOMlh89Xxg6IDt-aXeZjQPIIl8/F-yhfKBVr90-Y4y1mAXdGqp0oTKU97OP5ARgTaD5ni8) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Lawrence Lanzilli ![Joseph Aurilia](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/CqA9ZE-KH15XAtQx6-2PVw/D5Su88h0Z5OI7b4MrxPB6WfDWXxvlDFhPS5Sl7StLZ3Am9VMZYxke1-YMWb6x0W6fflgGZdRF5SWI9uLygkFxCMyMCBGj2ZGTCgHrgDDcGwYOD--Ra5QC_VLYK5EzLJqDRJ9VHxj_sux-Kfq2hfbQ_V2VS4o2Bb-JFiCLw8zyQYL8CPYE6d8RegsMasCymlg/VVHv36Z103ngtkhq0RgpZJiJL7_R2Hd8hNo0Zkbge7U) ![Cyware](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/ihBDaW6422liJzCkHn5jRQ/haT45rvrtHdPQFQDuSpzIJqTjzR-iBN8AAe_P3nGHqNThhlsby0bQLsDBZRYxOMqTxOowxWPNMjNQoebyl8UZkfwdyMaRdz2LpVZg4do2zdKxu3nlL8OyJfBTJxalDd20oA-UCFpq5g_wDIhYJD8UMvwFxRI1VMbx3jLtic9Yzukmxm_zCcG9AIePU2D7_XS/Va4D4W9AAghhnyPxV_2qlF4aFLwPjbHzCLcJzXFD8pA) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Senior Vice President of Operations Joseph Aurilia ![Mary Grothe](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/ZbRNFUotdpdf7cAUrztmUQ/PKQLnzwm_kofZs2WUtcoM38reki5UPCuZyae4uwVvILxPiXr_-11S_H8E9O7Mq3lgQjVNSHDwjpQDrKZM2EcCJJ7VGer_dxmIRu0lmctRFOArQ2ENOkc_E-fX5RruW5gHwvbsIEjs90OG5iPGT_tMXQbZ5oVUz1gscG7xTIKhlk/6FJ6ihrhF33Ra_nPjeKoFjdi7QPCSEl1Vd9VoQo6EnM) ![Piedmont Global](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/02yD2mBRJwR4DlvJ67-KGA/tEJs4PjAp4VtTaReJa_qsBThx2mr4EgLeBLYZtB6rSwTzhPvDRzKzAwWS4EC7t2oikHcTI_eu8OdOwqCjexpzzQqJ72nSFifD2Jt-u4LLbMy71osPGYNpjUyhLHbWOjnoxJX1_tuN-wSE-KHfMXxGbPP4D12YjNV5Sx9PcK8wYk/Cz-GbkP2h7PmW1obuzssyGO3w6Hqqq5oNQ5crJ9rIU8) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Mary Grothe ![Sara Rasmussen](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/rVC0Rs1RNpKXcwrwpbILew/ot0YL7xQ5z2NGh4HfME14Au-oQ8DTx7MFsQ-PSUoCF28Vvu26kLhv6fIO5zT8kH-QTFI0h5GtPU0mz3GIjOiSG9HEkXBHIVbkvmqEW7lQoC6Pn8SULiBngmC3H628z_svcBMAPqbJ6VkJnucV_bxNyg-tsXJByCekR8iM-sFrDk/B_L_kEC0frgp9mvyL3fGyseLd2kMW0KL7Q70zzeAN40) ![UtilityCloud](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/weB4O0CW85q_D7GBZn8eOw/43fxJBxVYyL0lZzlt0TX8I-H7k85RaSggb_cQkezDcv5FxeSx9ims9IkkGSGsujlPSyg_I-Y2PQh6XwsT4ICn5U0-IMDZxaMp18jwFKplS1fkhwRq2x0_n7wuK2fWOIVtcXqA1AN533qylnqLZMEVxcZIpVbpTdTaOnyDA6SJ9I/spi3Zlrb64ELzBhfQ9STRV6ZBKx1CEisXt3CP24IBS4) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Sara Rasmussen ![Lucimary Henrique](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/d3bodaRNia828AAqN7qtaw/F2rBdOGWSv0uaw8iYLt9qP2rawDQ6PV04jh2zMVbCGmzfNlT88-kIX8VysaaXpPSa4Qlt9q_x6oDaYv-vcNG7y4bM5a4dlqOjRdX_xKkHnqu8fDo9O2gA_-SXnJs-ZIO3cpl3nsjmmoXJFPze4_M9BYy-2QlmsT4DP9O0bYDKBQ/27VjEdqtb99fSaSw7iz3ox80eW7Kyiy4kVylAXGN60w) ![Capgemini](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/VipdlOH26i3PEZ4jhOx1ig/UK36yl-cDOykBHJSPhljhj10wtu7fOhZ2diIbxb8W6KWiVQK6KqDPjWfs_w5PxTL0Yf2mVga0y7FTWA0fAuqduiXFE38yPOfrDSM5LnjFTHGYVD3Q50wHTfj0zFPAE6GHPGhwYxKW_XPmNs_Vsq_Wf3MmHMKY4ahoXf2jSH8fD0/NJKko5J3nzBkaQPapBPvjLzXnHzmhPFL1uFO6y2fckY) ![arrow](https://www.revenueoperationsalliance.com/assets/img/arrow-right-coral.svg) Chief Revenue Officer Lucimary Henrique ## Get yours now This report costs you nothing – but delivers the strategies that could transform how you lead revenue. Discover how 35 of your peers are solving the exact challenges you face daily, from AI integration to cross-functional alignment. Download now and start building the revenue engine that doesn't just hit targets, but sustains growth for years to come. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/kz3D8tb2wofuUBrVThIHrw/vz3iLQSPbP8vlhKR0O-R4WMqigK9WBKeg3cErAcqmwBUzyRDigQclUQJxhYM8b-so0_FV-JazkjooocdO8EINZMtLeFBLaxitXyMO_EmBZsqPZB-tr8015dTc8DEYSnDZFiXHQXUZhTdI_UbXe3DyaJWHtHeXfwbokbzl8r8P9-sNwzZZ3rzuqobW5FXovf-/PL-3zsiIXnYaxEE53jfjyAjkPhL_5Z8cHRbhcWgQBMI) [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/kz3D8tb2wofuUBrVThIHrw/vz3iLQSPbP8vlhKR0O-R4WMqigK9WBKeg3cErAcqmwBUzyRDigQclUQJxhYM8b-so0_FV-JazkjooocdO8EINZMtLeFBLaxitXyMO_EmBZsqPZB-tr8015dTc8DEYSnDZFiXHQXUZhTdI_UbXe3DyaJWHtHeXfwbokbzl8r8P9-sNwzZZ3rzuqobW5FXovf-/PL-3zsiIXnYaxEE53jfjyAjkPhL_5Z8cHRbhcWgQBMI) ## Get yours now This report costs you nothing – but delivers the strategies that could transform how you lead revenue. Discover how 35 of your peers are solving the exact challenges you face daily, from AI integration to cross-functional alignment. Download now and start building the revenue engine that doesn't just hit targets, but sustains growth for years to come. [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) Close ## Jim Mattson ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/yMIzv2xyB_edDOQdsW37bQ/j-OeVfyGHiSiNNiQBNH5GQG-PIixJ3EJAAm-0b4OuzuID0Mdyw8j-wRsQB5Krm1ArGBQe6v5t7hWjpd3gEOCXLTriExvFHfSOiNRqgGjmVchsTnGc6M39VRW8KxZL7n3EZNYq5pnrwvlG0IEpXNYzci-wcAqfx6EFrPuu1n0Gfc/JaXSZKizPBaddHDqKJyQIOnJuQ5eCx5Gnf84fIXm2J4) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/TXR0rnV9sdG16ewWnWK-Ig/CmZS-049mQ7pQtg-qH640MqCfudUNpwUu0Aa_4Ab4YKK8I_p8_1dGNsoI_C8x8z81ppCevvEFGVMJ786wMED7QHHqK2ZPY8GFANH-CIaAcHMlRV-V3XFDhMJIebCe4V8KFkxUtmKlo54XVMNSCwz-q0BxXDl8z1wBWdaabmvoN7Kr546Ud2et_GpMBImqiP1/ye5fIX_Ww-ABOsIqkyL5h7AXmiS01VyCSDploKPwNQQ) Fractional Chief Revenue Officer, Propulsion Partners LLC Jim works with CEO's, Founders, Investors & Sales Executives in the capacity of a Fractional Chief Revenue Officer. He focuses on driving sustainable profit growth in order to maximize the valuation of an organization and the return it provides to its investors. The core pillars of success in a Fractional CRO include: 1) charting a compelling strategic vision that resonates with customers, investors, employees and partners, 2) structuring the revenue-generating organization so that it can implement the strategic vision flawlessly, repeatably and measurably, 3) cultivating organizational talent that is rooted in a culture of delivering exceptional results. Jim leverages his practical experience leading sales organizations across multiple industries and companies, alongside his educational background from Wharton's Chief Revenue Officer program and his degree in chemical engineering, to deliver an inspired, innovative and methodical approach to growth. He helps CEO's and Founders architect their next phase of growth. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/jim-a-mattson/) Close ## Sam Welch ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/p15bwia3qqSv6eMs_bobZQ/3PMjCA6FUS5AwBxGLC5PXPE0XJ6ATaevx0pcTtKJvTrzRoWpv41mZ8jIQTjVGzegcbNroZGCQr75rVZ74-GNWXpunvOSlSO1Zt-OCZIDKrFIu9Eyg8cp8kkyYj8dKDR6H9snVoHqJWsD1xEIEOwwto1yhL3ETyvhZcv3er-5R_U/kLnAy3gG40lM0n3O7mBFrQD5mYY_yxz9zP7tu3TScyY) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/nEX7Sp-nN4q7nvrf-LzUqQ/lLxV3ixo-bX2r-vTcdfZgoF-q4LRsegocEIQVii2OWLoY4r2BFlt3MF_fWN44X43lZMa4_9HOO2Xw_mz2fQUcDYjQy0bMKoG1zc0JZFCQXjqJjJpGe_xpYTEiBZ1GeBEinFPTh63TJLBgBfSJwjLv1nrwK_GV6HzxJOFs0trJsk/FJftwUYzKyywvR6IZzcC_XHwVl3_-0jzCp89000YWoA) Chief Revenue Officer, TransUnion Sam is a commercially driven executive with over 22 years of experience leading strategy, commercial growth, and operations across financial services, data, and technology sectors. As Chief Commercial Officer at TransUnion UK, he leads the commercial organization spanning Sales, Marketing, Market Strategy, and Consulting — focused on driving growth, winning market share, and creating value for clients and their customers. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/sam-welch-7a322945/) Close ## Cem Yucelten ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/1JD2XQJX9dhxQa7hB6FwaA/P8sjTU8B0tZj6Nsu6LpR7ws76hyf7mlN67IDjbVLnA7FlyaTYmLOwD-1o4-4GZmbwe0FGGTs-7UKvNlqBG43TWXyWSkr9SBdRe_CfmGwp7dj6FdfRhLV9aLLZfMr2dj7bVcW6Kb8BCb7-X9sEH2lODA22wAjrnJIDPdK-3aEPBw/B1_wq-2ThDzu-jfHw-wUQAzN4OBHD877ysSyF5NXLC0) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/X7NyqODdQAqc5JK_EeTR_Q/lvJDEgFjXb2NoXDWgdDmPNUNYWp5spWaPNdhJS16oz_xlr_Q1TOjrG8Qn0uqgiUHBy93BdprAOqsob1qoxMvBdyJfUpGWNhSU_ZEd3y4SpPQeKCL3EonojLLA-_PLqgbVchMm54N00cxexgp3OdDonqhMcqR-2UKFRhCNCnLlFQ/mrSSb6iQRMeCi86WjbcY10o_morFWXCu4Yb-G6ZOYew) Chief Revenue Officer, Nextlane Cem is an international SaaS/tech leader with experience in designing and managing teams, processes, and systems. He has multiple track records scaling from 0 to €200M ARR. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/cemyucelten/) Close ## Sara Archer ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/bvBSjTh1J100FJSGRY0h8Q/xRHRSw8drix_qikR_XN8M-QxK1ppkkCRxsJSrIJEYgmxmByO8G1OI1w_5d3t4WsRxQunIGkBADuM-VeUYLT8QRW5yUCPhwVrx6XA0ceSnq9jHWlGOkl4vFI3f7Sxcn0RTy6abIu-APdMhylMNO1Gkj6yPEXsgd_3792YkKFT-XI/uOKb1LnwR3-wI9FauVNqzPdSYJSdDc-Fo_g50r1M_Yg) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/J6Q64NulURvrEKFymQubCA/z3f_qvhaLxHcyzY_Cfmo-V2WG2BGeub8HPvnDW8FxpDPLAUlZL5guxGb7D-nsrhLmRwJLf66TEfry9NV5cYBq1eayzdwyAmI3MWhgT1uf5yfj1cao5jaTTolAT9YrhwWBKELswUyUxmTz4oF94oEgEsyxsISq7wUP69I2i2B4Fk/XFluCAc2ChW4KgJZaMYQstp7Y4R9yhVWBaDsBDLD2Mw) Chief Revenue Officer, ChartMogul Sara is a versatile marketing, sales, and communications leader with 10+ years of experience assembling international sales teams, scaling high-performing departments, driving territory expansions, and advancing GTM strategies for cutting-edge SaaS products. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/smarcher18/) Close ## Lawrence Lanzilli ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/Zpt39ghWjkMu5bWK3o0Ncg/O5sdHYuMRSnhV2yz0-AfgrShzRUcr5C82Dt3yuPAfDmIJombyz6VIWRIS5-Jc6NPHkAaSFJlVkT3PAatxozpa5ufWYsX52RAnG62fYM1CG6g6hXI-dzab2ptr8W9K2chR92M6DEQZiFMA5p8_ymw6i045mRo5RLWJhK392-5CXk/NrN-QaZTJ6Rl5Tc3EJ0kFdp5x_rtcUpUe-H88REytLo) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/jzSCQayYN_R1Ws3CMZoSdA/DbBEIlfvHFnSp7tS4n6VXXNsvmwWbYVEtmzKyiTtyEL04QFGYuCqNC5fA2h2FBiXgbmaV4R3aUUoAcHDX03_3QBVGQnaq5qfsAPVPTxyIeFiDF_XvEwjOnhO5SsK--rX0zm_5Ypv8r0IKrZQGdOMlh89Xxg6IDt-aXeZjQPIIl8/F-yhfKBVr90-Y4y1mAXdGqp0oTKU97OP5ARgTaD5ni8) Chief Revenue Officer, DOOR3 Lawrence leads key sales and marketing initiatives at DOOR3, driving the company's growth in technology product development. With extensive experience in sales, marketing, and business development, Lawrence has a proven track record of generating revenue through innovative strategies and high-performing teams. His expertise in lead generation and industry knowledge will be crucial for solidifying DOOR3’s position in delivering software solutions. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/lanzilli/) Close ## Joseph Aurilia ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/CqA9ZE-KH15XAtQx6-2PVw/D5Su88h0Z5OI7b4MrxPB6WfDWXxvlDFhPS5Sl7StLZ3Am9VMZYxke1-YMWb6x0W6fflgGZdRF5SWI9uLygkFxCMyMCBGj2ZGTCgHrgDDcGwYOD--Ra5QC_VLYK5EzLJqDRJ9VHxj_sux-Kfq2hfbQ_V2VS4o2Bb-JFiCLw8zyQYL8CPYE6d8RegsMasCymlg/VVHv36Z103ngtkhq0RgpZJiJL7_R2Hd8hNo0Zkbge7U) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/ihBDaW6422liJzCkHn5jRQ/haT45rvrtHdPQFQDuSpzIJqTjzR-iBN8AAe_P3nGHqNThhlsby0bQLsDBZRYxOMqTxOowxWPNMjNQoebyl8UZkfwdyMaRdz2LpVZg4do2zdKxu3nlL8OyJfBTJxalDd20oA-UCFpq5g_wDIhYJD8UMvwFxRI1VMbx3jLtic9Yzukmxm_zCcG9AIePU2D7_XS/Va4D4W9AAghhnyPxV_2qlF4aFLwPjbHzCLcJzXFD8pA) Senior Vice President of Operations, Cyware Joseph helps SaaS companies scale through operational transformation, delivering measurable financial impact at critical growth inflection points. His expertise lies in rapidly diagnosing barriers to growth and architecting scalable operational infrastructures that enable business transformation. He creates the most value in: GTM and RevOps re-architecture for scale, post-acquisition integration and transformation, and translating founder vision into operational reality. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/josephauriliajr/) Close ## Mary Grothe ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/ZbRNFUotdpdf7cAUrztmUQ/PKQLnzwm_kofZs2WUtcoM38reki5UPCuZyae4uwVvILxPiXr_-11S_H8E9O7Mq3lgQjVNSHDwjpQDrKZM2EcCJJ7VGer_dxmIRu0lmctRFOArQ2ENOkc_E-fX5RruW5gHwvbsIEjs90OG5iPGT_tMXQbZ5oVUz1gscG7xTIKhlk/6FJ6ihrhF33Ra_nPjeKoFjdi7QPCSEl1Vd9VoQo6EnM) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/02yD2mBRJwR4DlvJ67-KGA/tEJs4PjAp4VtTaReJa_qsBThx2mr4EgLeBLYZtB6rSwTzhPvDRzKzAwWS4EC7t2oikHcTI_eu8OdOwqCjexpzzQqJ72nSFifD2Jt-u4LLbMy71osPGYNpjUyhLHbWOjnoxJX1_tuN-wSE-KHfMXxGbPP4D12YjNV5Sx9PcK8wYk/Cz-GbkP2h7PmW1obuzssyGO3w6Hqqq5oNQ5crJ9rIU8) Chief Revenue Officer, Piedmont Global Mary Grothe is the Chief Revenue Officer at Piedmont Global and Founder of Sunday Salmon, a nonprofit dedicated to fostering community through NO-COST organic meals and shared connections in Castle Rock, CO. After selling House of Revenue in early 2023, then serving as Chief Revenue Officer (CRO) at PNI·HCM, Mary transitioned at the end of 2024 to lead Sunday Salmon. She now combines her entrepreneurial expertise with her faith-based mission to bridge socioeconomic divides and bring nourishment to her community, and works as Chief Revenue Officer at Piedmont Global, with a focus on building revenue infrastructure and overseeing their growth and scale. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/marygrothe/) Close ## Sara Rasmussen ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/rVC0Rs1RNpKXcwrwpbILew/ot0YL7xQ5z2NGh4HfME14Au-oQ8DTx7MFsQ-PSUoCF28Vvu26kLhv6fIO5zT8kH-QTFI0h5GtPU0mz3GIjOiSG9HEkXBHIVbkvmqEW7lQoC6Pn8SULiBngmC3H628z_svcBMAPqbJ6VkJnucV_bxNyg-tsXJByCekR8iM-sFrDk/B_L_kEC0frgp9mvyL3fGyseLd2kMW0KL7Q70zzeAN40) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/weB4O0CW85q_D7GBZn8eOw/43fxJBxVYyL0lZzlt0TX8I-H7k85RaSggb_cQkezDcv5FxeSx9ims9IkkGSGsujlPSyg_I-Y2PQh6XwsT4ICn5U0-IMDZxaMp18jwFKplS1fkhwRq2x0_n7wuK2fWOIVtcXqA1AN533qylnqLZMEVxcZIpVbpTdTaOnyDA6SJ9I/spi3Zlrb64ELzBhfQ9STRV6ZBKx1CEisXt3CP24IBS4) Chief Revenue Officer, UtilityCloud Sara is a CRO/CCO with a relentless drive to build and grow companies globally. She thrives at the intersection of sales orchestration and brand building, especially in companies trying to break new ground. In this way she creates long-term, profitable growth through awareness and trust. She is an industrial engineer from KTH Royal Institute of Technology with a love for lean production, a background in IT and management consulting, and a strong track record of growing challenger companies in both fintech and teltech. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/sara-rasmussen/) Close ## Lucimary Henrique ![profile image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/d3bodaRNia828AAqN7qtaw/F2rBdOGWSv0uaw8iYLt9qP2rawDQ6PV04jh2zMVbCGmzfNlT88-kIX8VysaaXpPSa4Qlt9q_x6oDaYv-vcNG7y4bM5a4dlqOjRdX_xKkHnqu8fDo9O2gA_-SXnJs-ZIO3cpl3nsjmmoXJFPze4_M9BYy-2QlmsT4DP9O0bYDKBQ/27VjEdqtb99fSaSw7iz3ox80eW7Kyiy4kVylAXGN60w) ![company logo](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/VipdlOH26i3PEZ4jhOx1ig/UK36yl-cDOykBHJSPhljhj10wtu7fOhZ2diIbxb8W6KWiVQK6KqDPjWfs_w5PxTL0Yf2mVga0y7FTWA0fAuqduiXFE38yPOfrDSM5LnjFTHGYVD3Q50wHTfj0zFPAE6GHPGhwYxKW_XPmNs_Vsq_Wf3MmHMKY4ahoXf2jSH8fD0/NJKko5J3nzBkaQPapBPvjLzXnHzmhPFL1uFO6y2fckY) Chief Revenue Officer, Capgemini Lucimary is a Chief Revenue Officer (CRO) and C-Level Executive with extensive experience in Revenue Growth, P&L leadership, and large-scale business transformation in complex and fast-changing environments. She currently serves as Chief Revenue Officer for Capgemini in South Latin America, with end-to-end accountability for regional P&L and growth across multiple countries and highly diverse markets. She has a strong track record in shaping go-to-market strategies, evolving portfolios toward AI-enabled and outcome-driven solutions, and aligning commercial execution with long-term business objectives to drive sustainable growth and margins. [ ![linkedin](https://www.revenueoperationsalliance.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/lucimary-henrique/) ### Capturing your invisible market | GoodFit eBook URL: https://www.revenueoperationsalliance.com/capturing-your-invisible-market/ Last updated: 2026-09-04T20:33:22.000Z A 31-page GTM intelligence report revealing why B2B companies miss 60% of their addressable market, and the framework to capture every account you can actually sell to: # Your CRM is lying to you **Every territory plan, hiring forecast, and pipeline target you've built is based on incomplete data.** On average, 70% of accounts in B2B CRMs don't match who actually buys, while 60% of real buyers are completely invisible. This report from **GoodFit** shows you how to see your full market for the first time, so you can stop wasting resources on accounts that will never close and start building pipeline from the ones that will. [Download the eBook](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/vT4gWPFJUybQpAis371J2Q/FWRjPTE6lMthpQ4VOT-uvGTlEfrhD2sWUyxK6lnI2U9uftcgYSi9xwdDVxB5eaIULvmEgupLGlcn9yOX6KGmpS2qzrY_xQjL4hgVTDXDebMTSJ7mNdWclfgUJquViqqnF389fgrbHUDYqKcX6hh0jnYEqhuCcSpDpFxjJws924s/ftG6mPBwfKFyKBFt9Vsx4N7tDAmFyl5X0COmfKY5h5I) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/p2dsqEOGsFgEr4yWfEdhaA/4-gB5gqQrdpGvo95U6HI9EC_2zww8cAsSfGWKgtqnY28RwTkCQpjbcMcisDsrUX2M72KeRAxGWVfKYqvufFKuEYB1gQVfJPzFo02R5S4WKcKdWSWrb87xcOpoEAHs-Po8tyPS7Mr8P4BJWDsb-ZzCqoq6tBykDSaPvT9Wo9c1a2wdLvT4t9X5LNbVqMaqgFz/Pb0gGBnFvkqZt0B6P6cXgMiS0jdsBKtI6caYxaouo7c) ## Capture your invisible market **RevOps leaders are drowning in tools, signals, and data, yet pipeline has never been harder to build.** But your tech stack isn't the problem. It's that your market definition is built on proxies that don't reflect reality. This report gives you the framework to define your true ICP, surface the accounts that legacy data can't find, and keep your market current as it changes. Inside, you'll learn why legacy ICP filters fail, how to use classification models to find accounts that don't exist in any database, and how to keep your market accurate as 7% of it shifts every single month, so your GTM engine is built on reality, not assumptions. [Download the eBook](#download) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The critical difference between **enrichment and sourcing** that most revenue teams completely overlook, and why it's costing you the majority of your market. (Page 22) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why employee count is a **spectacularly poor filter** for identifying your actual buyers, and the surprising data points that work far better. (Page 9) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **"HQ location" trap** that's causing you to miss qualified accounts, and the geographic signals that actually matter. (Page 10) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) How one privacy software company **increased qualified accounts by 170%** while giving reps two full days per week back. (Page 21) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why your market mapping exercise from six months ago is already \*\*dangerously outdated, \*\*and the exact rate of decay you should expect. (Page 26) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) How one company \*\*slashed their target list from 300K to 13,000 accounts, \*\*and why that smaller number represents their true market. (Page 12) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Two companies with identical headcounts can be **completely different prospects**. Here's the hidden variable that reveals which one will actually buy. (Page 9) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **three-step process** for capturing accounts that traditional data providers simply cannot surface. (Page 29-30) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) **The 60% problem**: Why the majority of your addressable market is completely invisible to your team, and the three reasons this gap exists. (Page 4) [Download your copy](#download) ## Grab your complimentary copy This report costs you nothing, but it could change how you build pipeline forever. Download it now to see exactly how much of your market is invisible, understand why your CRM is full of accounts that will never buy, and get the framework to capture every account you can actually sell to. If you've ever suspected your team isn't targeting the right accounts, this is your proof, and your playbook. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/vT4gWPFJUybQpAis371J2Q/FWRjPTE6lMthpQ4VOT-uvGTlEfrhD2sWUyxK6lnI2U9uftcgYSi9xwdDVxB5eaIULvmEgupLGlcn9yOX6KGmpS2qzrY_xQjL4hgVTDXDebMTSJ7mNdWclfgUJquViqqnF389fgrbHUDYqKcX6hh0jnYEqhuCcSpDpFxjJws924s/ftG6mPBwfKFyKBFt9Vsx4N7tDAmFyl5X0COmfKY5h5I) [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/vT4gWPFJUybQpAis371J2Q/FWRjPTE6lMthpQ4VOT-uvGTlEfrhD2sWUyxK6lnI2U9uftcgYSi9xwdDVxB5eaIULvmEgupLGlcn9yOX6KGmpS2qzrY_xQjL4hgVTDXDebMTSJ7mNdWclfgUJquViqqnF389fgrbHUDYqKcX6hh0jnYEqhuCcSpDpFxjJws924s/ftG6mPBwfKFyKBFt9Vsx4N7tDAmFyl5X0COmfKY5h5I) ## Grab your complimentary copy This report costs you nothing, but it could change how you build pipeline forever. Download it now to see exactly how much of your market is invisible, understand why your CRM is full of accounts that will never buy, and get the framework to capture every account you can actually sell to. If you've ever suspected your team isn't targeting the right accounts, this is your proof, and your playbook. [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ### Why your AI investment is making your revenue team less productive URL: https://www.revenueoperationsalliance.com/why-your-ai-investments-arent-driving-rep-productivity-and-how-to-fix-it/ Last updated: 2026-04-24T15:08:30.000Z I'm going to share something that might make you uncomfortable. When I asked a room full of revenue operations leaders how many had implemented AI for their go-to-market teams, about 60% raised their hands. But when I asked how many had seen real productivity gains? That number dropped to maybe 10% of those who'd implemented AI. That's a 90% failure rate. As someone who's spent years in AI research, working on the first GPT models at Stanford before anyone knew what they were and now runs a 60-person AI startup focused on revenue teams, I see this gap everywhere. And I think I know why it's happening. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Anshul.png) ## The productivity paradox in revenue operations Here's what's fascinating: while your engineering teams are seeing massive productivity gains from tools like Cursor and [Claude Code](https://www.aiacceleratorinstitute.com/3-easy-ways-to-get-the-most-out-of-claude-code/), your revenue teams are stuck in the same inefficient workflows they've always had. The engineers on our tenth-floor ship feature faster than ever. Meanwhile, our go-to-market teams on the ninth floor are drowning in the same sea of tools and manual processes. Why? Because we're approaching AI for revenue teams entirely wrong. Think about how your reps actually work. They're jumping between Salesforce, conversation intelligence platforms, [sales engagement tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/), data enrichment vendors, Slack channels, and countless other systems. Each of these probably has some AI feature tacked on. But none of them talk to each other. None of them have the full context. And most importantly, none of them are actually working while your reps sleep. That last point matters more than you might think. The reason engineering AI tools work so well is they're constantly running in the background, doing work on your behalf. They're not waiting for you to open a chat window and ask them something. They're proactively solving problems and surfacing insights. ## The illusion of progress Most revenue organizations today are stuck in what I call the "illusion of progress." You've implemented AI tools. You can check that box. But your reps are still spending hours every morning on account research. They're still manually updating CRM fields. They're still missing opportunities because they don't have the full context on their accounts. [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--27-.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) I see this pattern everywhere. Companies implement one AI tool for call recording analysis, another for email writing and,maybe a chatbot for quick data lookups. Each tool promises to transform your revenue operations. But in practice? Your reps are spending just as much time stitching together information from different systems as they were before. The problem is fragmentation. When your AI only has access to one slice of your [revenue data](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/), it can only give you one slice of insight. It's like trying to understand a customer by only looking at their email history. You're missing the calls, the product usage data, the support tickets, the billing information—all the context that actually matters. ## Three principles for AI that actually drives productivity After working with nearly 100 enterprise revenue organizations, we've identified three principles that separate the 10% who see real gains from the 90% who don't. ### 1\. Context is everything Let me walk you through what it actually takes to get context on a single account. Say I'm trying to work a deal with Uber. Where do I need to look? First, I check Salesforce for the basic account information and history. Then I dive into our conversation intelligence platform to review past calls. I scan through our sales engagement tool for email threads. I check our data enrichment vendor for recent leadership changes or company news. I search Slack for internal discussions about the account. Maybe I have notes from in-person meetings stored somewhere else. That's six different systems just to understand one account. And that's assuming all the data is up to date and accurate (spoiler: it never is). For AI to actually help your reps, it needs access to all of this context. Not just one system. Not just two. All of it. Because if your AI is missing even one piece of critical information, it's going to give bad recommendations. And once reps get a few bad recommendations, they stop trusting the system entirely. [How AI Improves Revenue Forecasting EfficiencyNot using AI in your revenue forecasting processes yet? 3 experts swear it’s a shortcut to better, faster forecasting, and a healthier pipeline.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/08/Using-customer-journey-retargeting-to-increase-sales-conversions--6-.png)](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) ### 2\. AI must be goal-directed Here's the beautiful thing about revenue operations: it's a conveyor belt. Every function has a clear goal tied to account progression. SDRs and marketing convert accounts to pipeline. AEs and SEs close deals. CSMs and AMs expand them. RevOps keeps everything running smoothly. [Implementing a revenue operations strategyLearn about creating and executing a revenue operations strategy and why revops is still, not yet, a fully fledged function. Join Crissy, Nick and Rosalyn as they share their insights.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/gr-stocks-Iq9SaJezkOE-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/) This clarity of purpose is actually a huge advantage for AI implementation. Unlike trying to build AI for, say, product management, where success metrics can be fuzzy, revenue teams have crystal-clear objectives. Every action either moves an account forward or it doesn't. But most AI tools ignore this. They're built as general-purpose assistants rather than goal-directed agents. They can answer questions, but they can't tell you what you should be doing next to move your deals forward. The AI that actually drives productivity doesn't wait for you to ask it questions. It knows your goals, understands your sales methodology, and proactively surfaces the next best actions to achieve those goals. ### 3\. Learning loops are non-negotiable AI makes mistakes. So do humans. The difference is that humans learn from their mistakes—at least, the good ones do. Most AI implementations today are static. They give the same recommendations based on the same logic, regardless of whether those recommendations actually work in your specific context. There's no feedback loop. No learning. No improvement. > If you have 100 reps taking thousands of actions every day, you're generating massive amounts of data about what works and what doesn't. But if your AI isn't learning from that data, you're leaving enormous value on the table. The most successful implementations we see have built-in learning loops. When a rep ignores an AI recommendation, the system learns. When a particular approach works well for closing deals in your industry, the system adapts. Over time, the AI gets smarter and more aligned with your specific business. ## The evolution of AI in revenue operations Looking across our customer base, we see organizations at four distinct levels of AI maturity: **Level 1: Bolted-on AI features** \- You've added AI capabilities to existing tools. Maybe your CRM has some predictive scoring, or your email tool has AI-powered templates. Limited impact because each tool only sees part of the picture. **Level 2: Task-specific agents** \- You're using tools like Claude or ChatGPT to handle specific tasks. Meeting prep, email writing, data analysis. Helpful, but requires manual effort and lacks context across tasks. **Level 3: Prescriptive account intelligence** \- This is where the magic happens. AI has full context, works continuously in the background, and proactively prescribes next best actions. This is where you start seeing real productivity gains. **Level 4: Self-improving revenue systems** \- The holy grail. Not only is AI prescribing actions, but it's learning from the outcomes and continuously improving its recommendations. Every deal makes the system smarter. Most organizations are stuck at levels 1 and 2\. The jump to level 3 is hard—it requires rethinking your entire approach to AI. But it's also where you finally start seeing the 30%+ productivity gains that make all the investment worthwhile. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Anshul--2-.png) ## Building AI infrastructure, not just applications Here's the mindset shift that matters: stop thinking about AI applications and start thinking about AI infrastructure. When you bolt AI onto individual applications, you get individual point solutions. When you build AI infrastructure that connects across your entire [revenue stack](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/), you get compound value that grows over time. Think of it this way: imagine if you could assign one dedicated seller to every single account in your TAM. They'd maintain perfect context on that account, constantly monitor for opportunities, and always know the next best action to take. Obviously, that's economically impossible with humans. But it's precisely what AI infrastructure can provide. This is the concept we've built our entire company around—per-account agents that live with each account throughout its entire lifecycle. These agents maintain memory of every interaction, have access to all available context, and continuously learn from what works and what doesn't. The key is that these aren't task-specific agents that wake up, do one thing, then go back to sleep. They're long-running agents that maintain state and context over time. Just like a great AE who's been working an account for months knows exactly where things stand and what needs to happen next. ## What this looks like in practice Let me paint a picture of how this actually works when implemented correctly. Your SDR wakes up in the morning. Instead of spending three hours researching which accounts to prioritize, they have a prioritized list waiting for them. Not just a list—but detailed reasoning for why each account is prioritized, what messaging will resonate, and what actions to take. Your AE preparing for a meeting doesn't need to dig through six different systems to understand the account context. Everything is synthesized and available, with specific recommendations for how to advance the deal based on your sales methodology and what's worked in similar situations. Your RevOps team running forecast calls has an objective AI perspective on every deal. Not replacing rep judgment, but augmenting it. The AI flags risks the rep might have missed, identifies deals that could be pulled forward, and provides reasoning based on the full context of the account. And critically—none of this requires your team to learn new interfaces or change their workflows. The AI shows up where your reps already work. In Salesforce. In Slack. In their email. Even in tools like Claude's new Cowork interface. ## The path forward The gap between the 10% of organizations seeing real AI-driven productivity gains and the 90% who aren't comes down to approach. The successful ones aren't just adding AI features to their stack. They're building AI infrastructure that works across their entire revenue operation. This requires three things: - First, you need to centralize context. All the data, from all your systems, is accessible to your AI. This is non-negotiable. Partial context leads to partial insights, which leads to reps who don't trust the system. - Second, you need goal-directed agents that understand your business, your methodology, and your objectives. Generic AI assistants won't cut it. You need AI that knows what success looks like in your specific context. - Third, you need learning loops that make the system smarter over time. Every action your team takes, every deal that closes or doesn't, should feed back into the system to improve future recommendations. [Revenue Operations Landscape & Salary Report 2025Discover the latest revenue operations statistics in our reveal-all report. From team size to budget, all the info you need to plan for 2026![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/11/ROA_State_of_Revenue_Operations_Report_2024_Meta.png)](https://www.revenueoperationsalliance.com/revenue-operations-landscape-salary-report-2025/) If you're in the 90% not seeing real productivity gains from AI yet, you have two choices. You can keep adding point solutions and hoping something sticks. Or you can take a step back and think about AI infrastructure for your entire revenue operation. - **Start by auditing where your context lives today.** How many systems does a rep need to touch to get full context on an account? That's your baseline. - **Then look at your current AI investments.** Are they connected? Do they share context? Do they learn from outcomes? If not, you're building on sand. - **Finally, think about what success looks like.** Not just "we use AI" but specific, measurable productivity gains. What would it mean for your business if every rep was 30% more productive? That's the bar you should be aiming for. The engineering teams have already figured this out. They're shipping faster than ever thanks to AI that has full context, works continuously in the background, and gets smarter over time. It's time for revenue teams to catch up. The question isn't whether AI will transform revenue operations. It's whether your organization will be in the 10% that figures out how to make it work,or the 90% still wondering why their AI investments aren't paying off. ### Why RevOps needs to stop counting hours and start architecting outcomes URL: https://www.revenueoperationsalliance.com/why-revops-needs-to-stop-counting-hours-and-start-architecting-outcomes/ Last updated: 2026-04-23T09:31:10.000Z I'll start with a question that probably gets an eye roll in a room full of operators: Is [AI](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/) worth the investment? In 2026, sitting with a crowd of [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professionals, it's almost rhetorical. We've been living and breathing AI for years now but step outside this bubble and you'll find a very different mood. There's a simmering skepticism in the C-suite, and honestly, it's earned. The hype era of AI is over. We're now firmly in the reality phase, and our CFOs don't want to hear about magical transformation anymore (even if, like me, you have the word "transformation" in your title). They want to know why every pilot, every seat, and every API call directly correlate to productivity and revenue impact. If it isn't measurable, it gets cut. That's the new normal. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Alexis-Faughan--2-.png) ## The MIT stat everyone's quoting (and misreading) You've probably seen the[ MIT statistic](https://www.forbes.com/sites/jasonsnyder/2025/08/26/mit-finds-95-of-genai-pilots-fail-because-companies-avoid-friction/) floating around: 95% of generative AI pilots are failing. When that number first dropped, we had customers at [Gong](https://www.linkedin.com/company/gong-io/) start questioning their entire AI investment. My colleague [Craig Hanson](https://www.linkedin.com/in/craighanson1/) wrote a piece recently arguing the stat is a little misleading, and I'll come back to that later. For now, let's rewind a bit. Back in November 2022, OpenAI released [ChatGPT](https://www.reuters.com/technology/chatgpt-what-is-openais-chatbot-what-is-it-used-2022-12-05/) and suddenly AI was everywhere in our workplaces. We moved from leaders asking "What's a large language model?" to "we need an AI strategy" in about six weeks. Many companies spun up AI councils and task forces (show of hands if you sat on one), and we started buying every point solution we could find. AI for call summaries. AI for deck creation. AI for [SDR](https://www.revenueoperationsalliance.com/why-gtm-engineering-is-replacing-sdr-teams-and-what-that-means-for-smes/) avatars. AI for email writing. AI for enrichment. The stack just kept growing. [AI in Buyer Behavior in 2026: Is it Here to Stay?AI has proven itself as a whole new approach to marketing operations that is changing how brands attract, engage, and convert their audiences.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceDorian Sabitov![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/ROA_Website_Article_Images_Author_Highlight--6-.png)](https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/) It felt good because it felt fast. We were making visible progress, and when it came time for ELT or board meetings, we could report back on all these POCs and proud adoption numbers. Today, that's shifted. Leaders are looking at their tech stacks and realizing these AI systems don't talk to each other. MCP will help eventually, but right now they're trying to align business problems and OKRs directly with [ROI](https://www.revenueoperationsalliance.com/measure-roi-on-revops-ai-strategy/), revenue impact, and productivity. And a lot of leftover shelfware from the pilot phase is still sitting there. We've all been handed a consolidation mandate. ## The pace of change is outrunning the discipline The velocity of change over the last ten years is roughly tenfold what it was in the twenty years prior. And the pace of change over the last 24 months (honestly, probably the last 90 days) has completely reshaped how we approach our roles. RevOps used to be about [managing processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), initiatives, CRM, and the kind of work a typical sales ops person did pre-2017\. Now we're managing an algorithmic shift in how work itself gets done. It's a pivotal moment for revenue operations. We're still a fairly young discipline, with the rebrand happening around 2017 to 2018\. I've lived this from the operator's seat. I spent eight years building out the RevOps and enablement function at [Hearst](https://www.linkedin.com/company/hearst/) then I pivoted to an AI-first digital marketing agency, one of the largest independent ad agencies in the US. Before I joined Gong, I was deeply embedded in the platform as a user, as the person evaluating and buying it, and as the person who had to prove out its value every single day. So I know the feeling. You wake up on a Monday, your [CRO](https://www.revenueoperationsalliance.com/forecasting-accuracy-with-ai/) has new questions, and somehow none of your existing reports in Hockey Stack answer them. You're spinning up new dashboards for a new ELT meeting before your coffee even cools. I know the white-knuckle feeling of Friday afternoon board prep dropped in your lap with 20 minutes notice, where you feel like you're just plugging holes. Whether you're a one-person [RevOps function](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/) or leading RevOps at a global enterprise, the struggle is real. Our plates are always overflowing. Compensation planning, territory management, CRM hygiene, and tool governance, it all rolls downhill to us. And now we've all been handed AI on top of that. For most of us, AI isn't a domain we were born into. Unless you've spent the last decade in data science, learning and executing a sustainable AI strategy is an added burden on top of what already feels like an impossible, reactive job. ## Why productivity is the only story leadership wants to hear Earlier this year, I helped a client with their SKO, and we focused on [the state of revenue AI](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/). What struck me was the massive shift in focus. In years past, when leaders got asked how they'd grow the business, the typical answers were M&A, market expansion, new product lines, and internal scaling. For the first time, that answer has changed. They're looking to grow through productivity and efficiency. The stat I keep seeing is that roughly [98% of earnings](https://www.revenueoperationsalliance.com/revenue-operations-landscape-salary-report-2025/) calls this year have productivity as the headline mandate. That brings me to one of the biggest mistakes I see ops teams making right now. They try to justify AI spend with one of the weakest metrics in the book: time saved. "This tool will save our reps two hours of admin work a week." It sounds great on a slide. It sounds great when you're pitching internally. But your executives don't fund time. They fund outcomes. As operators, it falls on us to prove that those two hours of reclaimed capacity actually get reinvested into high-value activity that leads to more pipeline, shorter deal cycles, higher win rates, or whatever the outcome is. It's about demonstrating impact, not just justifying spend. To move past the skepticism, RevOps has to show leadership [how to evaluate AI](https://www.revenueoperationsalliance.com/ai-adoption-blueprint/) as a system of action. I know that phrase is a buzzword at this point, but the question underneath it matters: is AI actually changing a decision or behavior in a way that's sustainable 24 months from now? That means operationalizing adoption. Moving past vanity metrics and embedding AI so deeply in the operating rhythm that teams have no choice but to adopt it. And it means quantifying reinvestment. Showing exactly where the saved time went and how it produced business value. [A Practical Guide to Sales Metrics for ProductivityTracking the wrong metrics kills productivity. Here’s a guide to measuring the things that’ll actually make your reps more productive.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceAltaf Mohammed![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Author_Highlight--12-.png)](https://www.revenueoperationsalliance.com/guide-to-productivity-sales-metrics/) ## Running RevOps like a product team One of the ways leaders have been bridging this gap is by running the RevOps function like a product organization. I'll oversimplify, but product teams don't just build something and ship it with a Slack message 24 hours later. They have roadmaps. They run alphas and betas. They build internal confidence before something goes GA. That confidence is an overlooked organizational multiplier. I've experienced this firsthand. There's a meaningful difference between a seller who has been trained on something and a seller who genuinely feels confident adopting it sustainably. RevOps teams, often in close partnership with enablement (some of us wear both hats), need to create confidence-building material alongside the roadmap. That means release notes with clear communication about what's changing and why. No seller wants a Slack message in the morning saying there's new validation built into Salesforce and now they'll hit a roadblock when they try to fill out a field because you spun it up overnight. Back into the roadmap. Communicate clearly. It means how-to documentation that covers not just where to click but how to win. This is where orchestration and next-best-action really matter. And it means anticipatory guidance. Simple talk tracks so that when AI gives a seller a signal, they know exactly what to say to that specific persona or customer. When ops teams start operating like product teams, adoption becomes unavoidable because the value is too high to ignore. The solution becomes indispensable. ## Architects, not engineers Here's a sensitive one. As a natural extension of the product-team mindset, there's been a lot of buzz about [GTM engineers](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/). I appreciate the sentiment, but I want to offer a reframe. At Gong, we think the better framing is architect. Outside of revenue organizations, engineers traditionally do one very specific job. They build to spec. Architects are more macro. We look at blueprints. We see how layers fit together. We ask whether the decision we make today will still be sustainable five years from now, whether the house will still be standing. If we lean too hard into an engineering mindset, RevOps risks becoming an ivory-tower shop for building systems. An architect mindset keeps us grounded as a business function, not just a tech function. Architects do things differently. We architect predictable, org-wide execution and change, not just tools. We stay close to the field, sitting on calls (or in Gong's case, listening to calls) to hear the real language of risk. I have a genuine fear of being too far removed from what sellers and GTM teams actually do day to day. We partner deeply with enablement so that roadmaps align. When we use AI, we're turning leading indicators (what happened, which is most traditional RevOps reporting) into next-best actions (what should happen now). The highest-performing organizations this year don't need more dashboards or more reports. They need the architect mindset baked into the RevOps function. ## Why those pilots keep failing Let's come back to that [MIT stat](https://fortune.com/2025/08/18/mit-report-95-percent-generative-ai-pilots-at-companies-failing-cfo/). Why are 95% of generative AI pilots failing? Often it's because organizations don't like change management. There's a well-known dynamic where the pain of the status quo feels safer than the burden of imagining and executing something new. We don't want to rock the boat, so we isolate AI into tiny pilots with small groups in niche workflows. We think we're being safe. It's actually counterintuitive. Those small pilots rarely give a realistic assessment of whether a solution will hold up across the entire organization. Going wider is usually more informative. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Alexis-Faughan.png) ### A successful rollout tends to move through a few phases. - The first phase is speed. How quickly can a team complete a given task? This phase is quantitative and fairly objective. Faster is easy to measure. - The second is effectiveness. How well are those tasks being performed? This is where better comes in, and where your organization can define what good actually looks like. As leaders, we can't pull benchmarks out of a hat, and we shouldn't blindly adhere to decade-old standards like "everyone needs 3x pipeline." You have to back into what your data actually supports. - The third, and in my view the make-or-break phase, is operating rhythm. This is where whatever you've built has to become so embedded in daily operations that it becomes unavoidable. It shows up in every client-facing area. Leadership has to lean in and be relentless about consistency across the org. Most companies stall between the first two phases. They get a bit of efficiency, they lack visibility into effectiveness, they get afraid to scale, and they stay stuck in small pilot groups. ## Consolidation as a competitive advantage As we look ahead, the theme you'll keep hearing is consolidation. And consolidation is more than cost-cutting. It's a competitive advantage. [A Gartner analyst](https://www.gartner.com/en/newsroom/press-releases/2026-1-15-gartner-says-worldwide-ai-spending-will-total-2-point-5-trillion-dollars-in-2026) put it well earlier this year, saying that because AI is in the trough of disillusionment throughout 2026, it will most often be sold to enterprises by their incumbent software providers rather than bought as part of a new moonshot project. He also said the improved predictability of ROI must occur before AI can truly be scaled across the enterprise. What does that mean for us? RevOps is moving away from fragmented point-solution pilots and toward tech stack consolidation, because ROI only gets realized when data is unified. Vendor sprawl costs more than money. It fractures accountability. Ask your sellers how many tabs they typically have open on a Monday and it gets scary. When your data lives in five different places, nobody really knows what the source of truth is. Many of us are also stuck in the CRM-as-nucleus mindset. A lot of legacy enterprise organizations are golden-handcuffed to their [CRM data](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/). The CRM often becomes the ceiling of execution rather than the floor, and it can easily turn into a graveyard for manual data entry. The bigger shift in platform consolidation is toward a revenue-specific operating system across go-to-market. A system where the goal goes beyond storing and collecting data and into helping sellers understand and orchestrate their next best action. When that exists, leaders reclaim time that was being spent reconciling the truth across five different systems, and they reinvest it in higher-value work. This is why purpose-built AI matters so much. We've all seen someone drop a call transcript into a generic LLM and ask for a summary. That's not a strategy. It's not systematic. It's not safe. It's offloading a manual task. And plenty of sellers are still doing exactly that. When we treat RevOps as the nucleus, we owe our organizations the most innovative purpose-built solutions we can find. Solutions reps feel they can't live without. Coming back to the MIT study one last time, Craig wrote something in his article that opened a lot of eyes. Don't be fooled by the 95% stat. It's not as scary as it sounds. Pay attention to the overlooked number: when AI projects use purpose-built solutions, they're working about two-thirds of the time. Here's the challenge I'll leave you with. > When you get back to your office on Monday, list your entire tech stack and ask yourself a simple thing. If this platform went away tomorrow, who would come calling you on Slack or Teams to complain? If the answer is nobody, you've got shelfware. If the answer is every rep on the floor would be chanting to bring it back, you've got an operating system. We owe it to our organizations to be the nucleus and bring forward a tech stack that's scalable, efficient, and loaded with value. ## Three things to take with you To wrap up, three takeaways. - **Stop counting hours. Start focusing on outcomes.** If you can't show where the saved time got reinvested, leadership won't buy it. - **Adopt the architect mindset.** Design sustainable execution, not just systems. Stay close to the frontline and avoid the ivory tower. - **Build a system of action, not just a system of record.** Purpose-built AI helps create an operating system your teams genuinely can't live without. RevOps went through its rebrand in 2017 and 2018, so we're still a young discipline. We need to take a long-term view and define what this function looks like ten years from now. Future-proofing is a cliché at this point, but it matters when you're thinking about long-term RevOps planning. Think about electricity for a second. One of the most revolutionary developments in human history, and oil lanterns still coexisted with it for decades. People didn't flip a switch (pun intended) and change the world overnight. AI is our electricity. There's a long curve of infrastructure, education, and standardization ahead before ROI is fully realized. We know it works. The real question is whether you feel like an architect. Are you architecting the workflows that will be embedded into the operating rhythm of the organization you support? That's the work. ### Your CRM data isn't accurate. And everyone already knows it. URL: https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/ Last updated: 2026-09-04T20:32:59.000Z A practical whitepaper from Syntiqa on why CRM data quality remains broken, why existing tools fail to fix it, and how AI automation finally solves the problem RevOps didn't create. # What if your next pipeline review required zero verification? Every caveated dashboard, manually verified pipeline, and hour spent on cleanup traces back to one unsolved problem. This whitepaper defines it, explains why past solutions failed, and shows how to achieve CRM data that’s accurate by default and not by effort. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/46s5mzOoXrvaHND1AAVMDQ/cqHTGc0ZA69tncTlkQMpmME74nVyfEphh3-ZYDA4BOETYh_vx_DmVgpCsfwguYBUA7EcZSHBm_TyamdmSLheAw-E2EwdN_CsyJdYIrOxfgA1-7j9bjG8xTGf9auufIXujgf8mm88fFkGU7YXUOK0uStGBfi0KGlq75KKbnJycZd7C1iBDQDNwUwCuqSwul2_/RUEiv7wvV7dTEBhtDKcRZAVSMw5SnRIJxl5pMqVgfHs) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/mL_VQsUDp_xtzdQEd9KeAQ/VAjrY0QnQ5T-5X9dGfF3JMllwCDP2EiWuyW6AZv1Jrto28xrU76RnE9isA09uf69uXUXHoPADhGvhBvAEQuRWRZRPwNIjcKkM03WU-PB4gWeTWPrlpHQ76QIdHjWznwrQ5PtDlZ94ozfL0sySkj3zbS0v22VR1pFwQ8lZoar38s_di6I0aeDaEyeioHmzPPy/DxPCxTuqq05GPxpRKtn9o1AlQIrl34kji4LAyHzbH9k) ## End the cycle of cleaning data that breaks the moment you look away. RevOps inherited a data problem it didn't create, and every tool designed to fix it just adds more process without removing the friction. This whitepaper cuts through the noise to show you exactly why the cycle keeps repeating, and how a new approach finally breaks it by capturing accurate data at source, automatically. [Give me my copy](#download) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why the tools designed to fix your CRM data problem are actually **making it worse** and the fundamental shift that finally breaks the cycle. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why 63% of your CRM data is wrong **at the exact moment decisions get made** and the only approach that fixes data at the source, not after the fact. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **hidden 3-6 month tax** you're paying every time you onboard a new rep and the surprisingly simple way to eliminate it. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The real reason your forecasts feel more like **educated guesses dressed up as numbers** and how to present pipeline figures without that silent asterisk in your head. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why your pipeline reviews have devolved into **interrogations about the past** instead of strategic sessions about the future and how to flip that dynamic overnight. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why your enablement ROI is essentially **invisible** right now and the data quality shift that finally makes it measurable. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Why AI assistants that ‘nudge’ reps to update records are still \*\*manual entry, now with a notification attached \*\*to the guilt. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **zero-implementation method** that keeps your CRM perfectly current from day one no migration project, no process changes, no asking more of your team. ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The **1-3 hours per rep, per day** that vanish into admin work that never lands accurately and how to reclaim it without asking anything more of your team. [Give me my copy](#download) ## Get your copy now Download your copy now to understand exactly why your CRM stays broken, why everything you've tried hasn't worked, and how to present your next pipeline review with complete confidence. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/6GaoDJFmszC3qaSnNaYAzA/mM1dmistusbzeWtnIJg18ZQNvFsL3HsGabmexKpXOuU8J_mf-pTh7MPU-yv60nAMOCg9tnQTq2JZucPiKUFoPNcpzQgfLGCSvC5V5zB9knRiJNrkGnl2-XuA_BxozufK7Jaaq3OGPe5MAfNm-eCj_I1D5eqd2nq5mMhJAT7TssxtAvQ_MZladcAnZicBg9AC/tUWbtpKzEiS9Hy2kz9bYgVlOs0OvapFcjuUH5C4UW6A) [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/6GaoDJFmszC3qaSnNaYAzA/mM1dmistusbzeWtnIJg18ZQNvFsL3HsGabmexKpXOuU8J_mf-pTh7MPU-yv60nAMOCg9tnQTq2JZucPiKUFoPNcpzQgfLGCSvC5V5zB9knRiJNrkGnl2-XuA_BxozufK7Jaaq3OGPe5MAfNm-eCj_I1D5eqd2nq5mMhJAT7TssxtAvQ_MZladcAnZicBg9AC/tUWbtpKzEiS9Hy2kz9bYgVlOs0OvapFcjuUH5C4UW6A) ## Get your copy now Download your copy now to understand exactly why your CRM stays broken, why everything you've tried hasn't worked, and how to present your next pipeline review with complete confidence. [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ### How RevOps enables GTM engineering & product partnership URL: https://www.revenueoperationsalliance.com/how-revops-enables-gtm-engineering-product-partnership/ Last updated: 2026-04-22T14:45:07.000Z I'm Lauren Hughes, and I run revenue effectiveness at Justworks. For us, that means [revenue operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/), [strategy](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/), and [enablement](https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/) all sitting under one roof. I've been leading revenue operations teams for over 20 years, back before any of this was even a recognized career path, and I can honestly say I've never been more excited about where rev ops is heading. We're changing the game. We're inventing new jobs in real time. The tech at our fingertips is genuinely revolutionary, and there's more opportunity than ever to make our customer-facing teams more consultative and less administrative. So when I get to talk about go-to-market engineering, one of my favorite topics, I get pretty fired up. Let's walk through what I've learned so far: how to hire for the role, what these folks actually do (and don't do), how they fit within a broader revenue strategy and operations org, how to contract with your cross-functional partners, and why governance matters more than ever. ## The state of the go-to-market engineer hiring market This role is genuinely new. It's still being defined, almost in real time. Unless you can convince someone from Clay to leave, you're probably not going to find anyone who's been doing this job for more than a year. When I started hiring my first go-to-market engineer around June or July of last year, there were roughly 1,400 job postings for the role on LinkedIn. By January of this year, that number had more than doubled to 3,000\. Demand is accelerating fast, and yet nobody is going to school to become a go-to-market engineer. So the obvious question is: where is this talent actually coming from? That was the puzzle I had to solve when I joined Justworks about nine months ago. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceUzair Shah![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2025/04/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## Why I knew we needed this role When I walked in the door, we had a lot going on. Between [marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/), revenue, customer success, and support, we had about 70 pieces of go-to-market tech. And almost none of it was being administered. These tools were collecting incredibly valuable data, and for the most part, the approach had been set it and forget it. Someone would get convinced by a vendor, set up the tool, and then move on to the next fire. The integrations were another challenge. Most of these tools were sitting standalone. Vendors had sold us on the idea that their point solution could talk to other point solutions, but we hadn't actually done the integration work. So we needed someone to own the administration, build the workflows, connect the systems, and extract value from what we'd already bought. On top of that, vendors were calling me every day, telling me I was falling behind on AI. I figured if I hired a go-to-market engineer, I could check that box too. ## How I actually hired the first one Since nobody has really been doing this job for very long, I worked with an external recruiter, Captivate Talent, and a woman named Brie Doyle who's been recruiting for rev ops teams for years. When she asked me what I actually wanted, I had to think about it for a minute. My existing rev ops team was excellent at what they did. What I needed was someone who would do something different. Someone thinking outside the traditional rev ops and enablement playbook. I told her to go look at MIT graduates if she had to. I just wanted people who thought differently. Today I have four go-to-market engineers. Two I promoted internally and two I hired externally. One of the internal moves was a team member who'd been doing a lot of automation work with retention signals on the customer success and support side. Another was one of our best SDRs who was already doing a lot of our Clay work, so moving her into this role felt natural. The two external hires were rockstars Brie helped us find. Since they joined, the landscape has shifted dramatically. A year ago, you had some basic automation tools, people testing things in ChatGPT, and a handful of AI tools coming out. Now we have Claude and co-working agents. What were we even doing two months ago? At Justworks, we're all in on signal-based selling. We have a complicated sales motion and a huge amount of data flowing in from our website and our customer interactions. I need go-to-market engineers to tell me how to capture that data, where it should sit, how to get at it, and how to make sense of it so we can actually make decisions. [How to spend your first 90 days in a senior RevOps roleYour first 90 days, your first month, is building relationships, building trust, not coming in with the answers, not coming in to fix anything.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Tana-Jackson.png)](https://www.revenueoperationsalliance.com/how-to-spend-your-first-90-days-in-a-senior-revops-role/) ## What these integrations look like in practice Almost every company I talk to has disconnected systems. We certainly did. We use Customer.io for marketing automation, Salesforce as our CRM, and on the customer success and support side, we have Zendesk, Talkdesk, and Forethought. Layer Gong on top of that, and you have a lot of tools collecting extremely valuable data that nobody was properly integrating. Without integration, you leave two things on the table. You lose automated workflows that would make your customer-facing teams more productive, and you lose the insights hidden inside the data you're already collecting every single day. That second one was what really kept me up at night. ## Where go-to-market engineering fits in revenue strategy When I started at Justworks, I actually found our revenue strategy was pretty sound. We're a 10-year-old business, we had a decent lead funnel, opportunities moved through the funnel more or less the way you'd expect, and our support and success teams kept customers happy. The house wasn't on fire. But nobody was looking at what we didn't already know. Nobody was thinking through the art of the possible. That's where things got interesting for me. ## What a go-to-market engineer is not Let me get clear on what this role isn't, because I see a lot of confusion out there. Go-to-market engineers are not in the product. They're not coding. They're not Salesforce administrators. I got a call last week from a head of FP&A at another company who told me he wanted to hire a go-to-market engineer. When I asked why, he said he felt his Salesforce wasn't set up right. I had to gently tell him that a Salesforce administrator and a go-to-market engineer are different jobs. A Salesforce admin can absolutely aspire to become a go-to-market engineer. Some of ours will probably make that transition someday, and they'll be great at it. But the two roles are not the same thing, and confusing them sets you up to fail. Go-to-market engineers also aren't doing the traditional rev ops work. They're not optimizing the customer journey. They're not establishing lead scoring (though they might collect data that helps inform it). They're not designing compensation plans, running comp, or doing the forecasting. They might help design the forecasting model, but the actual forecasting sits elsewhere. ## What a go-to-market engineer actually does At Justworks, they build automations and integrate tools. Full stop. A few months ago, I discovered we were spending an enormous amount of money on Gong, which I love, and yet 50% of our calls weren't being recorded. Gong wasn't properly integrated with Salesforce, the data wasn't flowing into Snowflake correctly, and our product team was actually using Gong data to make product roadmap decisions. So my go-to-market engineers went all in on integration, making sure the tools were stood up properly, the data was captured and organized correctly, and everyone who needed access could get it. I like the ZoomInfo definition of the role: a position that combines technical skills with commercial acumen to automate and optimize lead generation, sales intelligence, and customer acquisition. As companies race to scale revenue operations efficiently, go-to-market engineers bridge the gap between engineering and go-to-market strategy. One thing worth adding: at Justworks, we don't limit them to lead gen, sales intelligence, and customer acquisition. We use them across the entire funnel. We have go-to-market engineers focused on customer success, support, retention, and partnerships. [Revenue leadership in an AI-first worldIn this candid, free live session, People AI and Aidoc will be direct about what’s actually changed in the CRO role.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/ROA_Backstory_Meta--1-.png)](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/) ## What rev ops looks like when you have go-to-market engineers In my perfect world, the rev ops team stops firefighting. The automations put out the fires for us. We used to have a ticket dashboard where we manually answered a huge volume of requests. I told the team: 30 days. We're pulling the plug. No more ticket intake through this dashboard. The go-to-market engineers are helping us build ticket automation to replace it. Same story with compensation. I have a fantastic guy who runs incentive design and comp, and I'm promoting him into a revenue planning and strategy role. We were sitting together in a fiscal year planning meeting recently, and I was watching Slack notifications pile up on his screen. The entire 150-person sales floor was pinging him with one-off questions about their comp. My anxiety was through the roof just watching it. So we said: hard no. We're done with this. The team built a comp bot in 30 days. It's a Slack integration. The go-to-market engineers scanned his Slacks, his emails, and our ticket board. Now he's not firefighting anymore. He's focused on revenue planning during our busiest planning period of the year. That's the dream. No tickets. No manual reporting. No firefighting. No troubleshooting integrations. Revenue operations and strategy can actually do revenue operations and strategy, which means focusing on planning, monetization, return on effort, all the things RevOps leaders aspire to do but rarely have time for because manual work gets in the way. ## The contracting conversation I did not see coming This one is near and dear to my heart because I spent a lot of time on it. I was on vacation with my family, two months into the job, sitting at the Four Seasons in Orlando, drinking margaritas, when our chief product officer Slacked me asking if I had five minutes. Fantastic timing. He told me the go-to-market engineering job I'd just posted was giving his teams a lot of anxiety. Our chief product officer has data analytics, product, tech, and engineering under him. So we ended up in a long series of meetings, memos, and documents working out the contract between my team and his. When the job posting first went up, there was genuine panic. Is rev ops hiring an engineering team? Are they going to be in our product? Are they going to code? I spent a lot of time educating the product and engineering teams about what's happening across the industry, explaining that there's data and signals everywhere, and that we need people who can stand up these tools and systems the right way so we can capitalize on the opportunity. Here's where we landed: - My team would never do anything inside our product. If we want to integrate directly with the product, the product and engineering teams help us do it. We partner with Cassidy for a lot of our automations, and those sit outside the product. We agreed to keep it that way. - We would not do any real coding. We're doing a little bit on the data side, but nothing inside the Justworks product itself. - We would not mess with the data warehouse. We'd partner with the data team on how to organize data, take their advice on structure, and hold hands on governance and definitions. - We'd follow the rules. Mostly. Sometimes I get my wrist slapped. The contracting exercise was really important for Justworks because I came in with 20-plus years of rev ops playbook ideas and a head full of things I was seeing across the industry. I had to do a lot of internal coaching on what all of that meant and how it could work for us if we implemented it well. What finally clicked for them was when I pointed out that we had 70 pieces of ancillary tech across marketing, sales, customer success, support, and partnerships, and none of it was integrated. I own the budget and the P&L for those tools. Let me administer them properly. I'm happy to call the team something else, but I won't get top talent unless I call the role go-to-market engineering. That was the compromise. ## Governance, or why you can't say yes to everything We were victims of point solutions at Justworks. We said yes to everything. We let every vendor walk in and tell us what our problems were, and we nodded along and bought the thing. We're done with that. We're standing up real governance, and we're starting to say no. We recently did a pilot with a parallel dialer, and I pumped the brakes. The vendor was telling us we needed it. We really didn't. Let's do better with what we already have and reevaluate later. When you think about governance, the main principle is to avoid being reactive. Think about what your business actually needs, and then go find the right solution. Don't be a victim of solutions that get sold to you. My team probably gets frustrated with me because I'm scrolling LinkedIn constantly, going, "Look at this, look at what that company did." I follow Varun from Clay, and every five minutes, I'm sending something over. So part of my job is to help the team prioritize, ground everyone in the problems we're actually trying to solve, and put real structure around intake. We've moved to structured intake through Asana. All our projects live there, and they're linked together. Across revenue planning, go-to-market operations, partner ops, comp design, rev tech, and monetization, I can look at the roadmap and see who's working on what. That structure has been essential. Without it, the speed at which go-to-market engineering moves would have created chaos across the rest of the team. ## Is your organization ready? Before you post a go-to-market engineering job, ask yourself a few questions. Are you ready to move faster? My team is developing and deploying in roughly two-week sprints. We iterate as we go. We don't wait for a finished product. We roll things out at 80% and test. Are you ready for the contracting conversations? Justworks has around 1,500 to 2,000 employees and a well-established tech organization, which meant those conversations were critical for me. Smaller companies may not have that challenge, but if you do, plan for it. Is your organization ready for embedded AI? Your data might not be ready. You might actually need a go-to-market engineer to get your data ready, which is exactly what mine are doing. [Stop missing your forecastFix your forecast with monday.com. Learn how top revenue teams build predictable growth, spot risk early, and improve accuracy. Download the guide.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Whitepaper_Meta.png)](https://www.revenueoperationsalliance.com/fix-your-forecast/) ## A few questions I get all the time **How do you handle overlap with marketing?** Honestly, I haven't fully sorted this one yet. Marketing operations doesn't report to me. I'm focused on sales, customer success, support, and partnerships. The head of demand gen and I have a good relationship, but further down in the teams, we're running in circles around each other. We haven't collided much yet because marketing is focused way upstream on acquiring leads, and we're focused downstream, but as we move up the funnel (we're backfilling a sales development director role right now), we'll start to overlap. I know it'll be a problem in about six months. **What was the investment,** **and how did you justify it?** I originally thought I needed three go-to-market engineers. When we found two rockstars through the recruiting process, I closed an open Salesforce admin role and hired them both. We use contractors for the Salesforce admin work now. My overall team is about 40, with roughly 25 on the rev ops side. We support about 560 customer-facing team members across sales, partnerships, success, and support. I didn't have to make a big case to the CFO. The harder work was with the product and engineering leaders. I walked into a bloated sales enablement team, reduced its size significantly, replaced a lot of that work with AI, and used the savings to fund rev ops headcount that had been understaffed. **How do priorities shift over time, and what happens when you move into maintenance mode?** The maintenance question keeps me up at night. If one go-to-market engineer builds something complex and then leaves, and the others don't know how to maintain it, we're in trouble. So we're being aggressive about documentation and governance. That's something the industry still needs to figure out. In terms of a steady state, the projects don't end. We recently built a rep lookalike model using all the data attributes of our best reps. Now we're layering in conversational intelligence, looking at when they activate cross-functional teams to close deals, analyzing their Slack activity, and product interactions. We want to train the rest of the sales floor to perform like our top reps. In a fast-growing organization, you will always find the next thing. ## Final thoughts Go-to-market engineering is still being invented. We're hiring talent that didn't exist two years ago to do work that didn't exist two years ago. And yet the opportunity is enormous. If you've got disconnected systems, data you're not using, and a rev ops team buried under manual work, this role can genuinely change what your organization is capable of. Just make sure you scope it properly, contract with your partners early, put real governance around it, and hire people who think differently. The rest gets easier from there. ### Within 0.002%: A RevOps blueprint for forecast accuracy URL: https://www.revenueoperationsalliance.com/within-0-002-a-revops-blueprint-for-forecast-accuracy/ Last updated: 2026-04-17T15:33:03.000Z I've been in [revenue operations](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/) for years now, and if there's one thing I've learned, it's that most of us were thrown into [forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting-supply-and-demand/) without any real training. We figured it out as we went along. Some of us got good at it. Others are still struggling to get within shouting distance of their actuals each month. When I started my career at a large asset management firm in Boston, forecasting was this mysterious thing that happened on a floor I never visited, handled by people I never met. I didn't even understand what forecasting really was back then. It felt completely disconnected from the actual business of selling. That disconnect bothered me, so I moved to a tech startup selling marketing automation. There, [sales ops](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) still didn't own the forecast. We sat a few rows away from the sales team, watching them update these massive whiteboards with deal names and their commitments. You know the ones. The deals would look great all quarter long, then in the final week, they'd start dropping off the board one by one. The forecast would fall apart. That company ended up in a fire sale after I left. My next role was at another [marketing automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) company, this time focused on entrepreneurs and SMBs. Mountains of data everywhere. My first move was to build out a proper forecast. The sales leader from my previous company had joined too, and when I told him I was taking ownership of the forecast, he just said, "It's yours. Go for it." We built something we could be proud of. We had someone focused on partner forecasting, others on outbound and [marketing attribution](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/). Over six years, we evolved that forecast as we moved upmarket, adapted it for mid-market, and then enterprise. The company went public. Was it because of my forecasting? Well, I'm not saying it was. But I'm not saying it wasn't either. Now I'm at Sentient Jet, where there was no forecast when I arrived. I've spent the last year building one from scratch. Last month, my forecast came in within 0.002% of actuals. That's not luck. That's process. ## Why forecasting matters more than you think Here's what nobody tells you when you start in RevOps: forecasting isn't just about predicting numbers. It's about giving your business a clear view of where growth opportunities exist. What's working. What isn't. You're telling a story with data, and that story empowers leaders to act with actual foresight instead of just reacting to whatever happens. When you get forecasting right, everything else falls into place. Leaders can make better hiring decisions because they understand the trajectory of the business. They can allocate budget more effectively because they see what's driving results. Most importantly, they can build investor confidence, whether you're a startup trying to raise your Series A or a public company reporting quarterly earnings. The business runs on your forecast. Or at least, it should. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### How to spend your first 90 days in a senior RevOps role URL: https://www.revenueoperationsalliance.com/how-to-spend-your-first-90-days-in-a-senior-revops-role/ Last updated: 2026-04-14T12:12:41.000Z [Tana Jackson](https://www.linkedin.com/in/tana-jackson2/) is four weeks into her role as Head of Revenue Operations at [Motorola Solutions](https://www.motorolasolutions.com/en%5Fxu.html). She has already traveled to Florida, returned from Portugal, and is preparing to fly to Australia. She has sat through SKOs, met the extended global team, and begun building the kind of picture that only comes from being in the room. She has not touched the [CRM](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/), not yet, and that restraint is deliberate. That is one of the more underrated skills in revenue operations. ### The case for slowing down to speed up There is pressure that comes with stepping into a senior RevOps role. You were hired because you have experience. You can see the problems within days. The instinct is to move fast, make changes, and start proving your value. Tana's advice runs counter to that instinct, at least in the beginning. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Tana-Jackson-.png) What to do in your first month in a senior RevOps role This is not passivity but a structured approach to gathering intelligence before acting on it. Tana keeps a detailed Excel tracker of everything she observes. Found this. See this. Recognize this. Notice this. It becomes the foundation for every decision that follows. The logic is straightforward: you can see what is broken, but you cannot yet see why it broke, who owns it, or what else depends on it. Making changes before you understand those things is how RevOps leaders lose credibility fast. ### The question you should stop asking One of the more practical pieces of advice Tana offers is about the word "why." Asking why, even with genuine curiosity behind it, tends to put people on the defensive. It sounds like an accusation. It makes people feel they have to justify decisions they made, often years ago, under constraints you were not there to see. The reframe is simple: turn every why question into a what or a how question. "What made you decide to approach it this way?" lands differently than "Why did you do it this way?" The information you get back is often richer, too, because people open up rather than close down. This matters in the early weeks of a new role. It matters even more when you are trying to understand data problems, process gaps, or CRM configurations that nobody fully remembers building. ### Start with the data When Tana joined Motorola Solutions, the picture she found was one that would be familiar to anyone who has worked inside a company that has grown through acquisition. Multiple systems. Multiple reporting tools. Revenue data that does not reconcile. Forecasting that is inconsistent across teams. Spreadsheets sit alongside platforms, none of them fully aligned. **Her response was to make data the first priority.** "You have to have the right data," she says. "If your data is not telling you the revenue that's coming in, the deals that are being created, what you're forecasting and coming through, and that is something you report up to multiple levels, everybody in that chain is failing when it comes to not having the data correct. Because then you don't know. You don't know what you don't know." **The second priority is the sales process.** Motorola had invested heavily in MedPIC training at SKO, but the CRM stages do not yet reflect that methodology. Probability and forecast categories are not being applied correctly. The training and the tooling are pointing in different directions, which means adoption is going to stall regardless of how strong the training was. Fixing that alignment so that when a sales rep opens the CRM, the MedPIC framework is right there in front of them is priority two. Two priorities. A project plan is already in place. Some early tweaks are already underway. That is what week four looks like when you come in with a clear methodology. [How to prioritize as a RevOps leader - Edtience TenbrookEdtience Tenbrook discusses how to prioritize tasks as a RevOps leader. She also discusses her experience merging systems after company acquisitions.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_RevOps_Unboxed_Podcast_Assets_ep6.png)](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/) ### The discipline of not boiling the ocean Knowing what to prioritize is one problem. Staying disciplined about it is another. The temptation, especially for experienced operators who can see the full scope of what needs fixing, is to take on too much. Tana is direct about having made that mistake earlier in her career, describing herself as "a bull in the China cabinet" in her early leadership days. The instinct to fix everything at once is understandable. It is also how you burn through your team's capacity and your own credibility before you have delivered anything. Her approach now is to identify the two or three things that will have the biggest immediate impact on revenue and the sales team, get them championed at the right level, and build a project plan around them. Everything else gets noted, tracked, and deprioritized for now. > "You want to feel good about what you're doing and get some quick wins," she says. "If you can say, hey, I did this, check it off, it builds your credibility. You actually know what you're talking about. Because until you start making changes, you're just there until you actually start proving that you can do it." ### What sets experienced RevOps operators apart One of the more honest observations in the conversation is about pattern recognition. Companies, at their foundation, tend to run into the same problems. The industry is different. The product is different. The way things were built is different. But the underlying challenges, fragmented data, misaligned processes, unclear forecasting, and siloed teams, are variations on the same set of problems. Experienced operators recognize those patterns fast. They do not need fifty discovery sessions. They need someone to show them the data and describe the pain, and they can begin forming a hypothesis within days. That speed is not arrogance but accumulated context, and it comes with a responsibility to still ask questions, still listen, and still resist the urge to act before you understand the specific shape of the problem in this particular organization. > "Nothing that you're showing me isn't something I have not seen before," Tana says. "And it's fixable. The good news is it's fixable." ### Always be learning Tana's closing thought is the one she returns to most consistently: never stop learning. It applies to AI, which is changing [the tools available to RevOps teams](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-video/) faster than any single playbook can accommodate. It applies to processes where what worked three years ago may already be obsolete, and applies to the role itself, which keeps expanding in scope as organizations understand more clearly what revenue operations can do. > "Where you stop learning is where you will stop growing in your career," she says. For anyone stepping into a new RevOps role or looking to reset their approach in one they have held for a while, that is probably the most durable piece of advice in the conversation. --- **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com)**,** [**YouTube**](https://www.youtube.com/watch?si=XumOFAVqcbco0Whb&v=z7wJ%5FQqcOCg&feature=youtu.be)**, or right here on ROA's website.** ### Revenue leadership in an AI-first world URL: https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/ Last updated: 2026-06-04T09:08:52.000Z You've invested in the tools. Hired good people. Built the methodology. And yet the forecast still feels like guesswork, AI isn't paying off, and coaching is still based on gut feel. The problem isn't the market or the tools. It's that nobody knows what their reps are actually doing. And without that, nothing else works. In this candid, **free live session**, Chad O'Connor, CRO at **Backstory** and Nick Keesler, AVP, Revenue Operations & Enablement, **Aidoc,** will be direct about what's actually changed in the CRO role, why most AI investments are underdelivering, and what the revenue leaders who are winning have figured out that others haven't. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/8751e442-4273-44fa-962b-3c40150ac05d) ### Key takeaways: - The one root cause behind most AI underdelivery that revenue leaders aren't talking about - What "good" actually looks like when your team has accurate, complete activity data in the forecast, the pipeline review, and the coaching conversation - The diagnostic questions every CRO should be asking their RevOps team right now - How the CRO's relationship with data has shifted and what that means for how you hire, coach, and hold teams accountable - A practical framework for figuring out whether your current data foundation is ready for AI to do anything meaningful ### What you'll learn: - **Why your AI tools are underdelivering and what to do about it.** It's not a methodology problem. It's a data problem. - **What trustworthy CRM data actually looks like.** CRM hygiene has always been a headache. AI makes it a dealbreaker. - **How to tell which deals are real and which ones are just hope.** When rep activity isn't captured automatically, pipeline reviews become negotiation sessions. - **How to get ahead of the role the CRO job has quietly become.** Data architect wasn't in the job description. This is a candid conversation about what that means in practice and how to stay ahead of it. ### **Meet the experts** **Chad O'Connor - Chief Revenue Officer, Backstory** Chad O'Connor leads revenue at Backstory, where he's responsible for the same problem he's spent his career trying to solve: knowing what's actually happening in the pipeline. He's been on the wrong end of stale CRM data and gut-feel forecasts and has a direct point of view on what it actually takes for AI to do anything useful in a sales organization. He doesn't sugarcoat it. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Screenshot-2026-04-10-at-11.07.43-1.png) **Nick Keesler - AVP, Revenue Operations & Enablement, Aidoc** Nick Keeslar is a revenue operations leader with 10+ years in enterprise SaaS. He’s currently AVP of Revenue Operations at Aidoc, where he focuses on building a scalable commercial engine while helping commercial teams operate with a bit more clarity (and a bit less chaos). He works across sales, customer success, and implementation to turn strategy into something that actually shows up in the numbers. Lately, a lot of that work sits at the intersection of AI and GTM, figuring out how tools, data, and automation can make teams more effective without making the job more complex. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Nick-Keeslar-2-1-1.jpeg) ### Stop missing your forecast URL: https://www.revenueoperationsalliance.com/fix-your-forecast/ Last updated: 2026-09-04T20:34:02.000Z A practical guide from monday.com showing how top-performing revenue teams structure their operations, align cross-functional teams, and build predictable revenue engines — built for RevOps leaders and the CROs who depend on them. # From guesswork to predictable revenue Your blueprint for revenue excellence. Cut through the noise with monday.com and see exactly how top revenue teams align people, processes, and technology to drive predictable growth, no matter your company size. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/3DNYVpkek34OSYcUqB4New/_etCPYi7B9J41uVkn7nCDDuExazwSJusj1qj3hgsvxU1CKfcJx3xZjv8DX2h2F0T4sdjAwee5ey1ZxYC2n1QAbWLfYp5elGp_9ZZiiZsUiTod7-2WBo8yklRfefdexAv_2TXmOpfZCkGF-nmeGMSPz4_VVFd7UQBLWKEgEu9EY5RhJHCzWRcqcdb0dVgNp1x0zdoCipKUWoLqjuMHLXerw/i60UZAAJLaesaIyaj7C4gPZV-039BpI8Y7B-XpXlr-U) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-1.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/sO2_C5wRWHJHE0vKt9Ky3Q/tTs8DXTXScWNF72F0ypcBWpLbQq_4KVMtcA0EwtXhJ22huwnHydz1gtX4SpOPQGPDnJNS1GdpHLWcT03MR-Ktsj4VHleG5zGDI4GPq3SwXwvr1zabhfQdnlCfgio_dMNo39t2n_I-sozi4m5asr0YjqhOKNwRz55x2G18FYwlr8/ZVgiqipio1cSKlx9pmp3qDOQuWAUYhxQ96pmkIm-nuw) ## How top teams actually run revenue operations Inside, you'll find the exact metrics top teams track, the structures that enable cross-functional alignment, and the processes that turn fragmented sales operations into seamless revenue machines – giving you a clear roadmap to elevate your revenue function and prove its value to the C-suite. [Give me my copy](#download) ## What you’ll discover ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-3.svg) ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The real reason forecasts break has nothing to do with the **forecast itself**. **(Page 3)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Most sales teams are missing their forecast, and don’t realize **how far off they are**. **(Page 2)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Some of your\*\* “sure deals” \*\*might be the biggest risk in your pipeline. **(Page 4)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) A surprising amount of **“selling time”** isn’t actually spent selling. **(Page 3)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Forecast accuracy changes dramatically when **more than just sales** are involved. **(Page 6)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) AI is uncovering deal risks most teams **never see coming**. **(Page 4 & 8)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) The real competitive edge in revenue teams **isn’t what you think**. **(Page 10)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Top teams **don’t wait** for weekly reviews to catch problems; here’s what they do instead. **(Page 8)** ![bullet](https://www.revenueoperationsalliance.com/assets/img/check-bullet-point.svg) Hidden data issues could be \*\*quietly distorting \*\*your entire forecast. **(Page 7)** [Give me my copy](#download) ## Get your copy now Get the playbook top revenue teams use to structure operations, improve forecast accuracy, and drive growth. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/3DNYVpkek34OSYcUqB4New/_etCPYi7B9J41uVkn7nCDDuExazwSJusj1qj3hgsvxU1CKfcJx3xZjv8DX2h2F0T4sdjAwee5ey1ZxYC2n1QAbWLfYp5elGp_9ZZiiZsUiTod7-2WBo8yklRfefdexAv_2TXmOpfZCkGF-nmeGMSPz4_VVFd7UQBLWKEgEu9EY5RhJHCzWRcqcdb0dVgNp1x0zdoCipKUWoLqjuMHLXerw/i60UZAAJLaesaIyaj7C4gPZV-039BpI8Y7B-XpXlr-U) [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788566400000/3DNYVpkek34OSYcUqB4New/_etCPYi7B9J41uVkn7nCDDuExazwSJusj1qj3hgsvxU1CKfcJx3xZjv8DX2h2F0T4sdjAwee5ey1ZxYC2n1QAbWLfYp5elGp_9ZZiiZsUiTod7-2WBo8yklRfefdexAv_2TXmOpfZCkGF-nmeGMSPz4_VVFd7UQBLWKEgEu9EY5RhJHCzWRcqcdb0dVgNp1x0zdoCipKUWoLqjuMHLXerw/i60UZAAJLaesaIyaj7C4gPZV-039BpI8Y7B-XpXlr-U) ## Get your copy now Get the playbook top revenue teams use to structure operations, improve forecast accuracy, and drive growth. [Give me my copy](#download) ![](https://www.revenueoperationsalliance.com/assets/img/reports/decal-5.svg) ### How RevOps drives smarter, faster decisions URL: https://www.revenueoperationsalliance.com/how-revops-drives-smarter-faster-decisions/ Last updated: 2026-04-22T14:43:44.000Z The conversation we need to be having in RevOps right now is bigger than tools, bigger than dashboards, and bigger than whatever AI pilot your CRO saw on LinkedIn last weekend. It starts with [data](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/). It ends with judgment. And everything in between is about building the kind of structure that lets you run a business well. A bit about me first. I work at Teradata, where we service the world's biggest banks, healthcare companies, and telcos. If there's an app on your phone, there's a decent chance Teradata is powering the data analytics behind the scenes. We do around $1.5 billion in ARR with a go-to-market team of about 700 people handling large, complex deals. You have to be pretty big to buy what we sell. My job title has changed, as it usually does in RevOps. Today, I'm in charge of revenue strategy, planning, and performance inside the wider revenue operations and strategy team. Which means I get to do the things nobody else wants to do: turning complex ideas into systems we can actually execute, building management cadence, proving things work, getting buy-in from leadership, and making decisions from data that's rarely as clean as we'd like. Because here's the truth. Most of our data is bad. Some of it is great, but mixed in with a load of junk generated by salespeople, systems, and the natural messiness of doing business. If you've got perfectly clean data, I genuinely want to meet you. ## The career shift that taught me everything I got hooked on transformation while I was still a salesperson at National Instruments. I led a major change program, shifting from seven different sales processes across the world and four different CRMs to a single Salesforce instance with a common global process. Two thousand people involved. Eighteen months of my life. At the end of it, I knew I never wanted to do sales again. I wanted to do strategy. I wanted to work with cool data tools. That's where I've been for the last ten years. Along the way, I learned something that matters more now than ever: human judgment is still the most valuable thing you bring to the table. There are probably some of the best Excel users in London reading this. Technical skills, though, are going to get eaten by AI within a few years. My Excel skills are great. I know Claude or OpenAI or something else will match them soon. What I have that AI can't easily replicate is the ability to gather loads of context about a business, infer things, and come up with judgments at a scale the tools struggle with. Our brains are context machines. And context is everything in our world. So really, I'm good at making informed guesses and persuading people to follow me based on them. That's a skill worth protecting. [Revenue leadership in an AI-first worldIn this candid, free live session, People AI and Aidoc will be direct about what’s actually changed in the CRO role.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/ROA_Backstory_Meta--1-.png)](https://www.revenueoperationsalliance.com/revenue-leadership-in-an-ai-first-world/) ## The monster coming over the hill Here's what I want you to walk away thinking about. You can't stay a dashboard builder. Dashboard building will go the way of Excel wizardry. There's already a new AI plug-in shipping every week that'll build the perfect dashboard faster than you can. If your CRO is keeping you up at night demanding the latest view, that's a bad position to be in long-term. And there's a monster coming over the hill. AI has the potential to build a new world for RevOps or destroy it entirely. I asked [ChatGPT](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/), what to call the monster. It said Claude. I asked Claude. It said Gemini. I asked Gemini, and it said Grok. I asked Grok and it told me there was no monster and Elon Musk is the best person ever. So, you know, take that as you will. The monster is real. And the way to tame it is to stop being purely technical experts and start being signal architects. People who define the signals the business needs, separate them from the noise, and control what the AI gets fed. Feed it the right things, control it, and you've got an amazing beast. Feed it junk, and you've got chaos. Call it go-to-market engineering if you like. The title matters less than the mindset. Your job is to translate what your business needs into something sales, marketing, and customer success can actually use. ## How to think about data (hint: like food) If I told you today's lunch was going to be some flour, some eggs, a pot of boiling water, and some stinky cheese, you'd be worried. If I said fresh pasta with the finest parmesan on top, you'd be delighted. Same ingredients. Completely different framing. That's how data works. If we're going to feed the monster and feed our sales teams, we have to feed them good things. So the starting point is how we think about data. I borrowed this framing from our VP of financial services, Ben, who was talking about how financial services organizations should think about data. It applies cleanly to RevOps, too. Start with your data foundations. What's your revenue model? Product-led growth, sales-led growth, the revenue bow tie, a funnel, a flywheel. You'll have a CRM, marketing automation, revenue intelligence platforms, customer success platforms, planning tools, and engagement tools. And hopefully you've got a data store somewhere. A warehouse, a data mart, a lake, a lakehouse sitting on the lake. Stored data matters because your CRM is a snapshot. It forgets. Salesforce drops a lot of field history after 12 to 18 months. I've got a time machine on my data lake. I can go back five years and see exactly what Salesforce looked like at any given moment. That's the kind of capability you can't replicate from live systems alone. Then you've got the focus areas you engage around. For me, it's forecasting, planning, performance, enablement, strategy, and cross-functional alignment. Each of those needs tools to help you run the business. ## Data products are the unlock Here's a term that deserves more attention in our world: data products. Your raw data needs to be turned into something structured and reusable. Think of it as a recipe book. You might have a data product around opportunity forecasting, account prioritization, or adoption and usage. That structured set of data then drives use cases that deliver value. For forecasting, the use case might be me looking at the forecast and saying, "Nope, this isn't right." Or it might be AI-driven split analysis through a tool like BoostUp, which has genuinely gotten good at predicting whether a deal will slip based on activity patterns. Territory optimization. Lead prioritization. The point is to find things of value for the business. A data product is a governed, reusable building block. It has data contracts, inputs and outputs, clear ownership, interfaces (APIs, models, dashboards), and documentation. That last part matters. I once threw a large dataset into an LLM and asked it to query on it, and the response was essentially "I have no idea what any of this means." Feed it structured data with definitions, and you can ask natural-language questions like "tell me the best-performing AE based on the forecast," provided you've explained that the account owner is the AE, the unit path is the forecast category, and ARR matters more than total contract value. Documentation turns a dataset into something reusable. And it doesn't have to be complex. A data product can be an Excel file you generate once a week. Or it can be a full system. What matters is knowing where it lives, who owns it, and how it's managed. You start with reporting and dashboards exported into Excel. You move into governed analytics, KPIs, and refreshed data. Then predictive intelligence and embedded products. Tools like Clari sit at the top of this maturity curve around opportunity data. Building data products gives you a shared language for your business. You stop saying "look at the raw data" and start saying "here's the data product that explains this area of the business, and here are the use cases we can build from it." [How to spend your first 90 days in a senior RevOps roleYour first 90 days, your first month, is building relationships, building trust, not coming in with the answers, not coming in to fix anything.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/04/Tana-Jackson.png)](https://www.revenueoperationsalliance.com/how-to-spend-your-first-90-days-in-a-senior-revops-role/) ## Who needs your data products The CRO wants answers, though he'll say he wants data. Finance needs additional calculations and will never fully trust your numbers, because that's finance's job. Product needs customer insight, win/loss patterns, and usage behavior. Your vendors need structure, too. You can't just plug in tools and expect them to deliver value without a defined integration path. Strategy building needs it. Sales teams need insight and sometimes a kick. And AI needs it most of all. AI needs context, and context is structured knowledge. AI has a limited context window. It can't process everything in the world at once. It's trained on structured memory, which it can access quickly. If you want to build useful AI applications, you have to feed it high-quality structured knowledge with whatever situational data helps it do the job. Context windows fill up. Tools either warn you or just start hallucinating. Hallucinations happen elsewhere, too. I was with our enterprise architecture team recently, and we realized the finance team had been hallucinating. They'd made up account numbers because real ones didn't fit their models, and they hadn't told anyone. That's why we couldn't match 30 accounts across our systems. Finance hallucinates. Maybe they're AI. ## A real example: restructuring 700 people in seven weeks Let me tell you what this looks like in practice. Last year, a new CRO. Announced in April. We'd planned the year in January with a consistent territory structure we'd spent three years building. Then in April, he told me he thought we had inefficiencies in how we ran the business, that our geographic approach might be wrong, and that he wanted the go-to-market organization restructured by July. Seven weeks to do something that normally takes six months. First thought: Oh no. Second thought: this is exactly the kind of thing I love. We had to figure out whether geographies, industries, or segments should be the organizing principle. All three have valid arguments. Geography works until you've got one person in Thailand who can also be an industry specialist. Industries work until you realize we're huge in financial services, and Wells Fargo alone spent $400 million on AI infrastructure, so we're nowhere near saturated. Segments work when the long tail is companies like British Airways and HSBC. Then there's decisioning. Which industries have growth potential? Which has size? Are we actually penetrating them? Can a team in one country effectively manage an account in Japan, another in the US, and another in Germany, with all the language and procurement differences? Procurement in France, for example, is nothing like procurement in the UK. In France, procurement is a senior engineering role. Walk into a procurement meeting in Paris expecting to talk numbers, and they'll quiz you on specifications. You have to understand how countries work. Then productivity. I spend a lot of time on this. What's the best use of $100,000? US reps are expensive but sell big. India is more affordable, and some of our India AEs sell as much as our best Europeans at a fraction of the cost. Switzerland is terrifying. I need my Swiss teams to be more productive than two Americans each just to maintain the same ratios. We were in a good position because we had years of data products already built. Some were formal systems (Gainsight for customer health, structured productivity models, forecasting pipelines, long-range planning, quota models). Some were Excel files on my laptop, which I'd built three years earlier. Either way, they were documented and usable. We blended those data products into scenario models. Within a couple of weeks, we could look at potential around every account and every resource. My Excel file broke the machine every time I ran it, but I could model scenarios, build new tabs, and sit down with the CRO to say: Here are three options. I think option one is best. You might like option two. You'll hate option three, but it saves the most money. We went somewhere between options one and two. We built a structure with industry units spanning the world, geographic units with AEs who specialize in industries within their region, and a dedicated emerging markets unit for LatAm, the Middle East, Africa, and Asia, where we needed a scrappier partner-led approach rather than our usual streamlined enterprise model. Eighteen months in, some units are delivering major benefits, others have raised hard questions about whether we got the split right. That's fine. The point is, we built fast because we had data products to build with. ## Six rules for working with AI AI is useful. AI is also a monster. Here are the rules I work by. **One: No single platform does everything well at scale.** If you're small, something might cover most of what you need. As you grow, you'll find platforms are great at one thing and bad at others. Watch out for vendor lock-in, especially when a vendor holds your data and gives you back only the outputs. We saw this with conversation intelligence tools that ingest your calls but won't hand back the raw transcripts. Now you can't do anything else interesting with that data. **Two: protect your IP.** Your IP, both as a business and as a RevOps team, is extremely valuable. Understand where your data and your data products live. If the data product sits inside someone else's platform, it's their data product now. **Three: lead with use cases.** Use cases drive value, and value drives adoption. Build for fun, and nobody will use it. Build for the question "what's in it for me?" and people will. Then find parallel use cases that reuse the same data product. The most interesting companies are blending your data with genuinely new approaches. **Four: AI needs knowledge, and should be treated like an unfriendly, possibly incompetent coworker.** Would you give a toddler Salesforce admin access? No. Would you trust an AI with full automation across your systems and delete permissions? Jason Lemkin of SaaStr recently did something similar with vibe coding and discovered his production marketing database had been wiped. Scope what you give AI, define it tightly, test everything, and establish trust gradually. There's a documentary about a guy called John Connor you should watch. Search for Skynet. **Five: share knowledge carefully.** Build a knowledge hub that combines data products and feeds them to stakeholders. In my business, the knowledge hub is a person, Jessica Lee, who controls the critical Excel files that go to different teams. It can also be a system. Either way, retain control of what you value. **Six: build for speed.** Unstructured data is slow. Cool, but slow. Passing a thousand PDFs through an LLM one by one takes ages. Imagine asking someone to go into Waterstones and find the book with the best cacio e pepe recipe. They'd know roughly which section to look in, but they'd still be pulling books off shelves for hours. Structure matters, even for unstructured content. Vectors help (turning images and PDFs into directional components you can compare against each other, stored in a standard database). That's what a lot of the best vendors are doing under the hood. ## What we're actually building We're a knowledge and AI platform company with a long history in data, so we're eating our own dog food. Our data lakehouse in the cloud, called Transcend, holds structured, semi-structured, and analytical data. Our team built a model context protocol server so AI can talk to our systems and rapidly convert natural-language queries into SQL. On top of that, our enterprise architecture team built an interface with automation and an LLM (we use Claude). It pulls from Salesforce, ServiceNow, parts systems, telemetry, ERP, EPM, ZoomInfo, annual reports from the web, and content from Seismic, blending it into a structured context layer. Three live applications as of Q4: An automated account planning engine. Every five to 20 minutes, my phone pings with another email as the engine works through each customer, pulling telemetry, service cases, 10-K reports, investor materials, and behavioral data, then inferring what the account team needs for planning. A week's work of research delivered in minutes. It won't replace account planning, and plenty of its suggestions will be wrong. What it does is kickstart the process. Vectorized contracts. I can compare thousands of contracts in seconds. "Show me contracts that look like this one" returns instant results. That unlocks use cases for renewals and customer success teams around what customers are contracted for versus what they're actually doing. Automated business value assessments. Our customer solution architect team has built a system where the account team talks to Claude, Claude asks for specific documents, and it returns an assessment of the value the customer is getting and the areas similar customers exploit that they don't. This used to take months. None of this is built by our go-to-market team. Enterprise architecture stood it up with domain experts contributing context. My team and stakeholders from ops translated the business context into prompts. We're editing IT's original prompts to include messaging for 2026 and specific business logic. Scrappy, experimental, no formal process. We pick a deadline, release, and iterate. ## Where this leaves you If you take one thing away, make it this: stop building dashboards as your main output and start architecting the signals your business runs on. Build data products. Document them. Keep ownership of what matters. Feed AI structured, high-quality knowledge and treat it with appropriate suspicion. Lead with use cases that have clear value. Be the person who translates business complexity into systems people can actually use. The monster is coming. You can either feed it well and ride it, or you can keep pulling all-nighters building dashboards until the tool that replaces you ships next quarter. I know which one I'd pick. ### The 7x revenue multiplier hiding in your sales process URL: https://www.revenueoperationsalliance.com/the-7x-revenue-multiplier-hiding-in-your-sales-process-2/ Last updated: 2026-04-03T16:00:20.000Z We analyzed 12,000 sales calls across 23 organizations to understand what drives better outcomes. The results challenged everything we thought we knew about [sales performance](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/). The single biggest finding had nothing to do with talk tracks, objection handling, or closing techniques. It was something much simpler, and much harder to change. ## The AI adoption paradox Let me start with a question that might feel familiar. How many of you have deployed an [AI sales tool](https://www.revenueoperationsalliance.com/salesforce-revops-ai-agents/) in your organization in the last 12 months? If you're like most companies, you probably have. The real question is whether your AEs are actually using it regularly. And here's the kicker: can you attribute a measurable increase in revenue per rep to that tool? Based on my conversations with revenue leaders, that's the state of AI in sales right now. Massive investment, genuine excitement, and yes, the technology works. But for most organizations, revenue per rep hasn't moved. Before starting AmpUp, I spent years building AI models and AI agents at Google on the Gemini team. I mention this because I've seen how powerful these models are. They can do truly magical things. But I've also learned how to make them look great in a demo and then watch them fail in a field sales org. That gap between promise and performance is what we've spent the last few years trying to close. ## The negative cycle killing your AI ROI Here's what's happening in most sales organizations. You've captured the data; it's all there in your [CRM](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/), your Gongs of the world, your call recorders, your Slack. But most sales AI is like a gym membership that only lets you in after the workout is over. The insights show up after the meeting. The coaching happens the next week. Your reps are three meetings past that deal where they needed to correct something. They're walking into the biggest meetings of the quarter with what they remember after 10 minutes of googling and ChatGPT-ing. This creates a negative cycle that's hard to stop once it starts. There's a sea of AI tools, but none of them help before the meeting. Your reps are pressed for time, and they have to burn political capital every time they ask someone to record a call. If they don't see the ROI, they're going to stop doing it. Reps are smart; they kick the call recorder off and wing their prep with whatever personal system they have going. As soon as that happens, managers lose signal. Revenue numbers per rep might increase, might stay flat, but they're not attributable to your tools. And your reps end up saying that the AI tool you deployed doesn't work. The reality is you can't force your way into adoption. You have to build something worth adopting. When your reps aren't using a tool, it's telling you that the tool isn't providing the right value at the right time. ## The invisible performance gap Most AEs who've been selling for a while have strong intuition about what works. They've closed hundreds of deals over the years and think they know how to sell. But most reps have gaps they're completely unaware of. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### Your download is ready URL: https://www.revenueoperationsalliance.com/your-download-is-ready/ Last updated: 2026-03-23T13:10:01.000Z Check your inbox, you'll receive an email with your brochure. ## **See you in London.** ### Why most customer research fails to change strategy URL: https://www.revenueoperationsalliance.com/why-most-customer-research-fails-to-change-strategy/ Last updated: 2026-03-25T08:55:32.000Z Most companies today invest in [customer research](https://www.productmarketingalliance.com/your-guide-to-research/), and not on a small scale. According to [ESOMAR](https://esomar.org/publications/report-1), the global insights and market research industry now exceeds $140 billion in annual revenue, with tens of billions spent each year specifically on market and consumer research. Studying customers has become a mainstream, well-funded practice rather than a niche capability. I’ve worked across very different organisational contexts: early-stage startups, scaling companies, and large corporations. Unsurprisingly, the way research is done varies widely. In some teams, it’s handled by a single generalist. In others, companies rely on external agencies or build dedicated in-house research units. The approach usually reflects [budget](https://www.productmarketingalliance.com/kpis-versus-budget/), maturity, and internal structure. On the surface, everything looks right. And yet, this is where a quiet contradiction begins to emerge. Despite significant investments in understanding customers, many strategic initiatives never make it very far. Strategy changes are often filtered out early. Sometimes there isn’t enough evidence to defend them convincingly. Sometimes the timing feels wrong. And often, managers are simply reluctant to take on the risk of changing direction – even when the data points in that direction. What makes this particularly challenging is that the breakdown rarely happens at the execution stage. It happens much earlier, before a strategic shift is ever fully committed to. When I talk about strategic decisions, I don’t mean incremental [optimisations](https://www.productmarketingalliance.com/how-to-optimize-your-product-marketing-efforts/) or campaign-level tweaks. I’m referring to choices that fundamentally shape how a company shows up in the market: redefining the [ideal customer profile](https://www.productmarketingalliance.com/how-to-determine-your-ideal-customer-profile/), changing the primary [go-to-market](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/) motion, rethinking the core value narrative, or deciding which growth levers the business will deliberately stop prioritising. These are exactly the decisions teams hope customer research will support. In practice, however, research more often informs activity than direction. It produces knowledge, context, and validation, but not commitment. From the outside, it appears that research is happening and strategy is being discussed. From the inside, the link between the two is fragile and often breaks long before any meaningful change reaches the market. ## **Where research breaks in real teams** When customer research fails to influence strategy, it rarely breaks in one dramatic moment. More often, it erodes quietly across a few predictable fault lines – ones I’ve seen repeat themselves across companies of very different sizes and levels of [maturity](https://www.productmarketingalliance.com/the-pmm-maturity-blueprint-frameworks-for-building-teams-that-drive-business-impact-copy/). None of these reasons is surprising. Most PMMs will recognise them immediately, and we’ve all seen these dynamics play out, often more than once. ### **1\. Teams measure what’s easy, not what’s decision-relevant** Most research systems are built around methods that are familiar, defensible, and easy to operationalise: [surveys](https://www.productmarketingalliance.com/6-types-of-market-research-surveys/), [interviews](https://www.productmarketingalliance.com/designing-semi-structured-interviews/), usability tests, [A/B experiments](https://www.productmarketingalliance.com/is-a-b-testing-still-relevant-in-b2b-marketing/). These approaches are valuable, but they tend to privilege what customers can articulate over what actually drives decisions. As a result, teams become very good at explaining attitudes and preferences – and far less confident when it comes to predicting behaviour under real-world conditions, where risk, [emotion](https://www.productmarketingalliance.com/tapping-into-the-emotions-behind-b2b-buying-decisions/), and trade-offs matter. Over time, this creates a subtle [bias](https://www.productmarketingalliance.com/behavioral-economics-in-product-marketing/): insights feel informative, but not strong enough to justify strategic change. ### **2\. No one truly owns synthesis** In many organisations, research exists, but synthesis doesn’t. Findings live in decks, documents, and dashboards, often owned by different functions. Product, marketing, and research teams each interpret insights through their own lenses, but no one is explicitly responsible for translating them into strategic implications. In one of my previous roles, multiple high-quality studies pointed to the same underlying customer tension. Product teams saw it. Marketing saw it. Research documented it thoroughly. What was missing wasn’t evidence – it was ownership. No one felt responsible for turning that shared understanding into a clear strategic recommendation. The insight stayed visible, but inactive. ### **3\. Speed outpaces research cycles** Another common friction point is timing. [Product launches](https://www.productmarketingalliance.com/product-launch-checklist-framework/), [competitive pressure](https://www.productmarketingalliance.com/competitive-strategies-methodologies-framework/), and [revenue targets](https://www.productmarketingalliance.com/pmms-competitive-advantage-for-revenue-impact/) rarely wait for research to reach perfect clarity. When decisions need to be made quickly, research often arrives either too late or too fragmented to be persuasive. I’ve seen teams acknowledge that an insight was “probably right”, while still moving forward without it, simply because the moment to act had already passed. The issue wasn’t disbelief. It was a [misalignment](https://www.productmarketingalliance.com/achieving-alignment-in-product-marketing/) between research cadence and decision timelines. This doesn’t mean speed kills research. It means slow, sequential research models struggle to survive in fast-moving environments – especially when insights are not framed in a way that supports timely decisions. ### **4\. Strategic risk feels higher than evidence** Finally, even when insights are strong, changing strategy feels risky. Shifting an ICP, altering a go-to-market motion, or reframing the core [narrative](https://www.productmarketingalliance.com/why-your-product-needs-a-narrative/) carries visible consequences. Without a clear way to connect research findings to these high-stakes choices, managers tend to default to caution. In another case I worked on, the data clearly suggested that the current target segment was no longer the strongest growth opportunity. The insight was acknowledged and then quietly set aside. The perceived risk of changing direction outweighed the confidence teams had in defending the recommendation. This is rarely about intent. More often, it’s about how the system is set up. And it’s why simply “doing more research” rarely fixes the problem. ## **Why more research doesn’t fix the problem** When we look at the challenge from a distance, it’s easy to land on what feels like the natural solution: *just do more research*. If customer research doesn’t move strategy, then the instinct is to ask for more interviews, longer surveys, bigger samples, more tools, bigger budgets, or a dedicated team. I’ve heard that sentence in boardrooms and brainstorms alike. And yet, almost paradoxically, this rarely solves the real problem. It’s not that more research is a bad thing. It’s that without a clear mechanism for turning research into *direction*, all those additional studies just produce more insights that never quite change what a team actually does. I’ve been in situations where expanding the research function felt like progress: we had more data, more reports, and even more visibility on [customer behaviour](https://www.productmarketingalliance.com/what-influences-customer-behavior/). But when it came time to make strategic decisions – should we pivot our positioning? Shift our core segment? Change our go-to-market motion? The conversation rarely gravitated toward the research findings. Instead, it skidded into debates about risk appetite, timing, or [leadership](https://www.productmarketingalliance.com/product-marketing-leadership-resource-portal/) preference. What’s missing isn’t the quantity of insight. What’s missing is the orientation of the process. Most research systems are simply optimised to answer: what happened? or why might this be happening? And these are valuable questions. But strategy demands a different kind of input: what should we actually change because of this? And are we confident enough in that insight to put a strategic bet on it? When that distinction isn’t clear, research becomes upstream noise rather than a strategic lever. You can generate more and more insights and still end up with the same strategic inertia because none of them were framed in a way that helps a leader say yes instead of let’s wait and see. So the real barrier isn’t a lack of ideas. It’s a lack of structure around how insights are translated into choices. And that distinction between interesting versus decision-relevant insights is where the next shift must happen. ## **What changes when PMMs approach research differently** At first glance, it might seem that the answer to research not impacting strategy is simply “do better research.” But if that were true, we would see almost every company that invests in studies making clearer strategic decisions. And we don’t. Most customer research doesn’t fail because it is inaccurate. It fails because it is not decision-ready. It tells us what happened, sometimes even why people *say* they behave a certain way, but it rarely tells us what should change because of it. In strategic literature, there has long been a distinction between: - Descriptive insight - Decision-support insight And most customer research still lives firmly in the first category. Descriptive insight helps us understand what users notice, what they complain about, or what they prefer. It helps explain attitudes and perceptions. But it does not automatically answer the harder and riskier question: “Should we adjust our strategy because of this?” Put simply, research often produces accurate findings. What it rarely produces is decision clarity. This gap exists not because research methods are inherently flawed, but because many research systems are optimised for explainability – producing clean, internally coherent stories – rather than for predictive validity: the ability to reliably forecast what customers will actually do next. It is tempting to assume that more advanced approaches, such as neuromarketing or consumer neuroscience, will solve this problem. These methods aim to capture subconscious and emotional responses that traditional surveys and interviews often miss, and in many cases, they do offer a deeper view into pre-conscious drivers of behaviour. A [2024 study](https://link.springer.com/article/10.1007/s11042-024-19742-3) published by Springer showed that EEG-based neuromarketing data, when combined with machine-learning models, could effectively predict unconscious buying behaviour, outperforming some traditional approaches in identifying preference patterns. Likewise, [an overview](https://professional.dce.harvard.edu/blog/marketing/neuromarketing-predicting-consumer-behavior-to-drive-purchasing-decisions/) from Harvard Professional Education describes neuromarketing as a discipline designed to forecast consumer decisions by analysing physiological and cognitive responses, not just stated opinions. [A recent review](https://www.frontiersin.org/journals/neuroergonomics/articles/10.3389/fnrgo.2025.1542847/full) in Frontiers in Neuroergonomics also documents the growing use of neuroscience techniques across the [consumer decision journey](https://www.productmarketingalliance.com/customer-journey-template-framework/), linking emotional and cognitive signals to stages of choice. These findings are important, but they don’t change the core challenge. Even the most sophisticated behavioural methods won’t move the strategy on their own. They can surface signals that were previously invisible, but unless those signals are explicitly tied to real business choices. Who to target, how to position, and where to invest remain interesting descriptions rather than strategic guidance. What truly changes when PMMs approach research differently is not the volume of insight, but the discipline applied to synthesis and framing. This shift requires PMMs to operate less as *insight curators* and more as *decision architects*. It also requires acknowledging a difficult truth: not every validated insight deserves to shape strategy. These aren’t theoretical questions; they usually come up when teams are already under pressure to decide. - Does this insight reduce uncertainty around a high-stakes decision? - Does it predict behaviour that materially affects the business? - If we act on it, what becomes harder to reverse? This move, from curiosity to consequence, is subtle but critical. It marks the difference between research that lives in decks and research that genuinely reshapes direction. Behavioral and decision science helps here not because it replaces traditional research, but because it forces a higher bar. It pushes teams to look beyond explanation and toward prediction, beyond narratives that sound right, and toward signals that reliably forecast real decisions. When research is framed this way, it becomes more than information. It becomes a strategic signal: one that leaders can weigh, challenge, and ultimately act on with confidence. ## **When research exists, but the strategy doesn’t move** ### **Scenario 1: Research happens. Strategy stays the same.** This is the most common, and often the most frustrating, scenario. The company invests in customer research. Interviews are conducted. Surveys are launched. Usability tests and experiments are run. In some cases, a researcher is hired, or an external agency is brought in. On paper, the organisation is “doing research right.” And yet, when strategic conversations happen about [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/), go-to-market motion, or which [segment](https://www.productmarketingalliance.com/customer-segmentation-template-framework/) to prioritise, research rarely plays a decisive role. **What this looks like in practice:** - Insights arrive fragmented, often tied to specific initiatives or teams - Findings describe attitudes, preferences, and reactions - Different studies point in slightly different directions - No clear ranking exists between “interesting” and “strategically consequential” insights PMMs are left synthesising slides rather than shaping decisions. Research becomes something to reference rather than something to act on. Why doesn’t it move? - Insights explain what customers say or feel - They are not tested for their ability to predict real behaviour - They are not explicitly connected to irreversible choices As a result, research feels informative but non-binding. It supports execution [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) tweaks, [UX](https://www.productmarketingalliance.com/ux-and-marketing-an-edtech-power-couple/) adjustments, campaign ideas but stops short of influencing strategy. ### **Scenario 2: Research becomes a strategic input** In the second scenario, the amount of research conducted may be similar but the role it plays is fundamentally different. Here, PMMs take ownership not just of insight delivery, but of synthesis and decision framing. Instead of treating all validated findings as equal, PMMs introduce discipline: - Insights are ranked, not just summarized - Each insight is evaluated against its strategic consequences - Research outputs are framed around decisions the business must make The key shift is simple but powerful: research is no longer presented as “what we learned,” but as “what this allows us to decide with more confidence.” ### **Scenario comparison** ![](https://www.productmarketingalliance.com/content/images/2026/02/Scenario-comparison.png) ## **From insight accumulation to decision lenses** Once the contrast between these two scenarios becomes visible, the next question is inevitable: how do senior PMMs consistently tell the difference? In practice, this is where many teams get stuck. They sense that some insights feel more “strategic” than others, but lack a shared way to articulate why. As a result, decisions default to intuition, hierarchy, or timing rather than disciplined synthesis. What changes in teams where research does influence strategy is not a new method of data collection, but the introduction of decision-oriented lenses – explicit criteria that insights must pass before they are allowed to inform high-stakes choices. ### **Insight validation framework for PMMs** ![](https://www.productmarketingalliance.com/content/images/2026/02/Insight-validation-framework-for-PMMs.png) What they provide is something far more valuable: discipline. They make synthesis explicit rather than implicit. They replace intuition with shared language. And they allow PMMs to move from presenting findings to framing choices: from explaining customers to helping the business commit. This is the moment where customer research stops being a collection of observations and becomes a strategic input. Not because it is exhaustive, but because it is selective. ## **Conclusion** Across companies of all sizes, the same pattern repeats: research generates understanding, but decisions still default to caution, precedent, or timing. The gap isn’t in data quality; it’s in how insights are translated into choices the business is willing to commit to. This is where the role of the PMM becomes decisive. Not as someone who produces or presents insights, but as someone who takes responsibility for synthesis, prioritisation, and framing. Someone who is willing to say: this matters strategically, and this doesn’t, at least not now. Not every validated insight deserves to shape strategy. But the ones that do require clarity, courage, and structure to be acted on. And that shift is less about better research and more about better ownership. For an industry that invests billions in understanding customers, the real challenge is no longer learning more but deciding what to do with what we already know. ### How I built a 95% success rate with AI agents in revenue operations URL: https://www.revenueoperationsalliance.com/how-i-built-a-95-success-rate-with-ai-agents-in-revenue-operations/ Last updated: 2026-05-06T12:49:20.000Z Let me take you back to where this all started. Picture this: late 2000s, I'm working in B2B sales, and our biggest celebration moment was when the fax machine started shaking. That shake meant one thing: a signed contract was coming through. [Salespeople](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/) would literally sprint across the office to see if it was their deal closing. Fast forward to today, and I'm running a team that includes 42 [AI agents](https://www.revenueoperationsalliance.com/onboarding-ai-agents-like-people-the-secret-to-10x-revops-results/) alongside 18 human employees. The journey from those fax machine days to building AI-powered [revenue operations](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/) has taught me something crucial: the tools change, but the fundamentals of understanding your customer never do. ## The evolution that brought us here When I started in sales, the game was straightforward. You researched your [customers](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/), learned their language, and articulated their problems better than they could. That approach led me to help build the first sales development representative (SDR) team at a major tech company, where we achieved something remarkable: 69% of our reps hit their full quota within 24 months. But here's what changed everything. Remember when Google and Microsoft had to step up their game? They introduced new privacy policies and new ways of engaging with users. Suddenly, the channels we relied on became saturated. Today, if you look at your inbox, you can spot those AI-written emails from a mile away, the ones with the long em-dashes and that overly enthusiastic tone that screams "automated outreach." The numbers tell a stark story. We're seeing fewer accounts per rep, bigger quotas, fewer tools at our disposal, and incredibly crowded communication channels. Email and LinkedIn have become so saturated that "Hi {first\_name}, I noticed {job\_title}" doesn't count as personalization anymore. It's table stakes at best, spam at worst. ## Why traditional approaches are failing The consolidation in the market means you have permission to reach fewer accounts, yet quotas keep climbing. You need to be more personalized than ever, but the traditional playbook of manual research and outreach simply doesn't scale to meet these demands. This realization hit me hard when I was running my consulting business, helping early-stage founders implement customer-centric sales approaches. I quickly learned that consulting early-stage founders is, frankly, a terrible business model. But it taught me something invaluable: companies desperately needed scalable access to deep customer insights and personalized outreach capabilities. ## The agent-first approach that changes everything For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### Revenue Operations Summit New York 2026| OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-new-york-2026-ondemand/ Last updated: 2026-03-19T14:55:17.000Z All the action from Revenue Operations Summit New York, hear from Uber, Google, PayPal, and more. _This post is for paying subscribers only._ ### Chief Revenue Officer Summit New York, March 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-new-york-march-2026-ondemand/ Last updated: 2026-03-19T12:09:14.000Z Catch up from every session from CRO Summit New York, including talks from Adobe, Nielson, Monday.com and more. _This post is for paying subscribers only._ ### Product listening: How to turn raw feedback into real product influence URL: https://www.revenueoperationsalliance.com/product-listening-how-to-turn-raw-feedback-into-real-product-influence/ Last updated: 2026-03-25T09:36:23.000Z Picture this: You’ve got the opportunity to gather [product feedback](https://www.productmarketingalliance.com/flirting-with-feedback-a-product-marketing-managers-dilemma/) as a product marketer. How do you make it valuable without the whole exercise devolving into a stream of customer feature requests? I’ll share an A to Z product listening guide that walks you through the absolute essential steps from initial formulation of the effort to the final presentation of insights that’s worked wonders for me. I fine-tuned this process over the years. Let’s unpack what the barebones yet effective listening tour that punches above its weight looks like in 5 steps. ## 1 / Get crystal clear on the north star Here’s where you address the WHY and the WHO. Start by listing the project goals before you go any further. Why do you want to undertake this exercise, which usually lasts 4 to 6 weeks? You’ll have to get your reasons straight and secure the approval of your team leaders. Some of the common reasons why you want to go on a product listening tour include, ### **Product feedback** It’s your chance to identify gaps in the product - ex: [use cases](https://www.productmarketingalliance.com/the-role-of-use-cases-in-product-marketing/), [features](https://www.productmarketingalliance.com/not-all-features-are-created-equal-using-the-kano-model-in-your-messaging/). An opportunity to dive into unmet needs and find areas of improvement, especially when the same issues keep popping up consistently. ### **Roadmap prioritization** You may be well on your way to making your [roadmap](https://www.productmarketingalliance.com/product-roadmap-template-framework/) for the upcoming quarters a reality. This tour lets you validate or invalidate what you have on the roadmap and uncover new opportunities to prioritize depending on what you find. ### **Relationship building** It’s never a good idea to chase after your customers only when you want them to renew. Keep those ties warm even during the non-renewal months. Product listening tours offer product folks an opportunity to get closer to users. Now to the WHO. Who should serve as the primary audience for product feedback? Note that this doesn’t have to be a monolithic audience. You can create a cross-section of stakeholders you can reach out to with completely different characteristics. But ensure that you have a method to the madness. For example, are you looking at your top 20 merchants, partners, or agencies? Figure out your criteria. Again, it can be a mix of stakeholders. Once you’re done with that, you need to carve out specific contacts within each customer/stakeholder. For product feedback, you’re talking to users, and hopefully you have at least one or two people identified at each company. Lean on your sales reps, customer success managers, solution architects, partner managers, among others, to find the appropriate people. Collect basic details on their role, location, email, current engagement terms, and recent product activity. [How to create an effective revenue operations roadmapThe CEO of CS2 Marketing, CEO of Syncari, and VP of Global RevOps of Neo4j discuss how to create a successful revenue operations roadmap. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-365.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/annie-spratt-AFB6S2kibuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) ## 2 / Draw the boundaries for the endeavor WHEN and WHERE will this [qualitative research](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/) occur? That’s the question you want to answer in this step. Since you’ll likely have to execute within a compressed window and reach people in different time zones, I’d say go with online interviews to remove any complexity. Opt for 30-min online interviews to make it easy for anyone to participate. One side tangent: where possible, as your budget permits, I’d suggest scheduling a few in-person conversations with customers, assuming you can find them in clusters in specific cities. You’d want to aim for 1-hour interviews in this scenario. Finally, in the off-chance that you’re unable to talk to your preferred people in certain companies, you can opt for async feedback via survey using the same questions that we’ll talk about in the next step. Before we jump to it, you might be thinking about how many interviews would be ideal for each customer type. There’s a [ton of research](https://www.nngroup.com/articles/interview-sample-size/) on interview sample size. I subscribe to the rule of thumb that 8 to 10 interviews uncover 70 to 80% of what you need to know on any topic. See “[The Voice of the Customer](https://www.jstor.org/stable/183735)” paper to understand the thought process. You’re bound to see clear trends emerge from these many interviews. Feel free to schedule additional interviews if that’s not the case. ## 3 / Shape the questions and ‘officially’ recruit the folks It’s one thing to find time in your schedule for feedback, but a whole different ballgame to execute it right. The remaining steps cover this execution process, starting with the type of questions (WHAT) you have to ask. The process I use to hone in on the vital questions is called the [backward market research](https://hbr.org/1985/05/backward-market-research) exercise. It’s a simplified process to let you ask the least number of questions to get to the answers that help you make the decisions you care about. You can read more about it [here](https://www.strategyinprocess.com/blog/decisionmakinghack), but the following is a rundown of the major steps. **STEP 1** Start with the decisions you want to make: What will the information help me do? How can I apply these results? **STEP 2** Figure out the right, minimum number of data points to make those decisions. **STEP 3** Build the appropriate questions to uncover those data points. **STEP 4** Use the most effective sources to answer those questions. You don’t have to worry about STEP 4 in our current scenario, since it’s all interviews, which also brings us to the next action: recruitment. You’d approach recruitment differently if you met the contact in person, but, as established earlier, this write-up will focus strictly on online interviews. A couple of caveats for the email you want to send out. Reach out to the sales/partner/account rep first if there’s one for the company where your contact works. Validate any sort of [communication](https://www.productmarketingalliance.com/stakeholder-communication-plan-template-framework/) with them first. After that, what matters are a clear subject line that includes your company and team name, an email message that’s not too long and indicates the goal of the project, and, finally, a simple booking link before you sign off, so every contact can pick a time slot that works for them. Keep the booking link active for about 2 weeks while you send these emails with options for days spanning the duration of this effort. Close the link after that! ## 4 / Build a sustainable interview workflow Let’s now focus on the HOW of conducting online interviews here and think through everything you do before the interview (pre-interview) and during the interview. ### Pre-interview Hopefully, with all the scheduling efforts from earlier, you’re able to get the right folks to the interview. You may, in certain situations, end up with multiple folks from each company on the same call, and that’s fine. The pre-interview work is mostly about learning about the company and each interviewee. At a high level, what’s their business model, current state of business, their experience with your offerings, specific needs, use cases involving your product, engagement history, thorny issues, topics to avoid, standout projects, etc. Try reflecting on what pieces of the roadmap you want to share with them and how you want to share them. You may want to disclose parts of your roadmap or share it in full for feedback. Either way, make a call.​ Finally, consider NDAs and related concerns if you’re worried the roadmap may spill beyond this conversation. Be clear right from the get-go that it’s confidential and can only remain within this interview. ### Actual interview You’ve got one more chance to tweak your questions from the backward marketing exercise. Make it specific to each company/interviewee, knowing what you know about their experience with your product so far. These interviews are not meant to be rigid. Consider these questions a map, and while you get through them, balance organic feedback with targeted follow-ups as applicable. ​ Suggest that at least one of your [PMs](https://www.productmarketingalliance.com/whats-the-difference-between-a-product-manager-and-a-product-marketing-manager/) join the interview to give themselves another option for hearing the ‘voice’ of the user and buyer. The PMs may be handy for answering any unplanned technical questions you get from the customer. The same goes for the customer success lead. If there’s a dedicated lead for the company, get them to join the call to further [nurture](https://www.productmarketingalliance.com/lead-nurturing-track-template-framework/) their partnership with the customer. ​ Onto some edge cases.​ What if the interviewee has way too many questions for the PMs/PM team? Schedule a separate follow-up deep dive to cover those topics. Don’t derail this conversation. Stick to the goals. What if the interview has gone through multiple rounds of reschedules? You may entertain async feedback by giving interviewees the questions ahead of time and letting them offer detailed responses. ### On interview notes Record EVERYTHING, including details like the names and roles of the attendees. Obviously, inform the interviewees that you’ll record it strictly for internal analysis and that it won’t be public. Record the video of the call and enable the transcription option. Incorporate the AI notes option (ex: Gemini in Google Meet, Otter, etc.) You’ll thank yourself later during the analysis. The AI notes also let you get a quick TL;DR summary for every interview. Recording the video of the call lets you capture anything your interviewee shares about specific use cases or issues they encounter with your product.​ Even if you let AI take notes, I strongly suggest you write down your OWN NOTES too. I know. I know. It sounds like a lot of work, but you have much more context for the conversation. There may have been nuances in the conversation that you're privy to. Capture those, too. Figure out your own structured note-taking process, specific abbreviations for your thoughts, follow-up action items, follow-up questions within the call, certain quotes, points of emphasis, and more. ## 5 / Analyze the results deeply and distribute regularly Think of this post-interview analysis and distribution step as a combination of four major activities: collecting all your key artifacts, conducting the analysis, deriving final insights, and evangelizing those insights. [Analysis of Go-to-Market for top AI-first productsGaurav Nemade analyzes the GTM strategy of 3 AI-first start-ups and furthers our understanding of a successful GTM strategy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-366.png)Revenue Operations AllianceGaurav Nemade![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--4--1.jpg)](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) ### On artifacts Be diligent about collecting artifacts after every single interview. At a minimum, try to collect these for every interview: detailed transcript, video of the interview, evidence (where applicable) on product issues, comments, shared items from the interviewees, executive summary of the interview, and feedback from the interview aggregated into themes, inclusive of relevant quotes from every attendee. ### On analysis and presenting insights I can write a separate essay on analysis methods, and you can expect one sometime in the near future. In the meantime, consider a top-down and bottom-up approach. Aggregate all interviews first to analyze themes across them. And then look at each interview individually to do the same. What are the common themes vs. outliers? Analyze overall responses to each question.​ Let’s talk briefly about structuring insights. You’ll find out what works for your team. But here’s my suggestion on how to approach it. You want to touch on 3 areas: top 5 themes, feature request lists, and finally, PMM action items. ​ The top 3-5 themes are fairly self-explanatory. What are the top 3 to 5 themes (for ex) that you’ve uncovered across all the interviews? Add context and depth as you see fit. Call out specific quotes that further add context to each theme. ​ Moving to [feature request](https://www.productmarketingalliance.com/how-to-prioritize-feature-requests/) lists. Here’s an area where AI and some due diligence will come in handy. What are the different feature requests you heard about during your interviews, and can you classify them into themes or product areas? The classification also helps you assign product owners for the eventual feature prioritization and development effort. As always, include quotes to support these feature requests. It’s been all about the product team so far. I also want you to focus on what PMM can do with this treasure trove of insights into gaps, issues, and behaviors. Here’s an area where I want you to shift your thinking. Look at product marketing as the discipline of shaping behavior: not just generating [awareness](https://www.productmarketingalliance.com/5-actionable-tips-to-boost-your-product-awareness/) or usage, but identifying and resolving what stops someone from taking action. It’s easy to jump to tactics, but ground your work in behavioral science frameworks (see: [COM-B model](https://thedecisionlab.com/reference-guide/organizational-behavior/the-com-b-model-for-behavior-change)) and layer it into the PMM workflow. Ask yourself, keeping in mind the audience of interest, **QUESTION 1** What’s the [behavior](https://www.productmarketingalliance.com/behavioral-economics-in-product-marketing/) to change? **QUESTION 2** A behavior won't change if any of the following are weak or missing: capability, opportunity, or motivation. Capability = Can they take the action? Opportunity = Can they access the action? Motivation = Do they want to take action? **QUESTION 3** What does it impact on your end? (think KPIs, drivers, outcomes) **QUESTION 4** What are your prioritized (PMM) tactics in light of all these? That shift helps you design more focused and creative PMM tactics, whether it’s getting developers to adopt a new [API](https://www.productmarketingalliance.com/the-api-framework-you-need-to-improve-cross-functional-relationships/) or getting partners through a migration. It makes the PMM work more strategic, more diagnostic, and more impactful. ### On distribution This one’s CRUCIAL: Find how insights spread across your teams. It’s pointless to do all this great work and not let it shine for others to build on it and do their own great work. Figure out how you can squeeze these insights into existing rituals. Can it be part of all hands? Can specific leaders in Slack channels highlight it? Can you record a video to share with folks while you evangelize other artifacts alongside it? Do everything you can to make the noise and draw attention to these valuable insights. One final touch: reach out individually to team leads and members to share your insights and make sure they didn’t miss it! ## A few additional thoughts… You have the opportunity to create a reinforcing loop that begins with a listening tour at the start of every calendar year. You can use it to reflect on the past year (ex: [product feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/), PMM initiatives) and shape the year ahead (new initiatives, product roadmap). Aim to formalize the path from interview to insights to PMM tactics. This should turn into an annual listening ritual. A couple of things to consider on how you can formalize a yearly ritual: - Aim to start with a short survey to expand the voice beyond the top 20 for your target audience. - Use the survey to figure out who’ll be well-suited for a deep dive conversation. Include a few returning interviewees. - Test your existing [messaging](https://www.productmarketingalliance.com/product-messaging-framework-template/) by audience as you go through the tour. - Shape the year’s narrative: be it [value props](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/), [pain points](https://www.productmarketingalliance.com/understanding-user-pain-points/), or [personas](https://www.productmarketingalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies/). Understand market shifts. Challenge core assumptions. - Help inform the PM roadmap: proof points, feature requests, and direct new development. - Share with the widest audience: think of the impact on other teams. ## One last point! You want to leverage the listening tour to offer the quintessential ‘voice of \[audience of interest\]’ resource. Use the yearly listening tour to: (i) extract quotes, insights by theme, (ii) inform [GTM](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/), campaigns, [case studies](https://www.productmarketingalliance.com/what-is-a-case-study/), social, webinars, (iii) feed copy that resonates across assets, (iv) provide ‘meatier’ messaging for [launches](https://www.productmarketingalliance.com/6-best-practices-to-balance-launches-and-adoption/), (v) identify early adopters for future releases, (vi) inject new case studies across your audience of interest, and (vii) revisit progress around mid-year for reflection and re-anchor your product as applicable on the back of the insights. ### A revenue leader's framework for handoffs that don't break URL: https://www.revenueoperationsalliance.com/designing-a-revenue-engine-that-actually-works/ Last updated: 2026-05-25T15:43:41.000Z ## **Want to stop losing revenue at the handoff?** We're holding a **live webinar** with monday.com on May 14 that'll give you the exact framework their revenue leaders follow to nail the handoff. ### Key takeaways: Join the complimentary live session to discover: - One practical action to operationalize shared ownership immediately - How to align messaging and pipeline strategy before launch - How to define ownership clearly at every transition point - How to replace reactive coordination with structured, repeatable playbooks - Why revenue breakdowns happen at handoffs ## **Why you need to attend** Too often, great strategies fail. Not because the plan is wrong, but because handoffs fall apart. When teams rely on informal coordination rather than structured execution, responsibilities blur, ownership fades, and supporting functions like RevOps, Enablement, and Customer Success are often brought in too late to prevent misalignment. The result? Last-minute fire drills, shifting priorities, and frustrated teams scrambling to keep initiatives on track. Join our ***complimentary live session*** with **monday.com** on **May 14** to learn how to design repeatable, structured playbooks that align your teams, clarify ownership at every step, and turn complex launches into smooth, predictable wins. No more scrambling, blurred responsibilities, or frustrated teams. Just clear handoffs, every role owned, and every launch fast-tracked to win. ### **What you’ll learn** **Why revenue breaks at handoffs** Recurring initiatives expose gaps in ownership. Learn how misalignment at transition points creates execution risk and how to fix it. **Replace chaos with playbooks** Move away from last-minute coordination. Build structured, repeatable processes for launches, promotions, and incentives. **Define ownership clearly** Eliminate confusion by embedding decision rights directly into your workflows, so every team knows who owns what…and when. **Align before you launch** Ensure marketing, sales, and operations are working from the same plan before execution begins. Ready to transform your next launch? ### **Meet the experts** **Christopher Douglass: Senior Sales Leader & CRM Strategist, monday.com** Chris is a seasoned sales leader in the technology sector, helping revenue teams unlock the full potential of modern CRM platforms. As Senior Manager of mondayCRM at monday.com, he combines strategic leadership with hands-on expertise in sales operations and CRM strategy. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/03/0--1---1--1.png) **Josh Soto: Marketing Operations Manager, MITER Brands** Josh Soto is a Senior Marketing Operations Manager at MITER Brands, where he leads initiatives to streamline and scale marketing operations across teams and brands. With deep expertise in workflow automation and operational design, he transforms siloed processes into connected systems that drive visibility, accountability, and impact. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/03/1761695166566--1-.jpeg) ### Why segmentation is the secret to the rule of 50 SaaS success URL: https://www.revenueoperationsalliance.com/why-segmentation-is-the-secret-to-the-rule-of-50-saas-success/ Last updated: 2026-03-25T09:30:29.000Z I'm Paul Ross, and I run revenue operations at Infoblox. Before that, I worked at Dynatrace just up the street. Both companies share something special: they're rule of 50 [SaaS companies](https://www.revenueoperationsalliance.com/the-dangers-of-outsourcing-saas-development-vs-keeping-it-in-house/). And through my experience at both, I've discovered that proper customer segmentation can transform your sales productivity in ways most RevOps teams haven't fully realized yet. Let me share what I've learned about building segmentation strategies that actually work. ## Understanding the rule of 50 (and why it matters) You might be familiar with the rule of 40 for SaaS companies. If you take your [revenue growth](https://www.revenueoperationsalliance.com/revenue-in-plain-sight/) percentage and add it to your profitability percentage, hitting 40 or above means you're doing well. Think about massive companies like Microsoft or Oracle; their growth might be 15-20%, but their profitability makes up the difference. The rule of 50 takes this further. These are exceptionally efficient companies that have figured out something most haven't. When I joined Dynatrace as my first rule of 50 company, I noticed they did things differently. Some of those differences were the secret sauce behind their efficiency. Others were areas ripe for improvement. The biggest opportunity I found? Customer segmentation. ## The real problem with traditional territories Here's what I've seen at company after company: sales reps get assigned territories based on geography, handed 100+ accounts, and told to go make their number. Sound familiar? At Dynatrace, our commercial teams had over 100 accounts each. They couldn't possibly work all those accounts effectively in a year, especially when you factor in subsidiaries, locations, and different departments. We were leaving money on the table because reps were spread too thin. The math is simple but painful. When reps have too many accounts, they cherry-pick. And here's the thing: closing a $10,000 deal often takes the same effort as closing a $100,000 deal. So where do you think they spend their time? Even worse, we discovered through analysis that those small deals, what we call the long tail, have much higher churn rates than larger accounts. We were investing sales resources in accounts that were likely to leave anyway. [Why most customer research fails to change strategyAccording to ESOMAR, the global insights and market research industry now exceeds $140 billion in annual revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-367.png)Revenue Operations AllianceAnna Pismennaia![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Carol-Robinson--2-.png)](https://www.revenueoperationsalliance.com/why-most-customer-research-fails-to-change-strategy/) ## Why customer segments actually matter [Segmentation](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/) solves multiple problems at once. First, it creates focus. When you give reps the right number of accounts with the right potential, they can actually work them properly. Second, it drives alignment. You're mapping your resources to your best opportunities, which optimizes your cost of sale - the metric that really matters. Think about it this way: if 20% of your accounts represent 80% of your potential (and in my experience at two different companies, this ratio held within 1%), why would you spread your resources evenly across all accounts? You're essentially wasting 80% of your sales effort. ## Getting the fundamentals right So, how many accounts should a rep have? There's no universal answer, but here's what you need to consider. Start with account types. At Infoblox, our major account reps handle just a few massive accounts; the Walmarts, American Airlines, and Best Buys of the world. No prospects, just pure expansion. On the other end, our commercial mid-market reps handle about 250 accounts, with 220 being prospects. They're essentially a new logo engine. You also need to think about activity levels. How many of those accounts have zero activity? If you assign someone 200 accounts where 150 have never engaged, how many can they realistically activate? One of our sales directors had an interesting approach. He'd hold back half the assigned accounts in Salesforce. "I'll give my reps 100 accounts," he told me. "When they've fully worked those and need more, then I'll release the rest." Smart thinking. Focus drives results. ## The account potential calculation We developed something called account potential (AP) to guide our segmentation. For us, it was more sophisticated than just employee count, though that's where we started since some of our products are priced by employee. We looked at multiple factors: employee count at the reporting company level (think top of the Dun & Bradstreet hierarchy), industry vertical, geographic region, and cloud spending indicators. Different industries and regions have different propensities to buy from us. Then we validated it against our best customers. We took our largest accounts, assumed we weren't 100% penetrated (we added 30% as a buffer, though sales told us that was too conservative), and calculated potential per employee. That became our benchmark for the rest of the cohort. The validation step is crucial. We spent months testing with regional managers, asking: Do the biggest accounts in your territory actually look like the biggest opportunities? Are we missing anything obvious? The feedback was invaluable for fine-tuning our model. ## Building your segmentation strategy When you're ready to segment, you need to decide on your primary dimension. Size is common; we use account potential. But there are other valid approaches. Some companies segment by vertical because healthcare requires different expertise than financial services or the public sector. The value propositions, sales cycles, and buying processes differ significantly. Others segment by consumption model. Some customers want on-premise licenses, others prefer cloud subscriptions, and some want enterprise agreements where they can mix and match. Each requires a different sales approach. The key is this: if your go-to-market motion is identical across segments, you haven't really segmented. You've just reorganized. True segmentation means different sales motions for different segments. ## Our four-segment model Let me walk you through what we implemented at Infoblox. **Major accounts** sit at the top. The far left of that 80/20 curve. These reps have just a handful of massive accounts, all existing customers. Pure expansion play, no prospecting needed. **Enterprise,** we split into hunters and farmers. Why? Because we discovered our hybrid reps were making 90% of their number from existing accounts. Tech refresh opportunities were so rich that reps would ignore new logo acquisition. By forcing separation, we ensured both motions got proper attention. For hunters, we gave them zero existing ARR but about five times the account potential of farmers. With an average of 60 accounts and a 6-9 month sales cycle, they had enough opportunities to hit their $500-600K quotas, aggressive but achievable for new logos. **Commercial** stayed largely unchanged. It was already working well with reps handling smaller accounts below $200K in potential. **The public** **sector** became our only true vertical segment. Different selling motion, different expertise, different management structure. It made sense to separate it entirely. [Account Based Marketing Segmentation (How-To Guide)Account based marketing comes down to effectively segmenting the different accounts on your books according to things they have in common. These attributes affect the way you’ll interact with them.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-368.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/10-account-based-marketing-email-examples-to-level-up-your-campaign-1.png)](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/) ## Making segmentation work in practice You might be thinking, "This sounds great, but what about smaller markets where I only have one rep?" Fair point. Sometimes geography forces your hand. You can't always achieve perfect segmentation. But even in those cases, the exercise of analyzing your account base by potential is worthwhile. You'll discover insights about where to focus that rep's limited time. The goal isn't perfection. It's optimization. Even partial segmentation beats the traditional "everyone gets everything" approach. ## Measuring what matters How do you know if your segmentation is working? We track three key metrics: **Sales productivity** is measured as dollars per rep. This should increase as reps focus on accounts with appropriate potential for their segment. **New logo capture** in both count and ARR. Dedicated hunters should drive this metric up significantly. **Cost of sale** by segment. Your commercial segment might have a higher cost of sale percentage, but if they're capturing future growth, it's worth it. Your major accounts should have the lowest cost of sale since they're pure expansion. ## The transformation in action The results speak for themselves. By moving from geographic territories with mixed accounts to potential-based segments with specialized go-to-market motions, we've seen dramatic improvements in sales productivity. Reps are happier because they're not overwhelmed. They can actually work their territories properly. Managers are happier because they can coach to specific motions rather than trying to help reps juggle everything. And most importantly, we're capturing more revenue from both; existing customers and new logos. ## Your segmentation journey If you're considering segmentation for your organization, start with the data. Map your accounts by whatever measure of potential makes sense for your business. You'll likely find that 80/20 distribution. Then ask yourself: How can I create different go-to-market motions for different parts of this curve? What would a low-cost, high-velocity motion look like for the long tail? What would a high-touch, strategic motion look like for your largest opportunities? Don't try to boil the ocean. Start with one clear segment distinction; maybe separate your hunters and farmers, or carve out a vertical that requires unique expertise. Prove the model works, then expand. Remember, the goal isn't to create complexity. It's to align your resources with your opportunities in a way that maximizes productivity and growth. When you get it right, you'll wonder how you ever managed without it. The path from good to great in SaaS isn't about working harder. It's about working smarter. And proper segmentation might just be the smartest thing you can do for your revenue organization. ### The ACE framework: Transforming cross-functional chaos into revenue results URL: https://www.revenueoperationsalliance.com/the-ace-framework/ Last updated: 2026-03-11T19:06:02.000Z Let me paint you a picture that might feel uncomfortably familiar. Picture this: You're sitting in a conference room with stakeholders from across your revenue organization. The SVP of Sales is complaining that your [CRM](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) is broken. Marketing's upset that Sales won't follow up on their leads. Your CEO just wants accurate reporting for the board. And Implementation is frustrated, they're getting deals with zero context. Sound like your last quarterly [business review](https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/)? This exact scenario played out in my previous role as SVP of Revenue Operations and Enablement. I walked into what I call "the meeting of misaligned expectations" and realized everyone thought they had different problems. The truth was, they all had the same problem: they just couldn't see it yet. ## When everyone's problem is actually the same problem In that memorable meeting, I met with five key stakeholders, and each one had their own version of what was broken. Mary, our SVP of Sales, immediately launched into how HubSpot was eating up her team's selling time. "My reps spend more time clicking boxes than talking to prospects," she said. Fair point. Then Larry from Marketing jumped in with a look on his face that... well, imagine accidentally stepping in something unpleasant on your way out the door. That was Larry's expression when Mary criticized the system he'd built. His response? "We generate quality leads. Sales just can't close them. Maybe you should focus on sales training instead." Josh, our CFO, kept it simple. He wanted his reports. His pie charts. His board deck. That's all he cared about: getting accurate data for his quarterly presentations. Meanwhile, Joe, our other sales leader, insisted his team could close deals just fine. The problem, according to him, was that everything fell apart once deals moved to implementation. "It's like sending deals into a black hole," he complained. Jamie from Implementation had a different take. "We get deals with zero information. No stakeholder details. No context. Half the time, customers ghost us and then cancel." Here's what struck me: They were all describing symptoms of the same underlying issue. We had a massive go-live problem that was bleeding revenue. In our business, outsourcing, not SaaS, if clients weren't trained and operational, we weren't getting paid. Period. This wasn't just about hurt feelings or departmental friction. This was about revenue. Real money was left on the table because our teams couldn't work together effectively. [The AI-accelerated go-to-market playbookA GTM playbook built around a 120-day game clock – from pre-game intelligence through launch and beyond.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-363.png)Revenue Operations AllianceThomas Doherty![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---demostack-Stop-the-GTM-tug-of-war-How-to-turn-friction-into-revenue--1--1.png)](https://www.revenueoperationsalliance.com/the-ai-accelerated-go-to-market-playbook/) ## Why RevOps struggles with strategic influence After nearly 25 years in this business (yes, I started selling Yellow Pages ads, Google it if you're under 30), I've learned something crucial: RevOps professionals face a unique challenge when it comes to influence and collaboration. Consider these sobering statistics: Only about half of respondents in a recent Sales Ops survey view RevOps as truly strategic. The other half? They see us as tactical executors. Even worse, 79% still categorize RevOps as "sales-adjacent," despite our broader mandate across the entire revenue engine. Here's the kicker: When [adoption](https://www.revenueoperationsalliance.com/ai-adoption-blueprint/) rates tank or conversion metrics miss targets, guess whose problem it becomes? Ours. Even though we don't have direct control over the sales team's behavior or marketing's processes. We can't force anyone to use the tools we implement. We can't make sales reps follow the processes we design. We spend 30-50% of our time collaborating with other departments, yet we often lack the formal authority to drive change. We know where all the bodies are buried in the organization; we see the inefficiencies, the broken handoffs, the wasted opportunities. But knowing and fixing are two very different things. This is why I developed a framework that's helped me navigate these challenges and actually drive meaningful change. I call it ACE: Ask, Collaborate, Educate, and Execute. ## The ACE framework in action Let me break down each component and show you how to apply it in your organization. ### Ask: The power of understanding before solving Most RevOps professionals make a critical mistake early on. We come in with solutions before we truly understand the problems. We're excited about that new tool, that process improvement, that integration that's going to change everything. Stop right there. Instead, start with questions. Open-ended questions. When I meet with stakeholders, my opening line is simple: "Tell me about your problems." Then I shut up and listen. This approach does several things. First, it positions you as an ally, not a threat. People often worry that RevOps will come in and take away their tools, their processes, their control. By asking questions first, you're showing respect for their experience and expertise. Second, it uncovers the real issues. In my story above, everyone thought they had different problems. Through careful questioning, I discovered they were all struggling with the same broken handoff process, they just experienced it differently. Here's how to ask effectively: Start with broad questions about challenges and pain points. Don't lead with "Would you like to try Outreach or SalesLoft?" Ask "What's preventing your team from hitting their targets?" or "Where do you see the biggest bottlenecks in your process?" Dig deeper with follow-ups. When someone says, "The CRM sucks," ask them to walk you through their typical day. Where specifically does it fail them? What would "good" look like? Map out data sources and system ownership. Who owns what? Where does data flow? What systems don't talk to each other? I once discovered we had four separate Sales Navigator licenses being expensed by individual reps because no one knew others wanted the same tool. Create a visual representation of your findings. I use a simple bowtie model showing the customer journey with all our processes, metrics, and tools mapped around it. No vendor logos; I learned that lesson the hard way when it turned into a tool debate instead of a process discussion. ### Collaborate: Building bridges, not silos Vanilla Ice had it right: "Stop, collaborate and listen." (Yes, I just aged myself again.) Collaboration in RevOps requires intentionality. You can't just work with the people you like or the departments that "get it." You need to build relationships across the entire organization, including, especially, with the people who might resist your initiatives. Here's the hard truth: You won't like everyone you work with. Some stakeholders will be difficult, resistant, or just plain unpleasant. But if you only collaborate with your allies, you'll never achieve the cross-functional buy-in necessary for real change. Set up regular touchpoints with key stakeholders. These might be formal one-on-ones with C-suite executives or informal coffee chats with individual contributors. The format matters less than the consistency. Find out what each person cares about. The CFO wants accurate forecasting. The sales manager wants easier pipeline management. The implementation lead wants complete customer information. Understand their priorities and speak to them. Create collaborative exercises that bring people together. One of my favorites is building a customer journey map as a group. Get representatives from each department in a room (or on a Zoom) and map out every step of your customer's experience. You'll be amazed at what each team doesn't know about the others' processes. Build your network of truth-tellers. In every organization, there are people who will give you the real story, not the sanitized version. Cultivate these relationships. Tell them explicitly: "Don't sugarcoat it. If this process sucks, I need to know why." Focus on upward collaboration, too. Your ability to influence the C-suite directly impacts your effectiveness. Help your boss look good by preparing them with data and insights. Volunteer to present findings or lead initiatives that give you visibility at the executive level. ### Educate: Tailoring your message for maximum impact Communication is where many RevOps professionals stumble. We get excited about process improvements and system optimizations, forgetting that our audience doesn't share our enthusiasm for field mapping and workflow automation. The key to effective education is tailoring your message to your audience. What works for a sales rep won't work for a CFO. What resonates with marketing might fall flat with customer success. First, understand how your organization communicates. I once sent a detailed process update via email at a company where everyone lived in Slack. Guess how many people read it? Right. Zero. Know whether your company prefers email, Slack, Teams, or carrier pigeon, and use the appropriate channel. When communicating up, focus on outcomes, not activities. Your CFO doesn't care that you reduced the opportunity object from 250 fields to 60\. They care that sales reps now spend 15% more time selling, which should increase the pipeline by $2 million this quarter. Use multiple formats to reinforce your message. Some people prefer written updates, others want a quick video, and some need to see it in a dashboard. I've found success creating short Loom videos for complex process changes, then following up with written documentation and live Q&A sessions. Make it about them, always. Frame every change, every initiative, every request in terms of "What's in it for me?" from their perspective. Salespeople don't care about data hygiene; they care about closing deals faster. Marketing doesn't care about lead routing; they care about attribution and ROI. Build credibility through small wins. Before tackling that massive CRM overhaul, fix something small but annoying that's been bothering people. When you deliver on the small stuff, people trust you with the big stuff. ### Execute: Where strategy meets reality Here's where the rubber meets the road. You can ask all the right questions, collaborate beautifully, and communicate flawlessly, but if you don't execute, none of it matters. Execution in RevOps is particularly challenging because we're often implementing changes that require behavior change from people who don't report to us. We're asking sales reps to adopt new processes, marketing to change their lead scoring, and customer success to update fields they've been ignoring. Start with a pilot group. Don't try to boil the ocean. Find a friendly team or region willing to test your changes. Work out the kinks with people who want you to succeed before rolling out to skeptics. Measure everything, but focus on what matters. Yes, track adoption rates and process compliance, but tie everything back to revenue impact. When you can show that teams following the new process close deals 20% faster, adoption takes care of itself. Address the root cause, not just symptoms. In my opening story, we could have just trained sales on better handoffs to implementation. Instead, we rebuilt the entire process, created automated workflows to capture and transfer critical information, and established SLAs between teams. We attacked the root cause, not just the visible problems. Plan for resistance and iteration. Your first version won't be perfect. Build in feedback loops and be ready to adjust. When Jamie from Implementation said our new handoff process was missing key fields, we added them. When sales said the workflow created too many tasks, we consolidated them. Celebrate wins publicly. When that pilot team sees success, shout it from the rooftops. Nothing drives adoption like peer success stories. "The Northeast team reduced its sales cycle by 15 days using the new process" is more powerful than any executive mandate. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-364.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_training_development-2.jpg)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) ## Real results from real collaboration Let me share what happened when we applied the ACE framework to that dysfunctional situation I described earlier. First, we discovered that HubSpot really was broken, but not in the way Mary thought. The system had been built piecemeal over the years with no overall architecture. We brought in a HubSpot expert (sometimes you need specialized help) and rebuilt it from the ground up. But we didn't stop at fixing the technology. We aligned our entire go-to-market process. We implemented MEDDIC, but not just as a sales methodology; we built it into our CRM, created playbooks, trained the team, and aligned all our tools to support it. We created clear handoff processes between teams with automated workflows to ensure no critical information was lost. Implementation started getting complete customer profiles. Sales knew exactly when and how their deals transitioned. Marketing could track leads through the entire journey. The results spoke for themselves. Deal velocity increased. Implementation times decreased. Customer satisfaction scores improved. Revenue, remember, that's what we're here for, grew significantly. Most importantly, those contentious stakeholder meetings? They transformed. Instead of finger-pointing and blame, we had productive discussions about optimization and growth. Mary stopped complaining about HubSpot. Jamie stopped complaining about sales. They started working together. ## Your path to strategic influence The path from tactical executor to strategic partner isn't easy, but it's absolutely achievable. The ACE framework (Ask, Collaborate, Educate, Execute) provides a roadmap for building the relationships and credibility necessary to drive real change. Remember, we're uniquely positioned in our organizations. We see across all revenue functions. We understand the connections others miss. We know where the opportunities lie. The challenge is translating that knowledge into influence and action. Start small. Pick one broken handoff, one frustrated stakeholder, one missed opportunity. Apply the ACE framework. Ask questions to understand the real problem. Collaborate to design a solution. Educate stakeholders on the why and how. Then execute relentlessly. As you build success stories, your influence grows. As your influence grows, you can tackle bigger challenges. Before you know it, you're not just fixing problems, you're preventing them. You're not just supporting revenue, you're driving it. The next time you're in a meeting where everyone thinks they have different problems, remember: They probably don't. They're likely all struggling with the same underlying issue, just experiencing it from different angles. Your job is to see the connection, build the bridges, and create solutions that work for everyone. That's how we transform from order-takers to strategic partners. That's how we move from fixing systems to driving revenue. That's how we ACE the challenge of cross-functional collaboration and finally get the strategic recognition RevOps deserves. The bullets are coming at you from all directions in RevOps. But with the right framework and approach, you can dodge them Matrix-style and emerge as the strategic leader your organization needs. Are you ready to ACE it? ### Revenue Operations Landscape & Salary Report 2025 URL: https://www.revenueoperationsalliance.com/revenue-operations-landscape-salary-report-2025/ Last updated: 2026-03-11T13:43:15.000Z An industry report on the revenue operations role, including discussion of global RevOps salaries which examines correlations and discrepancies between pay and factors like gender, seniority, and location. - **2 major industry reports.** - **60+ pages** of RevOps salary and career insights. - **1 easy download**. 👇 Get your copy --- ## The state of revenue operations in 2025 **A comprehensive look into what's needed to stay competitive.** This brand-new report, packed with primary research, data, and insights from revenue operations pros worldwide, lifts the veil on the RevOps role. It features data on how the role is performed, as well as compensation information. Download yours now and negotiate your next raise from a position of strength. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/Newsletter_Upsell_Footer_ROA.png)](https://www.revenueoperationsalliance.com/partner-with-us/) --- ## Here's a taste of what you'll discover inside: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/10/ROA_Landscape_Salary_Report_2025_Mockupv2.png) 1. The reason behind the 50.6% **“budget black hole”** that sees half of all RevOps teams with $0 in budget. 2. The **surprising role feature** to look for that’s correlated with a $37,000 salary premium. 3. Why taking a RevOps role at a company in the **wrong maturity stage** could mean accepting a salary that’s a shocking 78% lower than your peers'. 4. The specific industry that pays RevOps professionals an average of **$44,000 more** for the exact same role. 5. The **#1 metric for executive buy-in** that 57.8% of top RevOps pros use to get leadership's immediate attention and approval. 6. The two use cases 39.8% of RevOps pros are already using AI for (**they're mission-critical**). 7. How your company's annual revenue is the key to your budget. (A full 77.9% of $50k+ RevOps budgets are found in **companies making more than this much** a year.) Get your copy --- ### Why expansion now drives 50% of new ARR URL: https://www.revenueoperationsalliance.com/why-expansion-now-drives-50-of-new-arr/ Last updated: 2026-03-06T16:00:06.000Z After working across sales, support, [customer success](https://www.revenueoperationsalliance.com/turning-customer-insights-into-revenue/), and [RevOps](https://www.revenueoperationsalliance.com/revops-team-structures-that-actually-work/), and having worked with something like eight or ten heads of RevOps, I can tell you we're at a fundamentally transformative moment for [GTM](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/). What I want to share with you today comes from an executive, board, and investor perspective. Because sometimes in RevOps, we don't always get that context, and I think it's crucial for understanding where we're headed. ## The growth crisis hitting software companies Let me start with the uncomfortable truth: revenue growth is declining at public software companies. Full stop. If you're working at a traditional enterprise [SaaS company](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/), you've been dealing with revenue growth challenges at a macro scale for the past few years. The data from Cap IQ really drives this home: in 2023, about 57% of companies were classified as high-growth. By 2025? That number has dropped to just 27%. Everyone's shifting down to low and moderate growth categories. And that's creating real pressure. There's tremendous pressure from investors because, well, they still want growth. They always want growth. So where's that growth going to come from? Increasingly, it's coming from existing customers. ## The economics are forcing a shift to expansion Here's what the numbers tell us about customer acquisition costs. New customer CAC is running about $1.50 to $2.87 for every dollar of revenue you bring in. Existing customer CAC? That's sitting around $0.60 to $1.70\. So we're talking about new customers being two to three times more expensive at minimum. Now you might be thinking, "Well, that's always been the story." And you'd be right. But here's what's changing: that gap is actually widening. We're seeing a 14% year-over-year increase in new customer CAC relative to existing customer CAC. What does this practically mean? There's going to be a huge shift in focus to expansion ARR. Right now in 2025, about 40% of total ARR comes from expansion; that's a 5% absolute increase, which is pretty significant. For companies over $50 million, about half of all new ARR is coming from expansion. I know I'm throwing a lot of numbers at you, and I'm sure some of them are glazing over. But here's the big deal: expansion is increasingly important for us in GTM and RevOps. And that's going to have really important implications for the type of work we do. Because traditionally, we've been focused pretty heavily on new customer acquisition, it's been the CRO's main focus. That's changing. [“Community is key to expanding your skillset in RevOps” - Colin Veerkamp, HanzoColin Veerkamp discusses his experiences at his AMA session with our community and encourages others to join.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-359.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Case_Study_Template_--5-.png)](https://www.revenueoperationsalliance.com/case-study-colin-veerkamp/) ## The catch: better economics with fewer people GTM teams are under strong pressure to find growth in existing customers, but here's the catch: it has to happen while improving economics. We've all got to find ways to do it cheaper. Want to know what's really happening in the market? There's a rationalization going on in GTM. According to a study from Pilot.com, the top two functions that saw significant layoffs over the past couple of years were customer success and sales. Not operations. Not legal. Not HR. Not some back office function. Customer success and sales. What's happening, and these are real examples I've seen, just resized a bit, is that these functions are being combined into what they're calling "growth teams." Who knows what the term will eventually be, but right now they're growth teams. The CCO is getting moved out or tucked under the CRO. CS is getting paired with sales and RevOps, and they're all focused specifically on driving growth in existing customers. This is happening while headcount is frozen and hiring reductions are in place. And RevOps? We're being tasked with deploying productivity improvements somewhere. Somehow. This is really important because it's a new remit in ways that maybe didn't exist even a few years ago. For expert advice like this straight to your inbox every other Friday, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### Revenue Operations Summit Austin 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-austin-2026-ondemand/ Last updated: 2026-03-06T11:02:20.000Z Catch up on all the sessions from Austin, including talks from RevOps leaders at Dell, SailPoint, Lucid Software, and more. _This post is for paying subscribers only._ ### The AI-accelerated go-to-market playbook URL: https://www.revenueoperationsalliance.com/the-ai-accelerated-go-to-market-playbook/ Last updated: 2026-02-23T09:39:11.000Z > *“I could while away the hours* > *Conferrin’ with the flowers* > *Consultin’ with the rain…* > *And my head I’d be a scratchin’* > *While my thoughts were busy hatchin’* > *If I only had a brain.”* > — The Scarecrow, *The Wizard of Oz* In a way, [go-to-market](https://www.productmarketingalliance.com/your-guide-to-go-to-market-strategies/) has spent decades living out the Scarecrow’s lament. Not because the people lack brains – GTM teams are often the sharpest, scrappiest problem-solvers in the building – but because the *system* itself has always lacked one. It’s been a patchwork of tools, meetings, spreadsheets, Slack threads, tribal knowledge, and “I think this is the latest version” documents held together with caffeine and good intentions. It worked, technically, but it never worked *intelligently*. Go-to-market has long functioned like an unlikely group of misfits on the Yellow Brick Road. [Product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/) brings the heart, sales brings the courage, ops tries to be the brains, and customer success is just trying to keep everyone from being carried off by flying monkeys. Through it all, everyone quietly hopes the [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/) still makes sense and that no one is using a deck from two quarters ago. It’s an impressive feat of human coordination – but undeniably, it has always been a system without a coherent brain. AI finally gives GTM the brain it never had. Not a magical one from a man behind a curtain, but a real intelligence layer that removes friction, reveals patterns, accelerates thinking, and transforms GTM from a stitched-together survival act into a coherent, evolving engine. What follows is how that transformation unfolds – stage by stage, from intelligence gathering through [launch](https://www.productmarketingalliance.com/launch-review-framework/) and beyond. But here’s the thing about brains: they don’t come with instruction manuals. The Wizard handed the Scarecrow a diploma and called it a day – no syllabus, no curriculum, no “here’s how to actually use this thing.” [AI](https://www.productmarketingalliance.com/ai-powered-pmm-trends-tips-and-use-cases/) landed in GTM the same way. Suddenly, everyone had access to tools that could transform how they work, but nobody shipped the playbook for how to run the plays. So I wrote one. A GTM playbook built around a 120-day game clock – from pre-game intelligence through launch and beyond. Because if AI is the brain, the playbook is the nervous system: the structure that tells every part of the organization when to fire and in what sequence. What follows is how that transformation unfolds, stage by stage. [Analysis of Go-to-Market for top AI-first productsGaurav Nemade analyzes the GTM strategy of 3 AI-first start-ups and furthers our understanding of a successful GTM strategy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-351.png)Revenue Operations AllianceGaurav Nemade![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--4-.jpg)](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) ## Pre-game: Intelligence before impact The best teams win before kickoff. Watch any championship organization, and you’ll see the same pattern: disproportionate investment in preparation. Film study. Opponent analysis. Understanding their own tendencies so well that they can predict where they’ll be tested. Before AI, [competitive research](https://www.productmarketingalliance.com/your-guide-to-competitive-intelligence/) felt like wandering through a dark forest hoping the trees wouldn’t talk back – confusing, slow, and always on the verge of going sideways. [Market research](https://www.productmarketingalliance.com/why-is-market-research-important-in-product-marketing/) was a slow-motion archaeological dig. Teams sifted through PDFs, analyst reports, G2 reviews, and screenshots buried in Slack. By the time a competitive deck was built, the information was stale. AI changes the tempo entirely. Competitive sites can be monitored automatically. Analyst reports summarized in minutes. Sentiment patterns from support tickets, community chatter, and social signals are extracted and trended instantly. AI doesn’t just collect information; it organizes it into meaning. It replaces the scavenger hunt with something closer to a living map. Pre-game intelligence now produces what used to take months: a validated [Ideal Customer Profile](https://www.productmarketingalliance.com/how-to-determine-your-ideal-customer-profile/) based on [behavioral data](https://www.productmarketingalliance.com/leveraging-behavioral-data/) rather than conference-room assumptions. A messaging bank extracted from real customer conversations – the exact phrases buyers use to describe their problems. [Win/loss](https://www.productmarketingalliance.com/how-to-conduct-win-loss-interviews/) patterns revealing why you actually win and lose deals. [Buyer personas](https://www.productmarketingalliance.com/when-can-personas-fail/) built from how people behave, not how marketing imagines they behave. The easiest way to spot a bad persona is that everyone nods at it but no one uses it. AI eliminates that phenomenon because personas aren’t invented – they’re discovered. They reflect patterns teams already see in the field but haven’t been able to quantify or describe cleanly. ## First quarter: Building the machinery The Scarecrow’s journey wasn’t just about getting a brain – it was about discovering he’d been capable of thinking all along. He just needed the right framework to channel it. First quarter is where intelligence becomes infrastructure. [Positioning framework](https://www.productmarketingalliance.com/brand-positioning-strategy-framework-template/) development used to mean a committee trying to agree on adjectives over stale bagels. Product marketing would pull phrases from research, sales enablement decks, analyst notes, and whatever the CEO heard on a podcast the night before. The result was often a Frankenstein’s monster of “value pillars,” vaguely aspirational nouns, and a promise that “we help you do more with less” – which means nothing to anyone except the intern updating the website footer. AI changes this in a way that’s more fundamental than people realize. Once you have real behavioral signals and real [personas](https://www.productmarketingalliance.com/how-many-personas-is-a-crowd/), you’re no longer guessing what language resonates – you’re seeing it emerge from the data. Patterns in [customer objections](https://www.productmarketingalliance.com/objection-handling-script-framework/), conversion triggers, win/loss themes, content engagement, and demo behavior begin shaping the story for you. Instead of inventing messaging, you *mine* it. This is where AI doesn’t replace creativity – it supercharges it. The PMM still chooses the frame, crafts the arc, and finds the emotional angle – but the raw material is richer, clearer, and grounded in human behavior. The content engine mobilizes. Sales enablement kits get built from real buyer interactions, not marketing’s imagination of what sales needs. Talk tracks incorporate the exact language your best reps use in won deals. Objection handlers address the top objections identified in actual conversation data. Battle cards exploit real competitive weaknesses rather than marketing claims. Notice what AI did here: it didn’t replace your team’s judgment. It eliminated the blank-page problem. Every asset started as a draft built from real intelligence rather than a cursor blinking in an empty document. Your team’s job shifted from creation to refinement – which is where human judgment actually adds value. ## Second quarter: The road opens up Second quarter is where the offense starts running plays in live conditions. Everything built in first quarter – positioning, messaging, content, enablement – now hits the market. You’ll discover what works, what doesn’t, and what you completely misjudged. This quarter is about volume, velocity, and signal capture. You’re generating pipeline, yes – but you’re also generating data. Every campaign, every outreach sequence, every sales conversation produces intelligence about what resonates and what falls flat. AI compresses the optimization cycle from weeks to days. Instead of monthly campaign reviews, you get daily reads on which variants outperform, which audiences respond, and which channels deliver a cost-efficient pipeline. Underperformers get paused fast. Winners get doubled down before the market shifts. Intent data platforms surface accounts actively researching your category – not spray-and-pray outreach, but prioritized targeting based on actual buying signals. SDRs get amplified through automated account research, AI-generated personalization, and dynamic sequences that adapt based on engagement. Humans focus on conversations, not copy-paste prospecting. The [feedback loop](https://www.productmarketingalliance.com/3-ways-a-product-feedback-loop-can-transform-your-product/) activates. Campaign performance, lead quality scores, sales conversation themes, objection frequency, competitive mentions – all synthesized into weekly signal reports rather than trapped in silos. The market is now talking back. The question is whether you’re listening. [How to price a product: Your complete guideThis guide breaks down exactly how to calculate your product selling price step by step, with formulas, examples, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-352.png)Revenue Operations AllianceJames Shaw![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/account-based-marketing-attribution.png)](https://www.revenueoperationsalliance.com/how-to-price-a-product-your-complete-guide/) ## Halftime: The strategic reset Halftime is where great teams win games. Not by panicking. Not by abandoning the game plan at the first sign of resistance. But by interpreting the truth behind everything that happened in the first half – and making precise adjustments that change the outcome. Picture the locker room at halftime of a championship game. Coaches come down from the press box with Polaroids – aerial shots of every key play, showing formations the players couldn’t see from field level. The offensive coordinator diagrams adjustments that will exploit the patterns they’ve identified. The players report what they’re experiencing: which matchups are exploitable, which routes are getting jammed. Everyone synthesizes. Adjustments get made. GTM halftime works the same way. AI becomes your analytics staff: the team that sees everything from above and synthesizes it into actionable adjustments faster than any human team could. Pipeline health gets assessed against objective signals – not just topline numbers, but engagement patterns, stakeholder coverage, competitive presence. Message resonance gets analyzed: which [value propositions](https://www.productmarketingalliance.com/words-that-sell-crafting-value-propositions-that-convert/) consistently outperform, which [CTAs](https://www.productmarketingalliance.com/navattic-examining-ctas-video/) drive action, which audiences engage. Frontline feedback gets synthesized. What objections are surfacing that weren’t in the enablement kit? What competitors are showing up more than expected? What messaging is landing better than official talk tracks? This is the Polaroid from the field – what players see that the press box can’t. The teams that win don’t treat halftime as a break. They treat it as the moment their information advantage compounds. ## Third quarter: Precision execution Third quarter is where disciplined teams separate from the pack. You’ve made your halftime adjustments. You know what’s working. Now you execute with precision – sharper targeting, refined messaging, expanded motions – while [competitors](https://www.productmarketingalliance.com/competitor-swot-analysis-template-framework/) are still guessing. Target account lists get rebuilt around actual first-half conversion patterns. Campaigns restructure around what’s working: winning messages amplified, losing channels cut, budget reallocated to the highest-performing motions. Enablement refreshes with new [objection handlers](https://www.productmarketingalliance.com/the-arr-of-objection-handling-address-reframe-redirect/) for objections that weren’t anticipated, competitive talking points that address what’s actually showing up. Expansion motions activate. Early customers acquired during the launch get analyzed for signals of expansion readiness – high [adoption](https://www.productmarketingalliance.com/product-adoption-framework/), multiple users, usage nearing plan limits. The funnel stops being a drawing in a slide deck and becomes an operational system that reflects real behavior. AI keeps the system moving as humans lose steam, get distracted by other “priorities,” or start to burn out. It maintains the tempo, surfaces the signals, and ensures the machine doesn’t lose momentum. ## Fourth quarter: The close Fourth quarter is where deals close or die. Emotion spikes. Desperation spikes. Fatigue spikes. The launch date looms, and suddenly everyone feels the pressure that was abstract a month ago. AI stays sharp. It doesn’t panic. It doesn’t get tired. It keeps reading the signals and surfacing the truth even when the truth is uncomfortable. Deal triage becomes ruthless and data-driven. [Revenue intelligence](https://www.productmarketingalliance.com/how-product-marketers-use-revenue-intelligence-and-conversation-intelligence/) assesses each opportunity against objective signals: recent buyer engagement, [stakeholder involvement](https://www.productmarketingalliance.com/the-power-of-stakeholder-management/), procurement activity, historical patterns. Green deals get focus. Yellow deals get intervention. Red deals stop wasting cycles. Late-stage friction gets systematically removed. Procurement gets instant responses. Legal gets pre-drafted positions. Security questionnaires complete in hours, not weeks. Champions get the ammunition to close internally. Real-time coaching catches rep behaviors that sink deals before it’s too late — talking too much, missing champion concerns, ignoring procurement signals. Coaching happens based on actual behaviors observed in actual conversations, not instinct or anecdote. ## Overtime: The game never really ends The Scarecrow didn’t just get a diploma from the Wizard. He discovered that the brain he’d been seeking was something he’d been developing all along – through every challenge, every decision, every moment of doubt overcome. The diploma was recognition. The capability was always there. Overtime is where the launch transforms into a system that learns. Real usage analytics reveal how customers actually use the product versus how you expected them to. Messaging gets reconstructed based on what you learned in months of market contact – not what you assumed before launch. [Win/loss intelligence](https://www.productmarketingalliance.com/win-loss-analysis-presentation-template-framework/) gets extracted while it’s fresh. The feedback loop between GTM and product activates fully. The sales enablement library evolves continuously – updated case studies, refined talk tracks, [battle cards](https://www.productmarketingalliance.com/use-battlecards-to-increase-sales-performance-and-lead-conversion/) reflecting current competitive dynamics, objection handlers for objections you didn’t anticipate. The system gets smarter because the feedback loop closes and the machine learns. The playbook you’ve just run isn’t something you archive after launch day. It’s a framework you’ll run again – on the next product, the next market, the next evolution. Each time, sharper. Your pre-game starts from better intelligence. Your plays get refined by experience. Your AI integration deepens. [How to lead a cross-functional go-to-market strategyDiscover the secrets to leading a successful GTM team and creating a cross-functional strategy for success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-355.png)Revenue Operations AllianceErik Mansur![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_gtm_management-3.jpg)](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) ## The real transformation Most companies claim they have a “GTM engine,” but what they really have is a collection of functions held together by meetings, good intentions, and shared Google Docs named “FINAL\_v7\_REAL\_FINAL.” AI finally gives GTM the ability to operate like an actual engine – one where information flows in both directions, where patterns stay visible, and where decisions compound instead of reset every quarter. At the heart of an AI-supercharged GTM engine is a simple idea: every part of the motion improves when every team works from the same source of behavioral truth. When GTM messaging emerges from signal instead of speculation, everything becomes easier. Campaigns resonate sooner. Sales language becomes more consistent. [Product feedback](https://www.productmarketingalliance.com/flirting-with-feedback-a-product-marketing-managers-dilemma/) sharpens. And GTM as a whole stops arguing over whose version of the story is “correct.” Because now the truth isn’t guessed. It’s measured. The real benefit isn’t automation – it’s acceleration with accuracy. PMMs get more time for strategic work because AI eliminates the mechanical overhead. Sales gets clearer tools because the narrative is grounded. Product gets better inputs because signals are consolidated. AI doesn’t replace GTM; it supercharges it. It wipes out the drudgery – the rework, the revision loops, the desperate hunt for “the latest” deck – and gives marketers the kind of lift that changes their entire altitude. And yes, it makes marketers superhuman – not in the Marvel “shoot lasers from your eyes” sense, but in the *Six Million Dollar Man* sense: “We can rebuild him; we have the technology.” The future of marketing isn’t [automation](https://www.productmarketingalliance.com/boosting-your-campaigns-with-useful-marketing-automation-strategies/) – it’s amplification. Humans remain the architects, the narrators, the decision-makers. AI simply provides the exoskeleton that lets them operate at a higher altitude. For years, GTM has operated on partial visibility, manual effort, and an almost heroic level of improvisation. AI doesn’t erase the need for strategy, craft, or judgment – but it finally gives GTM the intelligence layer it always lacked. And now, thanks to AI, the GTM Scarecrow gets his diploma. ### Turning customer insights into revenue URL: https://www.revenueoperationsalliance.com/turning-customer-insights-into-revenue/ Last updated: 2026-02-20T16:00:28.000Z *Christine Maxey was the Director of Revenue Operations at LeanData when she gave this talk at our* [*Revenue Operations Summit, Austin, 2025*](https://www.revenueoperationsalliance.com/revenue-operations-summit-austin-2025-ondemand/?wchannelid=wvmx9wbfeb&wmediaid=zssagamtiu)*. She's now the Director of Revenue Operations at NVIDIA.* --- About a year ago, I found myself at a crossroads. [Pipeline](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/) was drying up, deals were taking longer to close, and the market felt... different. Sound familiar? Instead of panicking, we made a strategic pivot that would fundamentally change how we approached [revenue](https://www.revenueoperationsalliance.com/revenue-data-you-can-trust/). We shifted from pure revenue generation to revenue protection. But here's where it gets interesting. This year, we took that protection playbook and transformed it into something even more powerful: a systematic approach to expansion. Today, I want to share exactly how we did it, and more importantly, how you can implement these strategies in your own organization. ## The evolution from protection to expansion Let me start with something that might surprise you. When I talk about customers, I'm not just referring to the companies that buy our products. I'm talking about everyone my team serves daily: [sales](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/), [product](https://www.revenueoperationsalliance.com/having-a-product-background-in-revops-implementation-more-with-ethan-lippman/), [marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/), you name it. This broader perspective on who our customers are has been crucial to our success. As ops professionals, we share this common thread: we're driven by making other people successful. It's what gets us out of bed in the morning, what keeps us troubleshooting at night, and what makes us constantly search for better ways to serve our internal and external customers. When we initially developed our revenue protection strategy, we identified four key areas that would help us retain and grow our customer base. I called them the four Ps: **people movement, people intent, partnerships, and product**. Yes, it's a bit random, but it stuck, and sometimes that's all that matters in ops, right? These four pillars helped us weather the storm when times were tough. But as the market began to recover and customers started buying again, we realized something crucial. The same framework that helped us protect revenue could be supercharged to drive expansion. We kept the foundation but expanded our thinking, our processes, and our results. ## People movement: Your hidden goldmine Here's a statistic that should make you sit up straight: if you have a good product with strong market fit, your past champions are three times more likely to convert. Three times. Yet most organizations are terrible at tracking where their champions go. We look for several key signals when it comes to people movement. First, there are promotions, both lateral moves and upward mobility. Then there's the broader category of people changing companies entirely. Each of these movements represents either a risk to manage or an opportunity to capture. ### Internal promotions: The double-edged sword When someone gets promoted internally, it creates interesting dynamics. If they move up the ladder, congratulations: you potentially have a champion with more budget authority. We've automated our response to these situations. The account manager gets an alert, we trigger an automatic gifting sequence (because who doesn't appreciate recognition?), and we flag it as a potential upsell opportunity. Lateral moves require different handling. Your champion might be moving to a different department, which could mean two things. Either you're losing your primary advocate in their current role, or you're gaining an opportunity to expand into a new part of the organization. We alert our CSMs immediately to understand both angles: who's replacing them and whether there's potential for expansion into their new area. ### External moves: Risk meets opportunity This is where things get really interesting. When champions leave for new companies, you're facing one of the biggest churn risks in the book. We've found that loss of champion is one of our primary reasons for customer churn. But here's the flip side: when that champion lands at a target company or prospect, it's pure gold. We use tools like UserGems and Bluebirds to track these movements, combined with Sendoso for those thoughtful touches that keep relationships warm. But let me be clear: not every job change matters. Not every person who moves is worth tracking. The key is being selective and focusing on the people who truly championed your product. For expert advice like this straight to your inbox every other Friday, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### How to price a product: Your complete guide URL: https://www.revenueoperationsalliance.com/how-to-price-a-product-your-complete-guide/ Last updated: 2026-02-23T09:27:41.000Z Pricing a product isn’t about picking a number that “feels right.” In 2026, successful product teams calculate pricing using cost data, customer value, market benchmarks, and continuous testing. Whether you’re launching a new product, adjusting pricing due to rising costs, or trying to improve margins, this guide breaks down **exactly how to calculate your product selling price step by step** — with formulas, examples, and practical guidance for SaaS, B2B, and B2C products. By the end, you’ll know how to price your product confidently, competitively, and profitably. ## What is a product selling price? A product selling price is how much a customer pays for a product/service. Prices vary depending on how much customers are prepared to pay, the amount of money the seller is prepared to accept, and how competitive the price is when compared to other businesses. ## Why getting your product price right matters in 2026 Rising [customer acquisition costs](https://www.productmarketingalliance.com/a-beginners-guide-to-customer-acquisition/), [AI-driven competition](https://www.productmarketingalliance.com/ai-driven-product-marketing-playbook/), and increased price transparency mean [pricing](https://www.productmarketingalliance.com/your-guide-to-pricing/) mistakes are more expensive than ever. In 2026, product pricing decisions are influenced by: - Higher buyer expectations around [value](https://www.productmarketingalliance.com/value-proposition-framework-template/) - Faster competitor price changes - AI-powered price comparison tools - Pressure to balance growth with profitability That’s why modern pricing isn’t static – it’s calculated, tested, and revisited regularly. ## How to calculate the price of a product (step by step) ### Step 1 – Calculate your total costs Start by identifying all costs required to deliver your product: **Direct costs** - Manufacturing or development - Hosting or infrastructure - Packaging and distribution **Indirect costs** - Marketing and sales - Customer support - Product management and overheads Your total cost per unit is the foundation of any pricing calculation. ### Step 2 – Define your target margin Next, decide how much profit you need to make on each sale. Typical gross margins by product type: - SaaS: 70–90% - Digital products: 80–95% - Physical products: 30–60% Your margin should reflect your business model, growth stage, and market expectations. ### Step 3 – Apply a pricing formula The most common starting point is [cost-plus pricing](https://www.productmarketingalliance.com/cost-plus-pricing-how-and-when-to-do-it/) (click here for more formulas): ****Selling Price = Total Cost ÷ (1 − Target Margin)** **Example:** If your total cost is $40 and your target margin is 60%: $40 ÷ (1 − 0.6) = **$100 selling price** ### Step 4 – Validate against the market Once you calculate a price, compare it against: - [Competitor pricing](https://www.productmarketingalliance.com/pricing-mastery-choosing-the-ultimate-model-to-outshine-your-competitors/) - [Customer willingness to pay](https://www.productmarketingalliance.com/willingness-to-pay-interview-questions-framework/) - Perceived value of your product If your price is significantly higher or lower, reassess your [value proposition](https://www.productmarketingalliance.com/your-ultimate-guide-to-creating-a-value-proposition/) — not just the number. ### Step 5 – Test and adjust over time Pricing is not a one-time decision. Regularly review pricing based on: - [Conversion rates](https://www.productmarketingalliance.com/conversion-rate-optimization-five-industry-proven-strategies-for-saas-products/) - [Customer feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/) - [Market changes](https://www.productmarketingalliance.com/power-prompts-market-research-competitive-intelligence/) - [Feature additions](https://www.productmarketingalliance.com/new-product-feature-document-template-framework/) The most effective [pricing strategies](https://www.productmarketingalliance.com/pricing-strategies-framework-template/) evolve with your product and customers. ## Product pricing formulas (with examples) ### Product selling price formula The simplest way to calculate your product selling price is by adding a profit margin to your cost price. **Formula:** ****Selling price = Cost price + Profit margin** The **cost price** is the amount paid to produce or acquire the product. The **profit margin** is the percentage added to ensure profitability. This method is often used as a baseline and should be validated against customer value and competitor pricing. --- ### How to calculate the average selling price Before setting your own price, it’s important to understand the **average selling price (ASP)** of similar products in the market. **Formula:** ****Average selling price = Total revenue ÷ Number of units sold** **Example:** If a market generates $5,000,000 in revenue from selling 10,000 units, the average selling price is $500. If you’re launching a new game console and want to position it as a premium product, this benchmark can guide your pricing. You may choose to price your product at **$550-$600** to reflect a higher perceived value and [differentiate from competitors](https://www.productmarketingalliance.com/competitive-differentiation/). --- ### How to calculate product selling price by unit If your business purchases inventory in bulk, calculating the selling price per unit ensures accuracy and consistency. To calculate product selling price by unit: 1. Calculate the **total cost** of all units purchased 2. Divide the total cost by the **number of units** to determine the cost price per unit 3. Apply your chosen pricing formula to calculate the final selling price This approach is especially useful for physical products, wholesale businesses, and ecommerce brands. --- ****Putting a tag on it: The Product Pricing Playbook** Tap into the six steps to the perfect pricing strategy. 👉 [Download your free copy](https://www.productmarketingalliance.com/putting-a-tag-on-it-the-product-pricing-playbook/?utm%5Fsource=ghost&utm%5Fmedium=article&utm%5Fcampaign=in-article-callout) --- ## How to calculate the perfect product selling price: 5 key pricing models There are multiple pricing models you can use depending on your product type, market, and growth goals. Below are the most common pricing models and when to use them. ### Freemium pricing model The [freemium pricing model](https://www.productmarketingalliance.com/finding-the-freemium-threshold/) offers customers a free version of a product, with the goal of converting them to a paid plan over time. A common example is Spotify, which provides free access with limitations such as ads and restricted features, encouraging users to upgrade to a paid subscription. Freemium pricing is designed to reduce friction, increase [adoption](https://www.productmarketingalliance.com/product-adoption-framework/), and build a large user base. #### When should a freemium pricing model be used? Freemium pricing works best for **digital products** targeting large markets. To succeed, you must: - Deliver strong value in the free version - Clearly differentiate paid features - Avoid giving away core value for free - Sustain costs until users upgrade Careful data analysis is essential to determine which features remain free and which drive conversion. --- ### Tiered pricing model Tiered pricing allows customers to choose between multiple pricing options based on their needs. Common tiers include: - Free or [freemium](https://www.productmarketingalliance.com/converting-freemium-users-to-paid-users-framework/) - Individual - Team or family - Student or discounted plans This structure enables customers to self-select the option that best fits their use case and budget. #### When should a tiered pricing model be used? Tiered pricing is ideal for **digital services** with diverse customer segments. It helps businesses maximise revenue while appealing to different willingness-to-pay levels. --- ### Flat-rate subscription pricing With flat-rate pricing, customers pay a fixed recurring fee in exchange for a defined set of features or services. A typical example is a mobile phone plan, where users pay a monthly fee for a specific allowance of data, minutes, and texts. #### When should flat-rate subscription pricing be used? Flat-rate pricing works best for: - Products with limited feature variation - A clearly defined [target audience](https://www.productmarketingalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies/) - Simple value propositions It’s easy to understand but offers less flexibility for upselling. --- ### Bulk (volume) pricing model Bulk pricing reduces the unit price as purchase volume increases, incentivising customers to buy more. **Example:** A company may charge $10 for one item, but reduce the price to $8 per unit when five items are purchased, creating clear savings for the buyer. #### When should bulk pricing be used? Bulk pricing is commonly used in **B2B, wholesale, and manufacturing**, where larger order sizes are standard and cost efficiencies increase with volume. --- ### Market-based pricing Market pricing sets product prices based on supply, demand, and competitor pricing rather than internal cost structures. This model is often used by industries with high competition, such as: - Consumer electronics - Automotive - Streaming services #### When should market pricing be used? Market pricing is effective when your product closely resembles competitors’. To succeed, strong [positioning and messaging](https://www.productmarketingalliance.com/positioning-and-messaging-rollout-checklist-framework/) are essential to justify your price within the market. --- ## Types of pricing strategies Product marketers use different pricing strategies depending on their market, product maturity, and competitive landscape. Below are the most common pricing strategies and how they work in practice. Common pricing strategies include: - Competitor-based pricing - [Cost-plus pricing](https://www.productmarketingalliance.com/cost-plus-pricing-how-and-when-to-do-it/) - Value-based pricing - Dynamic pricing - Penetration pricing - [Price skimming](https://www.productmarketingalliance.com/pros-and-cons-of-price-skimming/) - Target costing While cost-plus pricing is one of the simplest methods, **target costing** is often used when pricing decisions are heavily influenced by the market. ### What is target costing? Target costing is a pricing method where the **market price determines the maximum cost** a business can afford to produce a product. The [Chartered Institute of Management Accountants](https://myfuture.cimaglobal.com/) defines target costing as: > *“A product cost estimate derived from a competitive market price.”* With target costing, pricing decisions are influenced by factors such as: - Market competition - Product similarity - Customer switching costs - Price sensitivity Rather than adding a margin on top of costs, businesses work backwards from the price customers are willing to pay. --- ### Example: How to price a product using target costing Imagine you sell customised football jerseys and the average market price is $200. - Average market price: $200 - Target margin: 50% - **Target cost: $100** This means the maximum cost to produce each jersey is $100\. Any cost above this reduces your margin or makes the price uncompetitive. --- ### How to determine an appropriate margin There’s no single “correct” margin for every product, but many businesses aim for a **40–50% margin** as a baseline. Another simple approach is the **price multiplier method**: - Multiply total costs by **2** for a 50% margin - Multiply total costs by **3** for a 67% margin If your product is highly differentiated or delivers unique value, higher margins may be achievable. --- ### What is cost-plus pricing? Cost-plus pricing calculates a selling price by adding a fixed profit margin to total costs. **Example:** If a product costs $60 to produce and the target margin is 30%, the selling price would be $78, generating an $18 profit. This pricing strategy is most commonly used for **physical products**, where material and production costs are easier to quantify. For SaaS products, cost-plus pricing often relies on estimated inputs such as salaries, development time, and infrastructure, which can make accuracy more difficult. --- ### Pros and cons of cost-plus pricing **Pros** - Simple to calculate - Ensures profitability if costs are controlled **Cons** - Ignores competitor pricing - Doesn’t account for customer willingness to pay - Encourages cost inefficiencies - Makes frequent price increases more likely as costs rise Because this model is inward-looking, it can lead to overpricing or missed revenue opportunities if used in isolation. --- ### Differences between cost-plus pricing and target costing The key difference between cost-plus pricing and target costing is **where pricing decisions begin**. - **Cost-plus pricing** starts with internal costs and adds a margin - **Target costing** starts with the market price and works backwards Target costing is especially useful in competitive markets where customers have many alternatives and pricing flexibility is limited. In contrast, cost-plus pricing may work better in niche markets or where costs are stable and competition is low. --- ## How to calculate gross profit margin To calculate your company's gross profit margin percentage, subtract the cost of goods sold (COGS) from the net sales (gross revenues minus returns, allowances, and discounts). Then, divide this figure by net sales, and this will calculate the gross profit margin as a percentage. ### Why is profit margin important to investors? Investors are interested in your net profit margin because this allows them to assess if your company is generating enough profit from your sales. When you’re calculating your net profit margin, it’s important to consider overhead costs and fixed costs. These cover raw materials, salaries, insurance, utilities, etc. have been factored into the equation. Business owners need to take into account that irrespective of whether you’re a small business/startup or an established enterprise corporation, the net profit margin is one of the key cogs in your overall financial well-being. --- ## Things to consider when pricing your product Multiple factors will influence the pricing model you choose to apply when deciding on the selling price of a product. For example, if you’re holding an end-of-season sale to clear stock, you’ll likely use a discount price model to introduce a lower price. Similarly, factors such as sales volume and labor costs will also influence your product’s price, and different prices are often used depending on [geographical location](https://www.productmarketingalliance.com/your-ultimate-guide-to-geographic-segmentation/). Taxes, cost structures, [market needs](https://www.productmarketingalliance.com/customer-needs-and-how-to-meet-them/), and exchange rates are likely to have a say in the price of your product in international markets. This often means the exact same product will have a higher price in location A than in location B. Whether you’re a solo entrepreneur, an [e-commerce business](https://www.productmarketingalliance.com/seeking-the-right-team-to-boost-your-ecommerce-business/), or part of a large-scale company, you need a pricing strategy that’ll give you the right price for your product. Don’t forget to factor in variable costs when deciding on the price of your product; it’s a simple way to ensure you don’t alienate some segments of your audience. If you’re unsure whether you’re priced excessively when compared to similar products, don’t be afraid to use a pricing calculator. Pricing calculators are a great resource for helping business owners establish if their sales price is fair and meets the expectations of the clientele. [**Silvia Kiely Frucci**](https://www.linkedin.com/in/silvia-kiely-frucci/)**, Product Marketer of the International Segment of Wolters Kluwer**, shared five lessons she’s learned when pricing products during her career: ### 1\. Follow the process, but don’t be bound to it Pricing is a complex matter, and it cannot be driven just by [qualitative insights](https://www.productmarketingalliance.com/qualitative-vs-quantitative-research/). Creating a framework around the various pricing work streams is essential to getting things done. For the past two years, I have used the model below as a guideline: ![Four boxes with bullet points that have arrows leading one into the next. They read: Analysis, define objectives, sales pipeline and loss analysis, customer evalutation, market analysis. Evaluation: price model building, discount strategies, testing. Implementation: Marketing material, sales enablement, price GAP plans. Monitoring: Define and manage customer feedback loop, sales tracking, KPI tracking. ](https://www.productmarketingalliance.com/content/images/2023/09/Pricing-process-guideline.png) Even if it looks like a linear process, milestones, and decisions are not always linked to the stage that the process suggests they should be dealt with. For example: - Relevant competitor information can be found after price testing with customers. - The initial [customer segmentation](https://www.productmarketingalliance.com/customer-segmentation-template-framework/) must be re-evaluated when new qualitative insights have emerged during a pricing workshop. It’s important to always keep an open mind during the process to make sure your pricing output reflects the market needs. ### 2\. Pricing is a team effort Product marketers are often responsible for pricing, but the process doesn’t have to be a single-handed decision. Pricing workshops are the perfect ground to involve all the key influencers to discuss around the table. Product, sales, marketing, [customer engagement](https://www.productmarketingalliance.com/product-marketings-role-in-driving-customer-engagement/), project management, and Business Unit Directors are all stakeholders in the success of the pricing strategy: they all hold a unique perspective on products, customers, and markets, and they all have very different KPIs around success. Creating an open dialogue is the best way to hear everyone’s point of view and find a common strategy. ### 3\. The perfect pricing structure is a myth In the past, I have built different pricing models: some were cost-plus only, others heavily relied on competitor pricing insights, and some were value-based. There is no doubt to me that value-based pricing is the most successful way to price products, both in the physical and [SaaS](https://www.productmarketingalliance.com/product-marketing-in-the-saas-sector-ebook/) space. Value-based pricing best practices often show a 3-tier option with tick boxes for product features/benefits. Although this output is very clear and simple for customers it cannot be applied to every product: some products are so complex and/or so customizable they cannot be easily deconstructed to create different versions. It is more the case of displaying value to the customers using a complementary pricing model where the final price is built by attributing a monetary rate to each customer-recognized value. ![Model used as a guideline for discounting your pricing for customers. This is five circles - one in the middle that reads "Product" with four circles around the inner circle which all read "Value/customer benefit". ](https://www.productmarketingalliance.com/content/images/2023/09/Model-used-as-a-guideline-for-discounting-your-pricing-for-customers.png) This model could be used as a guideline for discounting by asking the simple question to your customers: “Which value do you want to drop for a cheaper price?” ### 4\. Negative price testing is the best ground to re-evaluate your product value proposition I find price testing one of the most complicated processes to plan. Is it best just to live test and look for customers’ behavior in response? How about creating customer panels before roll-out? Will you test on renewals or new business? The questions are infinite. Whichever strategy you select for the product you are selling, make sure you create a clear way to capture customer feedback: define 1-3 items that will help you define customer product perception in response to your pricing and align it with your product value proposition. Great pricing means the customers have understood your product the way you and your company see it. ### 5\. Pricing is not just a number Making plans to roll out the price to the rest of the company is as important as deciding the price itself. One of the never-to-be-missed actions from the pricing workshop is agreeing on a clear strategy around sales enablement: In my experience, partnering with your marketing team at this stage is paramount; they will help you shape the message internally and to the customer. --- ## How to generate profit Companies have one thing in common: they all want to achieve their desired profit - without introducing a low price! There’s no doubt a suitable product selling price plays a crucial role in helping them achieve these objectives. In his presentation, [How to Price for Growth and Profitability](https://www.productmarketingalliance.com/masterflix/?wchannelid=5y44xxxmu7&wmediaid=x23hxwt1bg), [**Yannick Kpodar**](https://www.linkedin.com/in/yannickkpodar/)**, former Global Director of Product Marketing at PayFit**, outlined his step-by-step process to identify the best pricing strategy for company growth and profitability. Ultimately, there’s no definitive answer on how to price a product, and as [Phill Agnew, former Senior Product Marketing Manager at **Hotjar**](https://www.productmarketingalliance.com/the-psychology-behind-pricing-5-pricing-principles/#two-tactics-to-increase-price)suggests, it’s a complex area where many companies make mistakes. You need to utilize a pricing strategy to drive cash flow. To do so, you’ve got to be clear on: - The cost of producing your product - The value of your services to your clients - How much your customers have and want to spend - The overall running costs of your business - What critical costs need to be covered short-term (e.g. loan repayments) - How your competitors price their products Pricing needs to take every one of these principles into account to drive optimum profit. You may have to go through your business plan with a fine-tooth comb and consider factors such as brand development, team restructuring, etc. before you can draw a definitive conclusion. Remember, your pricing strategies and product selling price are by no means definitive. You should continually assess your plan and make changes whenever something isn’t working as you anticipate. Your decision-making process can be dictated by simple metrics such as sales figures and churn rates. --- ## How to measure the impact and ROI of pricing strategies Implementing a new pricing strategy without proper measurement is like sailing without a compass. [**Thibault Oberlin**](https://www.linkedin.com/in/toberlin/)**, Senior Director of Product Marketing at PayFit (formerly at Google)**, advocates using the [OKR (Objectives and Key Results)](https://www.productmarketingalliance.com/your-guide-to-okrs/) framework to track pricing effectiveness systematically. ### Setting pricing objectives [OKRs](https://www.productmarketingalliance.com/your-guide-to-okrs/) combine qualitative objectives with quantitative key results. "Setting a qualitative objective or goal... that's the what. And then you're going to tie to these key results, usually from two to four or five, which are all the actions that combine together to help you accomplish this objective," Oberlin explains. For pricing strategies, effective objectives might include: - Improve pricing competitiveness in mid-market segment - Increase average revenue per customer through value-based pricing - Reduce pricing-related churn by 25% ### Defining measurable key results Each pricing objective needs 2-5 specific, measurable key results. Examples include: *For competitive pricing:* - Win rate against main competitor increases from 35% to 50% - Price positioning analysis shows movement from premium to competitive quadrant - Sales cycle reduces by 15% due to clearer pricing advantage *For value-based pricing adoption:* - 60% of new deals use value-based pricing calculator - Average deal size increases by 30% - Customer satisfaction with pricing transparency improves to 8/10 *For reducing pricing churn:* - Pricing-related cancellation reasons drop from 40% to 15% - Successful price increase communications achieve 85% retention - Grandfathering policies reduce churn impact by 50% ### Cross-functional alignment Pricing OKRs must align across teams. Sales needs visibility into pricing performance for coaching, customer success requires churn indicators for intervention, and finance needs revenue impact metrics for forecasting. Create a pricing dashboard accessible to all stakeholders showing: - Real-time progress against key results - [Pricing win/loss analysis](https://www.productmarketingalliance.com/8-tips-for-effective-win-loss-analysis/) - Competitive pricing movements - Customer feedback on pricing ### **Iteration based on data** Review pricing OKRs monthly, not quarterly. Pricing markets move quickly, and waiting three months to adjust can mean significant lost revenue. Use leading indicators like quote-to-close ratios and pricing objection frequency to predict lagging indicators like revenue and churn. By implementing structured measurement through OKRs, companies can move from gut-feel pricing decisions to data-driven optimization that directly impacts revenue growth. ### Stop building AI pilots that go nowhere URL: https://www.revenueoperationsalliance.com/stop-building-ai-pilots-that-go-nowhere/ Last updated: 2026-04-02T06:05:47.000Z Your sales team wants AI tools. Leadership wants AI ROI. But your pilots keep stalling because the data foundation isn't there. You're not alone. While **60%** of executives understand AI's strategic impact, fewer than **30%** have the data governance to operationalize it and only **20%** have moved AI pilots to production at scale. In this free live session with **ZoomInfo**, you'll learn how to break the perpetual pilot cycle and get AI into production without rebuilding your entire tech stack. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/fa385b4d-aa3c-4427-8c66-ba85d8f0c471) ### Key takeaways: - Why bad data compounds in AI and how to fix it first. - Centralized governance + federated experimentation that prevents chaos. - Deploy narrow AI use cases instead of one giant system. - Build semantic layers so AI understands business context, not just data. - Why 6-12 months of infrastructure work pays off (and how to sell it). ### What you’ll learn: **Garbage in, landfill out** Bad data in AI doesn't just create bad outputs - it compounds exponentially across automated workflows. Fix your data foundation first before scaling AI initiatives. **Use a two-prong approach** Centralized data governance paired with federated experimentation. Empower teams to build use-case-specific solutions while maintaining shared standards, oversight, and trust. **Why smaller, agentic AI wins** Instead of betting on one massive AI system, start with narrow, well-governed, agentic use cases. **Why AI needs more context than dashboards** AI can’t infer meaning the way humans do. Business context must live inside the data itself, not just in reports or dashboards. ### Meet the experts: **Adam Smith, VP Product Data & Analytics, ZoomInfo** Adam Smith leads the Intelligence product team focused on applied AI, machine learning, and data science. He focuses on bridging the gap between AI innovation and production-ready solutions, helping organizations move beyond proof-of-concepts to scaled AI implementations. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/02/Adam_Smith_ZI-1.jpeg) **Mason McMullin, VP Revenue Operations & Strategy, Alysio** Mason McMullin drives operational excellence, scales revenue processes, and aligns strategy with execution across **Alysio**. His expertise in data-driven decision-making, process optimization, and analytical modeling helps revenue teams achieve higher performance, predictability, and sustained growth through AI-driven sales strategies. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/02/mason_mcmullin_alysio-1.jpeg) ### Why change management fails (and how to fix it) URL: https://www.revenueoperationsalliance.com/why-change-management-fails/ Last updated: 2026-02-06T16:00:22.000Z Change is everywhere in RevOps. We're constantly pivoting with new products, adapting to [market shifts](https://www.revenueoperationsalliance.com/navigating-market-waves/), and orchestrating transformations across our organizations. Yet despite being the architects of change, we still struggle to make it stick. I recently experienced this firsthand at Affirm when we tried to get our sales teams to actually use [Salesforce](https://www.revenueoperationsalliance.com/salesforce-revops-ai-agents/). You know the story: sellers who'd rather do anything than update their opportunities, missing data that makes forecasting a nightmare, and leadership wondering why they can't get basic visibility into the pipeline. This summer, we decided enough was enough. We had everything going for us: buy-in from our SVP of Revenue, a clear vision of AI-powered risk reporting, and all the standard [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) tactics. Training sessions? Check. Manager engagement? Check. Executive communications? Check. The results? Well, let me show you what "success" looked like. ## The 20% problem nobody talks about After months of effort, we celebrated hitting 20% adoption across the board. [Leadership](https://www.revenueoperationsalliance.com/master-leadership-and-become-a-c-suite-powerhouse/) was cautiously optimistic. The project team was exhausted but hopeful. Everyone agreed we just needed to push harder; more training, more communications, more executive pressure. But here's what the celebration missed: 80% of our opportunities still weren't being updated. Eight out of ten deals were flying under the radar. That's not a success story; that's a massive blind spot in our revenue operations. When you dig deeper into the data, the picture gets even more interesting. Our direct sales team had actually jumped from 10% weekly updates to 45%. Not perfect, but real progress. Meanwhile, our customer success team? They went from 2% to... 2%. Zero movement. Complete failure. This raised an uncomfortable question: why would the same change initiative produce such wildly different results across teams? CSMs and sellers face similar operational challenges. They both juggle competing priorities. Neither group particularly loves updating Salesforce. So what was really happening here? ## Understanding the psychology of change To figure this out, I turned to one of my favorite [change management frameworks](https://www.revenueoperationsalliance.com/how-to-lead-change-at-scale-googles-framework-for-revops-change-management/) from Chip and Dan Heath's book "Switch." They break down successful change into three core elements that perfectly explain what we were seeing at Affirm. First, there's **the Rider**. The rational, analytical part of our brain that processes information and makes logical decisions. The Rider loves clarity, step-by-step instructions, and knowing exactly what success looks like. Then there's **the Elephant**. The emotional, instinctive side that actually powers our behavior. The Elephant needs to feel the change, not just understand it. It needs motivation, inspiration, and a compelling reason to move. Finally, there's **the Path**. The environment and systems that either facilitate or hinder the change. Even with a motivated Elephant and a clear-thinking Rider, a rocky path will stop progress in its tracks. Looking at our Salesforce adoption through this lens, everything started making sense. For expert advice like this straight to your inbox every other Friday, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.revenueoperationsalliance.com/pro-plus-membership/) _This post is for paying subscribers only._ ### AI Driven RevOps Summit 2026 | OnDemand URL: https://www.revenueoperationsalliance.com/ai-driven-revops-summit-2026-ondemand/ Last updated: 2026-02-04T11:19:35.000Z Catch up on every session from AI Driven RevOps Summit, Including talks from Google, Microsoft, ServiceNow and more. _This post is for paying subscribers only._ ### Inside the RevOps engine: What it really owns and why clarity matters URL: https://www.revenueoperationsalliance.com/inside-the-revops-engine-what-it-really-owns-and-why-clarity-matters/ Last updated: 2026-02-02T17:25:38.000Z Revenue Operations has become one of the most talked-about functions in modern go-to-market teams. Almost every scaling SaaS company claims to “have RevOps now”. Job titles exist. [RevOps tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) are in place. [Dashboards](https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/) are everywhere. And yet, many organizations still struggle with the same problems: - Execution feels slower than it should - Priorities keep shifting - Teams feel overloaded - Leaders aren’t confident in the numbers - Strategy looks good on slides, but weak in reality In my experience, this usually isn’t a tooling problem. It’s an ownership problem. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/02/SImon-Gilks.png) More specifically, it’s a lack of clarity around what RevOps actually owns, what it enables, and what it influences. When that line is blurry, execution suffers quietly and consistently. This article isn’t about drawing rigid boxes or defending turf. It’s about why clarity of ownership is one of the biggest levers for execution and why RevOps sits right at the center of that. ## The cost of unclear ownership Most execution issues show up subtly. Decisions take longer, meetings multiply, work gets started, but is not finished. High effort but low visibility on results. Often, if you trace these symptoms far enough back, you land on the exact root cause: no one is truly accountable. When ownership is shared, implied, or spread across committees, a few things tend to happen: - Decisions get escalated unnecessarily. - Trade-offs are avoided rather than made. - New priorities sneak in without old ones being removed. - Teams hesitate because authority isn’t apparent. None of this is malicious. In fact, it often comes from good intentions. And this is where RevOps either becomes a force multiplier or a bottleneck. ## RevOps is not a support function One of the biggest misconceptions I see is treating RevOps as a service desk for the commercial organization. Create this report, correct this field, set up this automation, and attend this meeting. Some of that work is necessary. But when RevOps is primarily positioned as a reactive support function, a few things happen quickly: - Focus gets pulled in too many directions. - Strategic work gets crowded out. - The team becomes busy without being impactful. - Execution slows rather than accelerates. At its best, RevOps exists to help the business [make better decisions faster](https://www.revenueoperationsalliance.com/how-revenue-operations-can-help-businesses-navigate-change/). That means owning the systems, processes, and operating rhythm that underpin execution, not just responding to requests. This requires a shift in how RevOps is expected to show up. ## The three pillars of impact ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/02/RevOps-Impact.png) One of the simplest ways to create clarity is to separate responsibilities into three buckets: what RevOps owns, enables, and influences. Not as a rigid framework, but as a way to force the right conversations. ### What RevOps should own RevOps ownership centers on total accountability for the structural health of the business, encompassing everything from data foundations and CRM architecture to forecasting mechanics and the overall go-to-market operating rhythm. This is where RevOps earns trust. When these foundations are solid, leaders can focus on decisions rather than debating the numbers or the process. ### What RevOps should enable RevOps enablement focuses on empowering Sales, Marketing, and CS leaders through strategic insights, behavioral frameworks, and management tools that allow them to drive their own success rather than relying on others to do the work for them. RevOps enables execution by making the right path the easiest one to follow. ### What RevOps should influence RevOps serves as a strategic navigator, using its visibility across the organization to influence better decision-making by flagging resource limits and guiding leadership away from 'everything is a priority' thinking. This only works if RevOps is trusted and seen as neutral. Not sales-biased. Not marketing-biased. Not finance-biased and focused on outcomes. [Why Your 2026 Growth Plan Will Fail (And How to Fix It)Every plan looks clean in January, then real life happens. Learn how to identify “Wildly Important Goals” and build an early-warning system that surfaces execution risks before they turn into end-of-quarter failures.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-340.png)Revenue Operations AllianceSimon Gilks![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Simon-Gilks--1-.png)](https://www.revenueoperationsalliance.com/turning-your-2026-plan-into-reality-why-execution-will-decide-who-wins/) ## Why this clarity matters for execution When ownership is clear, a few essential things start to happen. - First, decision-making speeds up. People know who can make the call and who doesn’t need to be involved. - Second, priorities become easier to protect. When new requests appear, they can be tested against agreed outcomes rather than added by default. - Third, teams regain momentum. Work gets finished. Progress becomes visible. Motivation improves because effort leads somewhere. This is especially important early in the year, when ambition is high, and the temptation to do everything at once is strong. Execution often fails not because the plan was wrong, but because focus was eroded slowly and quietly. ## The leadership role RevOps plays One of the most interesting themes that often comes up in conversations about execution is leadership protection. Teams don’t lose focus because they’re undisciplined. They lose focus because priorities change faster than capacity. RevOps can’t solve this alone, but it plays a critical role in surfacing the reality: - What’s already in flight - What trade-offs does new work introduce - What impact does [constant reprioritization](https://www.revenueoperationsalliance.com/how-were-enabling-revenue-with-tools-training-and-a-jolt-of-focus/) have on delivery and morale Good leadership involves running the guard for teams and protecting them from unnecessary noise, and being honest with stakeholders about what delivery actually takes. RevOps helps make that possible by providing visibility and cadence, not by adding more complexity. ## Tools don’t fix execution problems When execution wobbles, the reflex is to add something new: a tool, a dashboard, a process. Tools can help, but they rarely address the root cause. If ownership is unclear, tooling shifts the confusion elsewhere. If priorities continue to shift, dashboards better reflect the chaos. Execution improves when: - Ownership is explicit - Decision rights are clear - Focus is protected - Cadence is consistent Tools should support those things, not substitute for them. ## RevOps ownership isn’t static What works at 50 breaks at 500\. As scale raises complexity and ambiguity, RevOps becomes essential, adding clarity without slowing teams down Most organizations don’t fail because they lack good ideas. They fail because they struggle to [turn those ideas into consistent action.](https://www.revenueoperationsalliance.com/mid-year-reviews-into-action/) RevOps sits right at that intersection between intent and execution. When ownership is clear, progress accelerates. When it’s unclear, it quietly becomes part of the problem. Execution thrives not on control but on clarity. ### Optimize, San Francisco, January 2026 URL: https://www.revenueoperationsalliance.com/optimize-san-francisco-2026-2/ Last updated: 2026-01-28T12:52:28.000Z Catch up on every session from Revenue Operations Summit, San Francisco, with sessions from Adobe, Google, Affirm and more. _This post is for paying subscribers only._ ### Why your CFO holds the key to RevOps success URL: https://www.revenueoperationsalliance.com/why-your-cfo-holds-the-key-to-revops-success/ Last updated: 2026-01-23T17:38:11.000Z Hello everyone. My name is Ben Austen and I'm a fraud. Feels pretty good to say out loud. Why am I a fraud? Well, I'm here to talk to you about securing a seat at the top table. But I don't have a C in front of my name. I don't have a fancy job title. I've never had any financial background. I post sporadically at best on LinkedIn. I haven't started my own company. And I ignore other socials. So that's not a great start, hence the fraud. But I do think that I've had quite a lot of experience in trying to drive impact, which I think is what everyone here wants to be able to do. And I think by driving that impact, you can get that strategic seat. I'm here to talk to you about what I think works, and what doesn't. And I want to share with you the single most powerful and often overlooked strategy that I found to claim that spot. And that is forging that unlikely alliance – and it's not with the CRO. ## The dysfunctional reality of revenue operations Before we jump into it, I'm just going to quickly frame how I see RevOps. In a slightly hyperbolic way, because let's keep things light. This is my explainer for muggles of what we do. Why does RevOps exist? Because revenue's historically been managed in three dysfunctional silos. ### The Belfort mentality: Sales First, we've got sales. The Wolf of Wall Street, right? The mantra of greed is good. Growth at any cost. And what does that look like? Sales hate marketing. Sales hate marketing because they scream there's not enough leads. Your leads are awful. They're not very good. Have you tried doing my job? I've got lots of admin to do. Their incentive is pure volume and speed. ### The Draper mentality: Marketing Next bucket, we've got marketing. Massive budget. Great creative but a deep resentment for accountability. Marketing hates sales because they hear: you don't understand our customers. Your campaigns are too expensive. We've never seen an ROI. Their incentive is attention, spend, and the art of the campaign. ### The forgotten heroes: Customer success Then we've got customer success. Now I couldn't actually think of any sort of cinematic villain to show customer success. I had a pretty good experience with Garmin the other day, I put them up. But I also thought that was a perfect representation of customer success. Because there isn't really an embodiment of customer success. Ultimately they're sort of the churn fighting heroes. And they don't just hate marketing, and they don't just hate sales. They hate sales and marketing. They hate everyone regardless. And the reason they hate everyone regardless is because they're just trying to clear up all the mess. What's been oversold, over promised, or doesn't meet what they can actually do. So what's the result of this mess? It's data that doesn't talk. Metrics that conflict. And a P&L statement that's impossible to predict. I see RevOps as breaking down the silos. But solving that internal fight isn't enough. To get that seat to the top table, we've got to stop arguing amongst ourselves and start speaking to the only person who can usher us in. _This post is for paying subscribers only._ ### Aligning revenue teams around the buyer journey URL: https://www.revenueoperationsalliance.com/aligning-revenue-teams/ Last updated: 2026-03-11T17:41:37.000Z Are your revenue teams fully aligned with your buyer’s journey? Disconnected systems, rigid processes, and slow response times aren’t just frustrating buyers - they’re leaving revenue on the table. In this **complimentary session** with LeanData, we share how RevOps leaders are aligning revenue, marketing, and sales operations teams around the buyer journey. Gain practical insights for eliminating friction across teams and discover how a strong orchestration foundation can transform complex operations into measurable revenue impact. ### Key takeaways: - Why aligning revenue teams with the buyer journey improves engagement and drives revenue - How to build buyer-centric workflows that adapt to changing signals - The transformative impact of a strong orchestration layer on GTM agility - Ways to route inquiries instantly to the right person and deploy custom engagement flows - How to manage team changes, holidays, and working hours without relying on IT ### What you'll learn: **Stop losing deals to slow response times** Disconnected systems and rigid processes frustrate buyers. Learn how to orchestrate workflows that react instantly to every buyer action. **Deliver seamless, buyer-focused experiences** Deploy custom engagement flows at key points in the buyer journey to increase conversions and accelerate deals. **Run your revenue engine without IT delays** Easily manage team rotations, holidays, and schedules—keeping your revenue motions flexible and scalable. **Turn complex signals into revenue** See how leading RevOps teams translate buyer activity into clear, actionable revenue-driving steps using orchestration layers. ### Meet the experts: **Sr Director, EMEA Marketing** Dana Guthrie is the Senior Director of EMEA Marketing at LeanData, where she leads the planning and execution of multi-channel campaigns that drive awareness and growth. With over twenty years of B2B marketing experience, she has a proven record of delivering successful demand generation, customer marketing, and communications strategies for North American software companies expanding into EMEA and APAC. **Holly Gage, Director of Marketing Operations, Soldo** Holly Gage is Director of Marketing Operations at Soldo, with a 25-year career in B2B marketing and marketing operations. She has spent nearly two decades specialising in lead management, designing scalable processes that connect strategy, execution, and revenue outcomes. Before Soldo, Holly worked in Marketing Operations at Okta and as a martech consultant, both independently and with a Salesforce partner, supporting organisations through operational transformation. Earlier in her career, she was a Senior B2B Marketer, giving her a strong practitioner’s perspective on what effective lead management looks like in the real world. ### Modernizing B2B sales: How to drive growth in legacy industries URL: https://www.revenueoperationsalliance.com/how-to-drive-growth-in-legacy-industries/ Last updated: 2026-01-20T17:30:10.000Z When I joined GHD Digital two years ago, my challenge was to generate revenue for a SaaS startup inside a 100-year-old civil engineering consultancy. GHD’s legacy was impressive: a global leader in water, waste, transportation, architecture and urban development. Governments trusted us. Communities depended on us. But our new products and platforms division? We were a small, scrappy team trying to make a name in the government tech world. ## Sales challenges We had tremendous buy-in from the team, the support of our divisional CEO Ali Carden and an appetite for change, we also had several key challenges to overcome. The first was this: GHD Digital was poised to meet rising demand for digital solutions but was anchored in go-to-market motions that did not fit the dynamic realities of SaaS business models. We lacked the specialized sales roles and commission plans: Everyone was an account manager; everybody wrote [RFPs](https://www.investopedia.com/terms/r/request-for-proposal.asp); everybody did everything. Business risk loomed large, processes were outdated, and our systems allowed for minimal knowledge sharing. Most importantly, we lacked a consistent way of engaging prospects and customers. We didn’t know what “good” looked like, or how to scale it: Sellers defaulted to individual styles and lacked a consistent process for discovery, qualification and advancement. Successes were impactful but isolated. ## Restructuring sales for scalable SaaS growth I knew we were sitting on a huge opportunity, but we had to transform how we sold. We needed to blend GHD’s community values and deep expertise with the urgency and precision demanded by a digital-first economy. [Enter Tony Cascio](https://www.linkedin.com/in/tony-cascio/), a Managing Partner at [ValueSelling Associates](https://www.valueselling.com/), who helped us think about value-based selling not just as a sales methodology, but as a mindset. - **Step 1: Separate the roles.** We developed positions for dedicated account executives (AEs), account managers (AMs), and an RFP team. This way there’s clear revenue streams and clear responsibilities. - **Step 2: Get everyone speaking the same language.** To align GTM roles and ensure a consistent customer experience, we studied the ValueSelling Associates books chapter by chapter and met to discuss the application. With no initial budget for formal training, the books became a great equalizer, helping everyone, including senior leadership, speak the same language. - **Step 3: Put competitive commission plans in place.** If we were going to attract top talent, we needed to pay top dollar. - **Step 4: Build a full SDR function to feed pipelines for AEs and AMs.** Reps are encouraged to build their own pipelines and bring in their own leads, but we needed to fill their sales funnels. - **Step 5: Challenge the status quo.** Stop waiting for RFPs and start proactively fostering multi-threaded relationships with our buyer personas to keep us top of mind. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Value-Selling-Principles.png) ## Transitioning from command and control to trust and collaboration The most powerful transformation at GHD Digital was in leadership philosophy. Sales training began with a leadership session across the entire business, including product management, marketing, sales leadership, and the divisional CEO, to ensure alignment on value-based principles and guidelines among anyone involved pre-, during, and post-sale. Teaching executives to move from "command and control” to “trust and collaboration" created the foundation for sustainable change from the top down. With the divisional CEO Ali Carden and the executive team using the Value Selling Framework and terminology, everyone in sales followed suit and was aligned. This was especially helpful in deal reviews to hold reps accountable to the same standards. Tony also spent time with the divisional CEO to develop a forward action plan that consisted of five leading indicators of the right behaviors and attitudes that would drive the performance-based culture. It became our religion. If you wanted to know whether someone was performing well or not, it was straightforward: we simply checked their progress against those leading indicators. The process was consistent, focused, and left no ambiguity about expectations or accountability. Now when we meet with Ali the only thing we look at is [the metrics.](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) Where are we green, where are we red, where do we need to adjust to get sales reps back on track. 💡 The forward action plan has become our guiding light on how we go from good to great as a sales-centric organization. ## Shifting from features to business outcomes > I like to reminds reps of this golden rule that aligns with value selling: money follows problems. If we’re solving a real business issue for a buyer, the budget follows. If we’re just promoting product features, we’re in a price bake-off. Our sales team used to sell based on product features and functions, and these deals were not forecastable. Reps would say the prospective buyer loved our product because it was “easier to use.” If you hear your teams saying something similar, I encourage you to push back and ask “What business issue are you solving?” Easier to use is not a problem that we are solving. I don’t know any government organization that will spend taxpayer funded money for something that’s easier to use, especially if that means ripping and replacing a CMS. 💡 If reps can’t link your solution to a specific community outcome, like economic growth or new revenue, you won't close the deal; you'll just be stuck in an endless, unforecastable sales cycle. To move away from promoting product features and shift toward problem-centric value-based selling, the GHD Digital sales team took these actions: 1. Conducted persona-based research to understand the business problems of our target audiences. *What are their priorities? What solutions are they desperate to find? What’s getting in the way of their business goals?* 2. Took control of meetings and did not allow prospective buyers to lead them down the road of features and functionality. This leads to buyers comparing our products to competitors, and it becomes a price discussion. 3. Conducted Gong call reviews of reps’ discovery calls and demos. I listen for answers to these questions: *What problem are we solving? What is the main business issue? What is our product going to solve?* If we can’t answer these questions, then we don’t have a legit opportunity in play. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/20260119_1143_Value-Based-Selling-Transition_simple_compose_01kfb10ejtftz890snc8q3hext-1.png) ## Keep the sales process simple [Sales doesn’t have to be complicated.](https://www.revenueoperationsalliance.com/8-sales-competencies-buyers-want/) I learned early on that if you over-engineer your process, you lose the magic that makes great reps great. We want reps to be authentic. 💡 We don’t want them to be reading a script, or being worried about what they’re going to say. I want to give our reps the flexibility to sell the way they want to sell, but with guardrails in place to keep them on track. To drive behavioral change from day one and maximize training return on investment, we built the ValueSelling principles right into our CRM using a revenue tech tool called eValuePrompter. When a BDR books a meeting, that info flows through the entire sales cycle. It keeps everyone aligned and accountable. During deal reviews, it’s pretty straightforward. If I open a deal and the eValuePrompter indicators are blank, that deal isn’t getting forecasted. When the critical elements are confirmed, the information is concise, and I can clearly see the business issue we’re solving that’s a deal we can stand behind. ## Forecasting accuracy depends on preparation [Forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting-supply-and-demand/) accurately, quarter after quarter, when everyone is aligned and prepared. Value-based selling is the back bone for how we oversee our pipelines and report to the executive teams. I tell our team all the time to be prepared for our monthly forecasting deal review meetings with the CEO. Trust me, you don’t want to be that rep who shows up to meeting unprepared. We’ve stopped meetings midstream before, and that’s a lesson no one forgets. 💡 If a rep can’t articulate the business problem they’re solving, it’s not a forecastable deal and it doesn’t get counted. Simple, but brutally effective. Our review process checks for five key elements: 1. Discovery completeness 2. Vision mapping with the client 3. Alignment to business issues 4. Stakeholder engagement 5. Clear next steps ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Forecasting-preparation.png) ## Two years later, we had a real sales organization. Quotas? Crushed. Pipeline? Solid. Forecasting? Accurate to the dollar. The results speaks for themselves: six straight quarters of hitting quota and forecasting to the dollar, giving our CEO complete confidence in our sales team ability to accurately forecast to her executive team in Australia. Reps understand expectations, and we avoid wasted cycles. And we did it while staying true to GHD’s community values. The transformation at GHD Digital delivered measurable, lasting impact: - 450% increase in annual recurring revenue over 2 years, fueled by a structured sales motion and a proactive engagement strategy - 140% improvement in year-over-year growth from 2023 to 2025, reflecting the team’s ability to land, expand and retain public sector clients at scale - 160% pipeline growth year-over-year, while the division’s close rate climbed to 32%, marking a major improvement in both efficiency and forecast reliability - 125% increase in average deal size ## How to build your own sales forecasting machine If you’re serious about driving steward leadership, the principles behind ValueSelling are universal whether you’re in hardware, software, SaaS, or product-led growth. The framework cuts across industries because it’s grounded in something every great sales organization needs: clarity, consistency, and customer focus. When you pair those principles with relentless preparation and real buy-in from senior leadership, magic happens. Doubling down on coaching, mentorship, and workshops hardwired that value-based selling mindset. Get your revenue organization to articulate what business issues they’re solving for their customers’ organizations, and you too can build a forecasting machine. --- ### 5 ways to bridge the gap between strategy and execution URL: https://www.revenueoperationsalliance.com/5-ways-to-turn-strategy-into-execution/ Last updated: 2026-01-16T12:04:13.000Z You've crafted the perfect strategy. But, somehow, when it's time to execute, it gets lost in translation... After spending years leading [operations strategy](https://www.revenueoperationsalliance.com/proactive-vs-reactive-revenue-operations-strategy/) and performance, I've seen this play out countless times across different organizations. Here's what I've learned: there's no universal playbook for turning strategy into results. But there are patterns. Frameworks that work. And today, I want to share one that has served me well. **Here's my five-dimensional approach that demolishes the obstacles between planning and doing...** ## Why most execution frameworks miss the mark Let's be honest. There's no shortage of strategy literature out there. You've probably read dozens of books, attended workshops, maybe even hired consultants. Yet somehow, the gap between strategy and execution persists. The problem? Most frameworks treat execution as a mechanical process. They assume that if you just follow steps A, B, and C, success will follow. But execution happens through *people.* People in complex organizations, with competing priorities, and limited resources. It's messier than any flowchart can capture. That's why I've organized my approach around five core dimensions: 1. Governance 2. Tools 3. Rewards 4. Data 5. People For each dimension, I'll share **three specific tactics** you can actually implement. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Storytelling-for-RevOps--2-.png) ## 1) Governance: Creating structure without bureaucracy When most people hear "governance," they think of endless meetings and approval processes. Red tape that slows everything down. Done right, though, governance actually *accelerates* execution. ### Planning as an accelerator Think of planning like a Formula 1 pit stop. You slow down initially, but only so you can go faster later. Invest time upfront in planning and you can forget about needless bureaucracy because you've built *clarity*. What does this look like in practice? It means having clear approaches for resource allocation, budget distribution, and decision-making authority. More importantly, it means defining how these elements can *flex* during the year. (Because let's face it, no plan survives contact with reality.) 💡 The key is building adaptability into your governance structure from day one. Plan for how you'll adjust when things inevitably change. ### OKRs that actually drive accountability Google might have popularized OKRs (objectives and key results), but chances are your organization uses some version of them. Whether you call them annual objectives, strategic priorities, or something else entirely. Here's what makes OKRs powerful for execution: they create a clear line from vision to action. Take a software company targeting SMB growth. Your objective might be growing SMB revenue by 15%. The key result? Sign 20 new deals by Q1\. Each deal has specific revenue targets that roll up to the larger goal. This clarity creates consistency across teams. It makes accountability possible and, perhaps most importantly, it gives everyone a North Star by which to navigate when making daily decisions. ### The accountability matrix challenge We'd recommend using the RACI framework: Responsible, Accountable, Consulted, Informed. You might use RAPID or another model. The framework matters less than the clarity it creates. Here's where things get tricky in matrix organizations: you often end up with multiple people accountable for the same outcome. Picture a shared P&L between market and product teams. Two decision-makers. Two perspectives. Potential for conflict. Here's my take: The solution is to build collaboration into the accountability structure itself. Not to choose one team over the other. Define not just who's accountable, but how they'll work together when interests diverge. (Because, count on it, they *will* diverge.) ## 2) Tools: Beyond software to strategic enablers When I say "tools," your mind probably jumps to [software platforms](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/). And yes, those matter. But tools encompass so much more: systems, processes, and even the narratives we use to drive alignment. ### The power of narrative as a tool This might seem counterintuitive, but *narrative* is one of your most powerful execution tools. Why? Because it answers the fundamental questions that drive human behavior: Why are we doing this? What's in it for our customers? What's the bigger picture? Without a compelling narrative, execution becomes a compliance exercise. Your teams go through the motions without understanding the purpose. They can't make good decisions independently because they don't understand the context. A strong narrative creates that North Star. It helps teams navigate ambiguity. It provides the "why" that sustains effort through challenges. ### CRM as an execution enabler (not a reporting burden) Here's a radical thought: your CRM should help sales teams sell, not just help management track metrics. (I know, revolutionary concept!) The best CRM implementations provide clarity on where each opportunity stands in the sales cycle. They surface which decisions need to be made to move deals forward. They track progress against OKRs in real-time. But here's the catch: this only works if the system is designed with salespeople in mind, not just management. Too often, we build these tools in isolation, then wonder why adoption is poor. Get your sales teams *involved* in the design process. Build something they'll actually want to use. ### AI as a tool (with humans still in charge) AI could easily fit under data, but I see it fundamentally as a tool. And like any tool, its effectiveness depends entirely on how we use it. The key questions remain human ones: - How do we instruct AI systems effectively? - What prompts generate useful outputs? - How do we interpret and apply the results? - It's still garbage in, garbage out – just at a much faster pace. For [predictive analytics](https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/) or [automated workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/) to drive execution, we need to design them cleverly. That means understanding both what AI can do and what it *shouldn't* do. The goal is to augment human judgment, not to replace it. ## 3) Rewards: Aligning incentives with desired behaviors Everyone in your organization either receives rewards or manages them. Yet we often treat rewards as an afterthought, something HR handles. That's a missed opportunity. ### Beyond the carrot and stick Financial incentives are straightforward. Sales commissions. Performance bonuses. You hit the number, you get the reward. Simple, right? Here's the problem: people adapt (in ways we might not always want them to). They find workarounds. And you can't run a marathon at sprint pace. Over time, financial incentives lose their power to motivate. They become expected rather than earned. The real power lies in non-financial incentives: - Career development opportunities. - Public recognition. - Growth assignments. These tap into intrinsic motivation; the desire to master skills, gain autonomy, and contribute to something meaningful. ### Recognition that reinforces the right behaviors Recognition might seem like a "soft" tool, but it's incredibly powerful for driving execution. The key is being intentional about *what* you recognize. Let me share an example. Imagine you're launching a new product. There are teething issues. A delay seems inevitable. But one employee escalates the problems early. Because of her proactive communication, management can intervene. What could have been a six-month delay instead lasts just three weeks. On paper, she missed her KPI. The launch wasn't on time. But the behavior (early escalation, proactive problem-solving, courage to communicate bad news), that's exactly what you want to reinforce. Recognize it publicly. Make it clear this is the kind of execution excellence you value. ### Building behaviors that drive results What behaviors actually drive execution? In my experience, it's things like maintaining a growth mindset, being proactive rather than reactive, focusing on collaboration over silos, prioritizing outcomes over process adherence, and keeping clients at the center of decisions. Easy to say. Much harder to do. But you can systematically reinforce these behaviors. There's something called "uplift", a peer recognition system tied to our leadership principles. Each month, employees can recognize colleagues who exemplify principles like "Execute with Excellence" or "Obsess about Customers." The people with the most uplifts get recognized in town halls. It factors into performance reviews. It creates social proof for the behaviors that matter. Simple system, powerful results. ## 4) Data: From complexity to clarity Data underpins everything I've discussed so far. But too often, we make it more complex than it needs to be. ### Reporting that drives action How many KPIs does your dashboard track? If it's more than you can remember, it's too many. The best reports are ruthlessly simple: RAG status (red, amber, green), clear ownership, defined timelines, and specific metrics. Four or five columns. That's it. I have a tendency to create complex reports. Maybe you do too. But complexity doesn't equal sophistication. The goal is driving action, not impressing people with our Excel skills. Focus on making reports: - Action-oriented - Automated (where possible) - Leveraging real-time data 📐 Move away from static spreadsheets toward dynamic dashboards. Use AI to build Power Apps that generate insights automatically. But always, always **keep it simple.* ### KPIs that differentiate People often confuse KPIs with OKRs. [Think of KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) as the level-two and level-three metrics that ladder up to your key results. They're more *granular* and more *specific*. But here's where strategy meets execution: your KPIs should drive the behaviors you want. If you're targeting 15% revenue growth, that's great. But maybe recurring revenue matters more than new sales for long-term health. Your KPIs should reflect that priority. Same principle applies to [market segments](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/). Want to grow in hospitality rather than financial services? Build KPIs that track hospitality-specific metrics. Use your measurement system to focus attention where it matters most. ### Data-driven decisions (with context) Using data to drive decisions seems obvious. But here's what I've learned: people need to understand why decisions are made. They need context. They need to be brought along on the journey. When decisions feel random or disconnected from strategy, execution suffers. People lose faith in leadership. They start second-guessing rather than acting. So yes, make fast decisions when needed. But for significant choices, take time to explain the rationale. Share the data. Show how it connects to strategy. It might feel like slowing down, but it actually speeds up execution by building buy-in. ## 5) People: The heart of execution I saved people for last intentionally. Despite all our automation, AI, and sophisticated tools, execution still happens through human beings. It's us that remains the most critical factor. ### Breaking down silos (not just overcoming them) Notice I said "breaking down" not "overcoming" silos. Sometimes you need to be forceful. Silos don't dissolve naturally, they're reinforced by incentive structures, reporting lines, and years of habit. Real cross-functional collaboration requires changing these underlying structures. Nobody accomplishes anything significant alone in a large organization anymore. Yet our systems often reward individual achievement over collective success. Recognize and reward cross-functional initiatives. Make collaboration a promoted behavior, not just a nice-to-have. And yes, sometimes you need to force the issue by restructuring teams or changing reporting relationships. ### Client-centricity as a driving force Here's a trap we all fall into: we build tools, reports, and processes for internal stakeholders. It's tempting. They're the ones asking for the reports, after all. But execution excellence means working backward from *client needs* and pain points. Every system, every process, every decision should ultimately serve the customer. This should drive how you structure incentives, design your CRM, create reports, make funding decisions, and deploy talent. Easy to say. Hard to do. Internal pressures are real and immediate. Customer needs can feel abstract and distant. But organizations that maintain this outside-in perspective consistently outexecute their internally-focused peers. ### Culture as the connecting tissue Culture is the glue that holds everything together. With the right culture, people lean in. They contribute ideas proactively. They're comfortable with intelligent failure, like the product launch delay I mentioned earlier. But culture isn't about ping-pong tables and free snacks. It's about creating an environment where people can do their best work. Where they understand how their efforts connect to larger goals. Where they feel safe to escalate problems early rather than hiding them. You can't mandate culture. But you can shape it through the behaviors you recognize, the stories you tell, and the decisions you make. Every action sends a signal about what really matters. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/Newsletter_Upsell_Footer_ROA.png)](https://www.revenueoperationsalliance.com/partner-with-us/) --- ## Making it real in your organization **21 words across five dimensions**: governance, tools, rewards, data, and people. Are there overlaps? Absolutely. Could planning fit under data? Sure. Might decisions belong in governance? Of course. The point isn't creating perfect categories. It's having a framework to think systematically about execution. Because here's what I know after years of working on strategy and operations: execution isn't about finding the one perfect approach. It's about addressing multiple dimensions simultaneously. Some of these ideas will resonate with you. Others might not fit your context. That's exactly as it should be. There's no universal formula for bridging the strategy-execution gap. If there were, we wouldn't still be talking about it. What matters is being intentional. Pick the elements that address your biggest gaps. Start small. Test and learn. Build momentum. Because ultimately, execution excellence isn't a destination, it's a capability you build over time. The organizations that win aren't necessarily the ones with the best strategies. They're the ones that can consistently turn strategic intent into operational reality. They're the ones that bridge the gap between thinking and doing. That's the real challenge we face in revenue operations. And it's why this work matters so much. Because without execution, even the most brilliant strategy is just a PowerPoint deck gathering dust. What dimension will you tackle first? ### How I transformed pricing into a strategic RevOps growth lever URL: https://www.revenueoperationsalliance.com/pricing-as-strategic-revops-growth-lever/ Last updated: 2026-01-14T10:08:52.000Z **Let me ask you something...** How many hours did you spend last week on pricing approvals? Or untangling discount requests? Or explaining to sales why their "special deal" breaks every rule in the book? If you're like most RevOps professionals, the answer is probably "too many." I've been there. In fact, when I asked a room full of RevOps leaders this same question recently, nearly everyone raised their hand. We're all drowning in the operational minutiae of pricing. But we *should* be driving strategic decisions that actually move the revenue needle. Here's the thing: pricing doesn't have to be the operational nightmare that keeps you from doing real strategic work. Over the past few years, I've transformed pricing from a constant firefight into **one of our most powerful growth levers.** Here's exactly how I did it... ## The pricing disconnect that's killing your productivity Picture this: Product is heads-down on their roadmap. Finance is obsessing over top-line numbers. Marketing's crafting the perfect positioning. And Sales? Well, they're asking for another discount. Sound familiar? Meanwhile, you're stuck in the middle trying to make sense of it all. You're the one who has to somehow turn these competing priorities into [a coherent pricing strategy](https://www.revenueoperationsalliance.com/successful-pricing-strategies/) that actually works in the real world. You're the translator, the mediator, the enforcer, and somehow also the strategist. This disconnect creates massive inefficiencies. Teams work in silos. Nobody talks to each other. And pricing becomes this reactive, ad-hoc mess instead of the strategic lever it should be. I've seen this pattern play out in organization after organization. The result? RevOps teams spend 80% of their time on pricing operations and maybe 20% on actual strategy. If we're lucky. But here's what I've learned: **when you flip that ratio, magic happens.** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Importance-of-reviews--3-.png) ## Why pricing belongs in RevOps (and why now is the time) You might be wondering why I'm so passionate about RevOps owning pricing. After all, couldn't product handle it? Or finance? Or... literally anyone else? Here's my take: RevOps sits at the *perfect* intersection. You understand the customer journey. You see the data. You know what's actually happening in deals. And most importantly, you're the only team that regularly talks to everyone else. I've developed a maturity model for RevOps, and here's what I've noticed. In Europe, we're mostly at level two – still building foundations, breaking down data silos, trying to get teams to work together. But in the US? They're having much more strategic conversations. They're at the point where product, pricing, and revenue strategy all work together seamlessly. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) --- The difference isn't resources or talent. It's mindset. It's understanding that pricing isn't just about approvals and guardrails. It's about accelerating growth. Let me share some numbers that might change your perspective: - 67% of top-performing organizations have mature pricing capabilities. - Companies with strong pricing governance grow significantly faster than their competitors. - ServiceNow increased prices by 23% over two years just by implementing better pricing governance. That last one really gets me. A twenty-three percent price increase... Not through some complex new model or massive overhaul. Just better governance, clearer workflows, and strategic thinking. ## The sweet spot for pricing in RevOps Now, I'll be honest with you. Pricing in RevOps isn't for everyone. Small organizations with a single product? Product management probably makes more sense as the owner. Large enterprises with complex, bespoke deals? You might need a dedicated pricing team. But for that middle ground – multiple products, growing fast, standardized offerings with some flexibility – that's where RevOps can really shine. That's what I call the "middle ground magic." In this sweet spot, you can coordinate across teams while still being strategic. You can standardize processes without losing flexibility. You can drive real revenue impact without getting lost in endless customization. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Importance-of-reviews--2-.png) ## Building your pricing foundation: Three pillars that actually work Alright, let's get practical. Here are the three pillars I've used to transform pricing from an operational burden into a strategic asset... ### Pillar 1: Governance that doesn't suck Most pricing governance is either non-existent or so bureaucratic it kills deals. You need something in between. First, create a clear RACI matrix. I work primarily with three teams: product, product marketing, and finance. Here's how we divide responsibilities: - I own pricing strategy. - Product owns packaging decisions (which features go in which tier). - Product marketing owns positioning and value communication. - Finance validates the models and ensures profitability. Notice who's not on that list? Sales. I validate with them separately. They're crucial stakeholders, but they don't own any part of the pricing process. (Trust me on this one.) --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) --- Second, establish a pricing committee that actually adds value. We meet quarterly, not weekly. Why? Because weekly meetings become operational. Quarterly meetings stay strategic. Here's exactly how we structure our pricing committee: - **Objective**: Focus on strategic pricing decisions, not day-to-day approvals - **Criteria**: Only topics that impact revenue by more than X% or affect multiple segments - **Attendees**: Keep it small – product, sales ops, finance, product marketing. That's it. The key is that open discussion section. We don't just review decisions. We talk about what's changing in the market, what customers are saying, what competitors are doing. And yes, everyone always wants simpler pricing. Always. ### Pillar 2: KPIs that drive action You can't improve what you don't measure. But most companies measure the wrong things. Sure, track your basics: ARR, new customers, average order value. But the real insights come from more sophisticated metrics: - Customer acquisition cost (CAC) by segment - Customer lifetime value (LTV) by cohort - Price elasticity by product line - Win rate at different price points Two weeks ago, I sat down with our CEO and CRO to review CAC and LTV across our ten main markets. We'd been tracking these metrics for two years. You know what we found? Three markets were massively underperforming. CAC was climbing, LTV was dropping. The insight? We'd removed country-specific pricing factors in the name of simplification. Turns out, Spain and Italy really do need different pricing than Germany. Who knew? (Spoiler: the data knew.) ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Importance-of-reviews--4-.png) ### Pillar 3: Analysis that informs strategy There are four types of analysis I run regularly: 1. **Segmentation analysis**: After any product's been in market for six months, I dig into who's actually buying. Which industries? What size companies? What use cases? Then I make pricing decisions based on reality, not assumptions. 2. **Win/loss analysis**: Honestly, the tool matters less than the discipline. When we lose a deal, I want to know: What price did we quote? What discounts did we offer? How did that compare to the winner? 3. **Competitive analysis**: This ties directly to win/loss. I'm not just tracking competitor prices. I'm understanding their pricing models, their packaging, their value props. 4. **Price elasticity testing**: This is where it gets fun. We survey customers about new products: "Would you pay more, less, or the same as Product X?" Simple question, powerful insights. 💡 For more mature products with enough data, we use ****Van Westendorp analysis**. You ask four questions about price perception, and the data tells you the optimal price point. But you need at least 50 responses. With our typical 20 customer interviews, we stick to simpler methods. ## Making pricing strategic, not operational Here's where most RevOps teams get stuck. They implement all the right processes but still spend their time on approvals and firefighting. The secret? Position pricing as a growth lever, not a governance function. When I talk to our VP of Sales, I don't say, "We need to raise prices because costs went up." I say, "We have a 15% revenue opportunity through strategic price optimization that doesn't require a single new logo." See the difference? Pricing becomes a fourth growth lever alongside new customer acquisition, expansion, and retention. Sometimes it's the strongest lever you have, especially when other parts of the business are struggling. ## Real-world implementation tips Let me share what actually works in practice: **Keep your pricing committee small**. I know everyone wants to be involved, but too many cooks really do spoil this particular broth. Sales will complain they're not included. They'll survive. **Data beats opinions, but not by much**. Yes, use data to inform decisions. But remember, most pricing decisions are still hypotheses until they hit the market. That's okay. Make your best guess, launch it, then iterate. **Build in review cycles**. I have an agreement with our CRO: every pricing change gets a three-month review. If it's not working, we adjust. This takes the pressure off getting it perfect the first time. **Simplify relentlessly**. The best thing we ever did was move from seven different pricing models to a simple good-better-best structure. Our sales team could finally explain our pricing without a PhD in mathematics. --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification. And gain the necessary knowledge to measure your RevOps impact with confidence. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) --- ## Handling the human side of pricing Let's talk about the elephant in the room: sales gossip. You know how it goes. One rep hears another got a sweet deal. Suddenly everyone wants the same discount. The partner team complains the direct team gets better pricing. Everyone's convinced everyone else has it better. Here's how I handle it: **First,** clear guardrails. Up to 15% discount needs no approval. Up to X% needs team lead approval. Beyond that, escalate up the chain. Simple, clear, documented. **Second,** radical transparency. When someone comes to me with "I heard direct sales gets 30% automatic discounts," I pull the actual data. Nine times out of ten, it's a misunderstanding. The one time it's true? Maybe we need to adjust our strategy. **Third,** I push operational approvals down the chain. If it's within guardrails, your manager can approve it. I'm not your pricing help desk. I'm here for strategy. ## Resources for the pricing curious If you want to go deeper, here are my go-to resources: **Blogs**: [Ibbaka's consulting blog](https://www.ibbaka.com/ibbaka-market-blog) drops great content weekly. The EPP pricing platform blog is solid for B2B SaaS. Pricing Society has good training if you want formal education. **Books**: "Confessions of the Pricing Man" by Simon-Kucher's founder is my pricing bible. "Pricing with Confidence" is great for building conviction in your pricing decisions. **Podcasts**: ["Impact Pricing"](https://open.spotify.com/show/3F2bzgV7lzBJRiaq6vj9LZ) is perfect for your commute. They focus on value pricing, which aligns perfectly with RevOps thinking. **Frameworks**: The revenue model chapter in "Winning by Design" is essential reading. It'll help you speak the same language as your CRO. ## The bottom line Pricing doesn't have to be the operational burden that keeps you from strategic work. With the right governance, metrics, and mindset, it becomes one of your most powerful tools for driving growth. Start small. Pick one area, build from there. Before you know it, you'll be the one raising your hand when someone asks who's driving strategic value through pricing. Remember: you're not just managing pricing. You're unlocking revenue. There's a difference, and it's worth about 23% to your top line. Now, who's ready to make pricing their competitive advantage? ### A practical guide to sales metrics that actually matter URL: https://www.revenueoperationsalliance.com/guide-to-productivity-sales-metrics/ Last updated: 2026-01-23T18:00:20.000Z Your CRO walks into a meeting and asks, “Which of our sales reps are actually productive?” Simple question, right? Wrong. This one question launched us on a journey that reshaped how we think about [sales productivity](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/). And trust me, we made plenty of mistakes along the way. This is your chance to learn from them, too. ## The productivity paradox we discovered Here's what we found when we dug into our sales productivity metrics: death by 1,000 metrics. Literally. Our sales reps were drowning in data. We'd run a sales time survey, and the feedback was brutal. Too many metrics. Dashboard overload. No consistency across regions. Some teams tied metrics to performance management, others didn't. It was chaos disguised as [data-driven decision-making](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/). You know that feeling when you open Google Sheets and see 47 different dashboards, each tracking something slightly different? That was us. Scrappy and entrepreneurial, sure. But also completely inconsistent. The worst part? We're a data-driven company. We help 23 jobseekers find jobs every minute. We operate in 60+ countries with over 3,000 enterprise and inside sales personnel. We should've had this figured out. But we didn't. And that's okay, because what we learned next changed everything... ## Starting with first principles (not best practices) When we decided to tackle this properly, we took a step back. Way back. We asked ourselves: what does a sales rep actually do during a quarter that drives [revenue](https://www.revenueoperationsalliance.com/why-revenue-operations-is-vital-for-managing-business-growth-2/)? We approached this two ways: 1. We talked to our leaders and reps about what was happening on the ground. 2. We looked at what should be happening based on industry research and expert insights. The framework that emerged was surprisingly simple. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/client-growth-.png) Three main buckets of activities: 1. **Client outreach**: You need to connect with your clients. Makes sense, right? But how you measure this matters. 2. **Deep engagement**: Once connected, you need meaningful conversations. Not just calls for their own sake, but actual engagement that moves things forward. 3. **Pipeline management**: Generate opportunities, manage them, close them. The fundamentals haven't changed, but how we track them has. We started with about 20 potential metrics. Through historical analysis, we narrowed it down to four that actually correlated with quota attainment and client performance. Here's what we discovered: top reps generate 34% more pipeline than average performers. But it wasn't just about quantity. Clients who received multiple touchpoints saw significantly higher revenue uplift. The magic was in consistent, quality engagement across the entire book of business. ## The global alignment challenge Now comes the hard part. How do you implement standardized metrics across a global organization that's used to doing things its own way? We followed the 80/20 rule. Here's what we mandated globally: - The same four core metrics for every market and segment - Standardized guidelines and processes - Centralized dashboard and reporting - One single source of truth But we left room for flexibility: - Market-specific targets based on local nuances - Regional teams could adapt implementation approaches - Integration with existing regional revenue reporting rhythms The balance is crucial. Too rigid, and you lose buy-in. Too flexible, and you're back to chaos. ## The metrics that actually moved the needle After all our analysis, we landed on a surprisingly clean framework: **Call volume and book coverage**: It's not just about making calls. Are you covering your entire book? A mid-market rep's expectations differ from an enterprise rep's, but everyone needs systematic coverage. **Pipeline generation and management**: How much pipeline are you creating? More importantly, are you actively managing it? Dead pipeline is worse than no pipeline. **Activity-to-outcome correlation**: This was the game-changer. We stopped looking at activities in isolation and started tracking how they flowed through the funnel. The power wasn't in individual metrics, but in how they told a story together. Think of it as a productivity funnel: - Calls at the top - Book coverage in the middle - Pipeline generation flowing through - Active opportunity management at the bottom Miss any level, and the whole thing breaks down. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/On-metrics.png) ### How to use this... **Start at the top:** Are your reps driving sufficient call volume? But volume alone means nothing. **Move down:** How much of that volume translates to book coverage? You might have reps making hundreds of calls to the same few clients. That's activity theater, not productivity. **Next level:** Does client engagement generate pipeline? You need proposals, demos, qualified opportunities flowing from those conversations. **Bottom line:** Are you managing that pipeline actively? Generating opportunities is great. Letting them stagnate isn't. This funnel view revealed patterns we'd missed before. Reps with great call volume but poor book coverage. Others with excellent coverage but low pipeline generation. The funnel showed us exactly where to coach. [Revenue Operations FrameworkRevOps is an enthralling yet complicated area; there are a whole bunch of different concepts you need to thrive. Enter our Revenue Operations Framework.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-338.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Meta_Images_Framework-1.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ## Two mistakes you must avoid ### 1) When technology becomes your biggest enemy Here's where things got messy. Really messy. We launched in April. Initial uptake was fantastic. Call volumes shot up in April, May, June. Leadership was thrilled. Then we noticed something terrifying. Only 50-60% of calls were being mapped by our system. Reps were doing the work, but the system wasn't capturing it. Trust evaporated overnight. Why should reps care about metrics if the dashboard doesn't reflect reality? Activity plummeted. Leaders stopped holding teams accountable. It took us four months to fix the technical issues. Four months of lost credibility. The lesson? Make sure your tech stack is bulletproof before launch. Test everything. Then test it again. ### 2) The communication vacuum trap Our second major mistake was equally painful. We did extensive pre-launch communication. Town halls, office hours, e-learning modules, active Slack channels. Then we launched and... stopped. That vacuum filled with noise. Confusion. Misinterpretation. Some reps started gaming the metrics, focusing on hitting numbers rather than driving revenue. Different leaders created their own pipeline processes. The standardization we'd worked so hard to achieve started fracturing. The fix required going back to basics: - Clear weekly rhythms: Friday rep reviews, Monday manager reviews - Standardized meeting agendas incorporating productivity metrics - Continuous reinforcement in town halls and one-on-ones - Regular communication about why these metrics matter You can't just launch and leave. Adoption requires constant nurturing. [RevOps challenges: Alignment, silos, and more with Sandy RobinsonOur host Sandy Robinson, VP of RevOps, recaps Season 3 of RevOps Unboxed and discusses the common themes among the episodes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-337.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-5-2.png)](https://www.revenueoperationsalliance.com/revops-challenges-alignment-silos-and-more-2/) ## Lessons for your productivity journey Whether you're a startup finding your first metrics or a mature organization refining your approach, here's what we learned: - **Start with first principles**: Don't copy what works elsewhere. Understand your unique sales process and build from there. - **Technology readiness is non-negotiable**: Your tech stack needs to be rock-solid before launch. Period. - **Communication never stops**: Pre-launch, launch, post-launch. Keep the drumbeat steady. - **Balance global standards with local flexibility**: Find your 80/20 split and stick to it. - **View metrics as a connected system**: Individual KPIs tell you what. Connected funnels tell you why. - **Listen to your sales team**: They're your customers. Their feedback is gold. [How to build a revenue operations teamDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar, gives his insights into building a revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-339.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/marvin-meyer-SYTO3xs06fU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) ## Your next steps The question isn't whether you need a productivity framework. The question is whether you're ready to commit to doing it right. Because half-measures create more problems than having no framework at all. Your sales team deserves metrics that actually help them succeed. Your leadership deserves visibility that drives real decisions. And you deserve a framework that makes your job easier, not harder. Start with first principles. Build thoughtfully. Launch when ready. Iterate constantly. Start with first principles. Build thoughtfully. Launch when ready. Iterate constantly. That's how you transform sales productivity from a necessary evil into a competitive advantage. ### Stop guessing your forecast: Build a scalable revenue data framework in 45 minutes URL: https://www.revenueoperationsalliance.com/revenue-data-you-can-trust/ Last updated: 2026-03-27T08:14:16.000Z Messy data is a revenue killer. It breaks your forecasting, stalls your GTM teams, and creates a cycle of endless manual cleanup. But it doesn't have to be your normal… Join us for a tactical, expert-led session where we strip away the theory and give you the exact building blocks of a high-performance data hygiene program. We're opening the playbook on scalable field mapping, data governance that actually sticks, and the automated cleanup routines used by the most efficient RevOps teams. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/e6cedb51-0617-41cb-9035-40c0b0dfa9d0) ### The tactical roadmap We're moving beyond the *why* and diving straight into the *how*. - **The field-mapping framework:** How to standardize your CRM so every lead, account, and deal is tracked with full accuracy. - **Governance without friction:** Data rules your sales teams will actually follow, without the battle. - **Build a single source of truth:** De-duplication and standardization practices you can implement the moment the session ends. - **Long-term alignment:** How to turn sales, marketing, and CS into your greatest data allies instead of your biggest data mess-makers. ### **Your RevOps toolkit** Register now to walk away with: - **Ready-to-use frameworks:** Step-by-step cleanup routines and field-standardization templates you can plug into your workflow today. - **Decision-grade data:** Turn messy numbers into a competitive advantage that fuels faster forecasting and smarter leadership decisions. - **Cross-functional alignment:** A blueprint for driving adoption across teams so everyone plays by the same rules. ### **Why you can't afford to miss this** - **Stop the fire drills:** End the last-minute scramble to fix broken reports before Monday's executive meeting. - **Scale with confidence:** Prevent data quality issues before they escalate and break your automation. - **Empower leadership:** Give your executives data they can trust to make informed, confident moves. - **Own your time:** Spend less time fixing errors and more time driving strategic revenue growth. ### Meet the experts: **Christopher Douglass: Sr Sales Leader & CRM Strategist, monday.com** Chris is a seasoned sales leader driving revenue growth and CRM innovation in the technology sector. As Senior Manager for sales at mondayCRM, he helps teams maximize modern CRM platforms, scale GTM operations, and optimize sales execution. Known for his practical approach to AI and automation, Chris delivers measurable outcomes - from improving pipeline visibility to streamlining workflows. His thought leadership on real-world CRM and AI adoption has been featured in industry webinars and collaborative sessions. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/0--1-.png) **Brandon Holland: Business Development Manager, Presidio** Brandon Holland is a Business Development Manager within Presidio’s Cloud Marketplace practice, where he helps customers and internal revenue teams turn complex marketplace data into trusted, actionable insights. Covering AWS, Azure, and Google Cloud marketplaces. Brandon works closely with sales and RevOps teams to deliver clear breakdowns of marketplace performance by region, customer vertical, Technology stack, and strategic partnerships. Enabling better forecasting, cleaner reporting, and smarter investment decisions across cloud and third-party ISV programs. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/01/Screenshot-2026-01-21-at-15-01-49-Picsart-AiImageEnhancer-1.png) ### Owning the GTM truth URL: https://www.revenueoperationsalliance.com/owning-the-gtm-truth/ Last updated: 2026-02-20T08:14:49.000Z As we head into 2026, pressure on revenue performance has never been higher, and revenue operations is right at the centre of it. When revenue signals get noisy, executive confidence drops. Forecasts diverge, board questions sharpen, and RevOps is left reconciling conflicting narratives from sales, marketing, and finance. Whose number is right? And can it stand up in the boardroom? This **complimentary live session** hosted by **Calibermind** puts revenue operations in the driver’s seat. Not as a reporting function, but as the strategic backbone of the GTM engine - aligning teams around shared North Star metrics, clean and auditable data, and a single, defensible view of revenue performance. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/0306f189-1171-4db9-9f0b-11219c1ad5fb) --- ### **Key takeaways:** We’ll break down the three pillars RevOps must help operationalize in 2026: **Debate-free value narrative:** How RevOps can establish a boardroom-ready value narrative anchored in pipeline, revenue contribution, and growth KPIs. **A+ market intelligence:** How to scale AI initiatives that matter (hint: beyond content generation). **Data infrastructure**: Articulating the why behind the broken trust in GTM data and what to do about it. We’ll cover handling directional vs. absolute accuracy, the MVP for decision making to move fast and keep the momentum, and how to build alignment with teams around shared definitions and a single source of truth. --- ### **Meet the expert:** **Nadia Davis, VP of Marketing - CaliberMind** Nadia Davis helps B2B organizations connect marketing activity to pipeline, revenue, and GTM decision-making. A former practitioner turned operator, she’s known for cutting through attribution noise, challenging “vibes-based” marketing, and building analytics frameworks that earn trust from Sales, Finance, and the boardroom. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/0.jpg) ### Turning your 2026 plan into reality: Why execution will decide who wins URL: https://www.revenueoperationsalliance.com/turning-your-2026-plan-into-reality-why-execution-will-decide-who-wins/ Last updated: 2026-01-08T20:03:06.000Z Periodic reviews shouldn’t be routine checkpoints; they are strategic inflection points. Done well, they enable reflection, recalibration, and informed pivots that shape both near-term outcomes and long-term success. Every company enters January with a plan. Boards have signed off on targets. Leadership teams have aligned on strategy. Decks look sharp. The ambition is there, but if we’re honest, the gap between the plan and what actually happens is where most organizations struggle. This is the moment to rally. To reset. To transform insight into collective action.​ Let’s break down how [RevOps leaders can use reviews](https://www.revenueoperationsalliance.com/mastering-revops-stories-from-the-trenches/) to drive measurable results. Research suggests that as many as two-thirds of large companies fail to execute their strategy effectively. Even well-designed plans lose around 40% of their potential value because execution breaks down. And when you ask CEOs and CROs what really keeps them up at night, it’s rarely the strategy. It’s whether the organization can actually deliver. As someone who lives in RevOps, I’ve seen this up close. RevOps sits in a unique position: close enough to the day-to-day to understand reality, and close enough to leadership to influence direction. Increasingly, RevOps is the function expected to connect the dots between planning and execution. If 2025 taught us anything, it’s this: 2026 won’t be won by the team with the most impressive strategy. It’ll be won by the team that executes better than everyone else. To help us stay on track, here are three focus areas to ensure our reviews drive real impact: ## **1-Execution depends on forecast clarity.** A strategy becomes real when it hits the forecast. That’s where ambition meets truth. The problem? Only around one in five revenue leaders feels confident in the data behind their forecast. When you’re building a plan on shaky foundations, everything that follows becomes guesswork. High-performing teams treat forecasting as a discipline, not an admin task. They set a regular cadence: [pipeline reviews](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/), [mid-week forecast checks](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/), end-week true-ups. And they use clear, evidence-based criteria at every stage. The goal isn’t a perfect forecast. The goal is early visibility. With early visibility comes the ability to adjust. Course corrections in February are cheap. Course corrections in October are brutal. 💡 ****Message for 2026:** Build a forecasting environment where truth travels faster than optimism **Practical recommendations:** - Create a weekly operating rhythm where forecast review isn’t optional. - Replace subjective judgement with defined stage criteria and data signals. - Use scenario modeling (best case, expected, worst case) so leaders understand the range, not just a single number. - Treat forecast accuracy as a cultural behavior, not a spreadsheet exercise. These elements help teams proactively identify issues, rather than react to them. When everyone is working from the same source of truth, it facilitates conversation and collaboration, rather than finger-pointing. Also critical: having systems and tools integrated in a way that allows for seamless reporting and collaboration. If marketing is tracking engagement in one platform and sales is logging conversations in another, you risk losing the connective tissue that turns insights into action. ## 2-GTM alignment turns revenue into a true team sport. Misalignment is one of the biggest silent killers of execution. Marketing is running one playbook. Sales is running another. Customer Success is solving a completely different problem. Leadership assumes everyone is rowing in the same direction, but the day-to-day tells a different story. **When teams operate in silos, you get:** - Conflicting priorities. - Contradictory messaging. - Poor handovers. - A painful customer experience. Companies with strong GTM alignment see materially better results: higher growth, higher win rates, and better retention. It’s not a theory. It’s measurable. In RevOps, we see alignment as one of the clearest competitive advantages a company can build. Not because it’s glamorous, but because it removes friction. It creates clarity. It allows the business to execute faster with fewer surprises. **Practical recommendations:** - Align KPIs across Marketing, Sales, and CS so they all support the same revenue outcome. - Build a single source of truth for data and reporting. If people debate the numbers, they won’t act on them. - Run cross-functional pipeline and progress reviews so teams can adjust together, not in isolation. 💡 If strategy is the “what”, alignment is the “how”. Without it, the organisation will always be working harder than it needs to. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/SImon-Gilks.png) ## 3-The gap between intention and reality is where execution risk emerges. Every plan looks clean in January. Then real life happens. Resources shift. A product release slips. Hiring doesn’t go to plan. A segment underperforms. A big renewal goes sideways. Execution risk is the gap between what you intended to do and what actually gets done. You can’t eliminate it, but you can manage it. The best operators I’ve worked with don’t assume the plan will stay intact. They assume it will need adjustments. They build a system that makes those adjustments deliberate rather than reactive. ### **Practical recommendations:** - Assign a single owner for every strategic initiative and make progress visible. - Move away from rigid annual planning. Treat 2026 as a rolling plan with formal checkpoints. - Set early warning indicators for your biggest assumptions (pipeline coverage, hiring ramp and product readiness). - When something drifts, adjust the plan immediately, not next quarter. 💡 Great execution isn’t about perfection. It’s about catching issues early and adapting with confidence [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### A Personal Note on Execution Discipline Earlier in my career at [Ometria](https://ometria.com/solution?utm%5Fterm=ometria&utm%5Fcampaign=Brand+H2+2024&utm%5Fsource=adwords&utm%5Fmedium=ppc&hsa%5Facc=7057746838&hsa%5Fcam=21483741560&hsa%5Fgrp=165436416656&hsa%5Fad=706188345499&hsa%5Fsrc=g&hsa%5Ftgt=kwd-334720307162&hsa%5Fkw=ometria&hsa%5Fmt=e&hsa%5Fnet=adwords&hsa%5Fver=3&gad%5Fsource=1&gad%5Fcampaignid=21483741560&gbraid=0AAAAADplkZl88xJhsRjefY5FCV3yukPR9&gclid=Cj0KCQiAjJTKBhCjARIsAIMC44%5FqZnTjtZseJBTw3XBU-v3ZBLWqThjjq4bG1ygyEfQwpgoU-7EG0CMaAvZhEALw%5FwcB), I was introduced to the Four Disciplines of Execution (4DX). Like most frameworks, it doesn’t map perfectly to a modern RevOps environment. A few core ideas stuck with me, and they still shape how I execute today. **Always have a WIG (Wildly Important Goal)** At any point in time, there should be one outcome that truly matters. Not ten priorities. Not a long roadmap. One thing that, if achieved, meaningfully moves the business forward. RevOps teams are particularly prone to spreading themselves too thin because we sit across everything. The WIG forces focus. **Respect the whirlwind, but don’t surrender to it** Day-to-day work never slows down. Forecast calls, data issues, stakeholder requests, escalations. The whirlwind is real. The mistake is letting it consume all available time and energy. Execution happens in the moments when the whirlwind pauses. The question is simple: When I have space, do I know exactly what the most important thing to work on is? If the answer isn’t obvious, the plan isn’t operational yet. **Execution is a daily and weekly habit, not a quarterly event** This is the hardest lesson. If you’re not executing in reality, you’re going backwards. Markets move. Competitors improve. Assumptions age. Execution isn’t about heroic pushes at quarter end. It’s about consistent, visible progress every week against the WIG. That discipline, more than any framework, is what turns plans into outcomes. The bottom line: Make every moment count. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/Execution-.png) Organizations can reflect on what’s working and what needs improvement when they have a strong RevOps foundation, clean data, and aligned execution, enabling teams to rally around intentional, transformative moves. > If you spend your meetings explaining bar charts you are not leading. You are just reporting. ### **Time to think ahead** Most companies will begin the year with similar goals. Few will end it having achieved them. The winners will be the organizations that: • [Forecast with clarity](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/). • Align their GTM teams tightly. • Run an operating rhythm that surfaces risks before they become failures. Get these right, and strategy stops being a deck. It becomes how the business runs. As RevOps leaders, we’re in the best position to make that happen. Not by owning the plan, but by creating the systems, insights, and alignment that allow the organization to execute it. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### Climbing the RevOps maturity curve in the AI age URL: https://www.revenueoperationsalliance.com/climbing-the-revops-maturity-curve/ Last updated: 2025-12-15T17:55:37.000Z ## Stop guessing, start scaling This eBook contains the proven map to climbing the RevOps maturity curve, and provides actionable tips for integrating AI into your pipeline generation engine. It's designed for revenue operations leaders looking to break down the three phases of operational maturity - growth, efficiency, and optimization. ## Why you need it: You're no longer just an operator. You're the architect behind your entire revenue engine. But now? 61% of buyers preferring a rep-free experience. And dark-funnel activity is impossible to track manually. The old playbooks are breaking. You don’t need another rubric or a generic benchmark. You need a map. This report categorizes the specific obstacles you face today - whether it's data quality, actionability, or complexity - and gives you the exact solution to move to the next level. **Download this report to discover:** - **The 3-Phase Framework:** How to identify if you are in the Growth, Efficiency, or Optimization phase, and the specific “Next Best Action” for your stage. - **The Signal Strategy:** How to move beyond form fills and capture the “invisible” buying signals that 50% of RevOps pros are currently missing. - **The Blueprint for Action:** Real-world examples of how leading teams moved from “data janitors” to strategic partners by automating research and outbound. Grab your copy ## What you'll learn inside - Why your “form-fill” strategy is failing, and the **specific “dark funnel” signals** you must capture to fix your pipeline problem. (Page 7) - **The “Waterfall Enrichment” method** that creates a self-healing data loop, eliminating the need for costly re-enrichment vendors. (Page 8) - How to **solve the “Identity Resolution” nightmare** and instantly link anonymous GitHub or community activity to real contact emails. (Page 10) - Why 60% of RevOps pros struggle with data actionability, and **the “Contextual Scoring”** **fix** that tells reps exactly who to call and why. (Page 11, 12) - and so many more... Grab your copy ### Chief Revenue Officer Summit, December 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-december-2025-ondemand/ Last updated: 2025-12-12T18:03:51.000Z Catch up on every session from Chief Revenue Officer Summit, including sessions from TransUnion, Virgin Active, Post Office and more. _This post is for paying subscribers only._ ### Revenue Operations Summit London, December 2025 URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-london-december-2025-2/ Last updated: 2025-12-12T13:11:27.000Z Catch up on every session from Revenue Operations Summit London, with sessions from AWS, Google, Visa and more _This post is for paying subscribers only._ ### Clay or Common Room? URL: https://www.revenueoperationsalliance.com/clay-or-common-room/ Last updated: 2026-02-05T15:45:38.000Z Two of the most talked-about tools in GTM. ​Two very different paths to building pipeline. Brendan Short (Founder, **The** **Signal**) and Jacki Leahy (Founder, **Activate the Magic**) join Matzen Shirley (Head of Growth & Demand Gen, **Common** **Room**) to deliver the definitive comparison of Clay and Common Room. Hear how experienced RevOps and GTM leaders evaluate both platforms, where they draw the lines, and what matters most when deciding how to power your team with GTM AI. They’ll break down what it *actually* takes to get value fast, align tools with your GTM motion, and turn signals into pipeline at scale. In this **complimentary live session**, you’ll get a front-row seat to how leading RevOps, Marketing, and Sales teams are evaluating GTM AI, and the insights you need to set your own team up to win. ### **Insights you'll walk away with:** - Setup and time to value: What it takes to get from idea to action to pipeline. - Users and use cases: How each tool supports GTM engineers and GTM teams differently. - Data, enrichment, and maintenance: The tradeoffs between customization, automation, costs, and upkeep. - Putting data into action: The different approaches to enabling GTM teams to generate pipeline at scale. ### **Sign up and solve pain points like:** - **Getting value too slowly from your GTM tools** Find out which platform, Clay or Common Room, gets you from idea → action → pipeline fastest, without the heavy setup or ops burden. - **Tools that don’t match how your GTM team actually works** See how each platform empowers real GTM users, not just RevOps or engineers. - **Messy, expensive, or hard-to-maintain data** Learn how both tools manage data flow, enrichment, and long-term maintenance more efficiently. - **Struggling to turn signals into pipeline** Discover how each approach transforms your data into fast, actionable GTM workflows. - **Uncertainty about which AI-powered stack to trust** Cut through the hype and get a clear framework for choosing the right AI stack for your motion. ### **Meet the experts:** **Jacki Leahy, Founder, Activate the Magic** Founder of Activate the Magic, Jacki helps $5M–$50M companies turn GTM chaos into clarity through fractional RevOps. A true zero-to-one builder, she discovered her love for operations while scaling LinkSquares from $350K to $9M ARR without a marketing team. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/Screenshot-2025-12-11-at-13.45.55.png) **Brendan Short, Founder, The Signal** Brendan is the Founder of *The Signal*, where he explores AI and the future of go-to-market. A former SDR turned VP of Sales, he’s led teams at startups, Zoom, and Apollo, and founded two venture-backed SaaS companies in the sales space. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/Screenshot-2025-12-11-at-13.46.23.png) **Matzen Shirley, Head of Growth & Demand Gen, Common Room** Matzen is a lifelong startup operator and Head of Growth & Demand Gen at Common Room. With experience spanning SDR, ABM, and PLG, he brings a practical view on how modern GTM teams scale efficiently across marketing, product, and sales. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/matzen-with-bg.jpeg) ### Building an AI-powered RevOps strategy that actually delivers ROI URL: https://www.revenueoperationsalliance.com/ai-powered-revops-strategy/ Last updated: 2025-12-05T16:13:55.000Z Nine months ago, I was handed a challenge that probably sounds familiar to many Revenue Operations Alliance members: consolidate our various operational functions into a unified RevOps team and figure out how to use AI to optimize our go-to-market motion. Simple charter, right? Just "use AI to optimize GTM." That's about as specific as telling someone to "use technology to make things better." Here's what I've learned since then, and more importantly, what actually worked (and what spectacularly didn't). ## The art of making sense of chaos When I took on the horizontal responsibility for all our go-to-market tech — everything from marketing ops to sales ops to PS ops — I inherited what can only be described as a beautiful disaster. Picture this: we're an $800 million ARR company with 190 sales reps, acquiring five to ten companies per year. Each acquisition brings its own tech stack, its own processes, its own version of "the right way" to do things. The first slide I was shown explaining our tech stack looked like someone had thrown spaghetti at a wall and called it architecture. Logos everywhere. Lines connecting things that maybe shouldn't be connected. Systems talking to systems in ways that made my head spin. So we did what any reasonable person would do when faced with incomprehensible complexity. We stopped. We took a breath. And we stole some wisdom from those who came before us. ## Building a framework that actually makes sense We spent two months — yes, two full months — evaluating every significant vendor in our stack. For a company our size, that meant looking at anything over $50k annual spend. We mapped costs, capabilities, and overlap. We traced the buyer journey from our perspective, marking each touchpoint as green, yellow, or red. Good, needs work, or needs replacement. The exercise revealed some uncomfortable truths. We had four different AI tools that could write emails. Five different tools for reverse IP lookup. And vendors kept releasing new features that put them in competition with other tools we already owned. Clay, for instance, introduced three or four new capabilities in six months that suddenly overlapped with existing vendors. But here's where it got interesting. When we reorganized all those logos into a taxonomy our executive team could actually understand, patterns emerged. Our demand generation stack was complex, with lots of specialized tools for specific funnel stages. Makes sense. It's a complex problem. Our sales tech stack, though, was much simpler. Broader product categories and fewer overlaps. This clarity was worth its weight in gold. It showed us where we were doubling up on capabilities and burning money. More importantly, it gave us a foundation for making strategic decisions about our future state. ## From chaos to strategy: our four priorities After mapping our current state across five different buyer journey stages, we emerged with four clear priorities: 1. **CRM hygiene and database building** \- We chose Clay for this 2. **Predictive scoring and smart workspaces** \- MadKudu became our weapon of choice 3. **Conversation workflows** \- Momentum won this battle 4. **Web personalization** \- Optimizely got the nod Each choice came from careful evaluation of not just what the tool could do today, but three critical factors: - Is it best in class? - How good is our current implementation? - And is it ready for an AI future? ## The ROI conversation that changes everything Here's where things got real. Getting executive alignment on priorities was the easy part. But getting budget approval was when the gloves came off. The market isn't exactly booming right now. Boards are asking hard questions about returns. Every investment needs justification. So we learned to frame everything — and I mean everything — in terms of ROI. We started with expected bookings relative to cost, aiming for 5x ROI. But that got messy fast. Some initiatives drove pipeline, others improved conversion, others increased traffic. So we settled on a universal metric: cost per dollar booked. Every decision, every investment, every experiment gets evaluated on how it impacts that number. Sometimes the improvements are tiny. A cent here, two cents there. But stack enough of those together and suddenly you're looking at meaningful impact. _This post is for paying subscribers only._ ### Revenue Operations Awards 2025: Your winners URL: https://www.revenueoperationsalliance.com/revenue-operations-alliance-awards-2025-your-winners/ Last updated: 2025-12-04T13:42:25.000Z The suspense is killing you, we know, but the wait is finally over. After combing through the nominations, we're thrilled to unveil 2025’s top-tier revenue operations pros. Each and every finalist was deserving, which made it incredibly tough to narrow down the shortlist to pick a winner. Before diving in, we’re taking a moment to celebrate all our nominees and finalists - revenue operations has exploded in recent years and so much of that is due to the hard-working people involved in driving the function forward. 👏 Let’s find out who our 2025 Revenue Operations Award winners are! 👇 - Revenue Operations Leader of the Year - Revenue Operations Rising Star - Chief Revenue Officer of the Year - Revenue Operations Team of the Year ## ## **Revenue Operations Leader of the Year** 🏆 Our winner in this category is [Jeff Vanzant.](https://www.linkedin.com/in/jeff-vanzant/) Jeff Vanzant exemplifies excellence in revenue operations leadership. As Vice President of Revenue Operations at DailyPay, he combines strategic insight with operational rigor to drive impactful, insight-driven initiatives that empower teams and enhance organizational performance. Known for fostering innovation, aligning cross-functional stakeholders, and optimizing processes, Jeff ensures that DailyPay’s on-demand pay solutions deliver measurable value to both employers and employees. By championing learning, collaboration, and forward-thinking strategies, he has elevated DailyPay’s revenue operations and earned recognition as Revenue Operations Leader of the Year. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/WINNER.png) ## **Revenue Operations Rising Star** 🏆 Our winner in this category is[Ololade Olawale](https://www.linkedin.com/in/ololade-abiola-olawale/)**.** Ololade exemplifies the promise and impact of a rising revenue operations leader. As a Senior RevOps Analyst at Dscout, she leverages data-driven insights and thoughtful process design to accelerate revenue growth and optimize go-to-market strategies. Known for building scalable systems, streamlining workflows, and enhancing every stage of the sales journey, she brings both analytical rigor and a growth mindset to her work. By championing learning, collaboration, and scalable processes, she has boosted Dscout’s RevOps impact and been recognized as a rising leader in Revenue Operations. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/WINNER-1.png) ## **Chief Revenue Officer of the Year** 🏆 Our winner in this category is [Stevie Case. ](https://www.linkedin.com/in/steviecase/) Stevie exemplifies excellence in revenue leadership. As Chief Revenue Officer at Vanta, she drives growth and customer acquisition strategies with a keen focus on trust, security, and compliance for SaaS companies. With over 20 years in technology, spanning gaming, payments, startups, and product marketing, she brings unmatched expertise in scaling revenue and optimizing sales processes. A founding partner at 20SALES and operator at the Coalition Network, Stevie is passionate about building high-performance teams, creating customer-centric solutions, and growing impactful businesses. Her visionary leadership and measurable results make her a standout recipient of the CRO of the Year award. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/WINNER-copy-2.png) ## **Revenue Operations Team of the Year** 🏆 Our winner in this category is [Mongo DB](https://www.mongodb.com/lp/cloud/atlas/try4-reg?utm%5Fsource=google&utm%5Fcampaign=search%5Fgs%5Fpl%5Fevergreen%5Fmongodb%5Fcore-high-int%5Fprosp-brand%5Fgic-null%5Fww-tier1%5Fps-all%5Fdesktop%5Feng%5Flead&utm%5Fterm=mongodb&utm%5Fmedium=cpc%5Fpaid%5Fsearch&utm%5Fad=e&utm%5Fad%5Fcampaign%5Fid=22124314749&adgroup=173195490843&cq%5Fcmp=22124314749&gad%5Fsource=1&gad%5Fcampaignid=22124314749&gbraid=0AAAAADQ1402YJqBgXURextS4UxYk8MwTR&gclid=CjwKCAiAlrXJBhBAEiwA-5pgwj18YN2Pri4Gxzh-SPjyWJo9Z1KiLY0vXUc%5Fw4fq0L%5F3272mTJFMSxoC9hMQAvD%5FBwE). The MongoDB sales enablement team exemplifies excellence in empowering go-to-market success. Focused on multi-cloud, modern database solutions, the team translates complex technology into clear, actionable value for sellers and customers, highlighting MongoDB’s native vector search, hybrid support, and AI/ML-ready architecture. Their programs help GTM teams articulate how MongoDB consolidates structured and unstructured data, simplifies workflows, and drives cost efficiency, making advanced AI solutions accessible and scalable. Through alignment, innovation, and scalable initiatives, the team has accelerated impact across the business and risen as the Sales Enablement Team of the Year. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/WINNER-2.png) ## **Want to stay up to date with our winners, and more?** First thing’s first, be sure to connect with all our winners and finalists on LinkedIn to congratulate them on their awesome work. And if you want to stay up-to-date on all the latest in the revenue operations space, network with these fantastic finalists, and meet even more of your peers, then the Revenue Operations Alliance [Slack community](https://www.revenueoperationsalliance.com/revenue-operations-community/) is for you! Join and start connecting with 3,000+ RevOps pros from across the world, today. ### The RevOps balancing act (and the 70-30-25 theory) URL: https://www.revenueoperationsalliance.com/the-revops-balancing-act/ Last updated: 2025-11-27T09:35:50.000Z People who don’t work in [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) usually imagine it as one of two things: 1. You’re the strategy person pointing at charts, 2. You’re the person quietly fixing everyone’s reporting problems behind the scenes. The funny thing is that it’s kind of both, and also neither, and also… a whole lot more than people expect. You’re constantly leading, delivering, and learning all at the same time. But the hard part isn’t doing any one of those things – it’s switching between them in a way that doesn’t make you lose your mind. It’s the reality of the function: if you want to do it well (not survive it, but actually *excel* at it) you have to stretch yourself. **This is my “70-30-25 Theory”:** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/QBR-datapoints_decisions--3-.png) ### **1 - Leading - 70%** Leadership in RevOps isn’t just a people-management responsibility – it’s the engine that determines how well everything else actually works. Most of the success in this function comes down to how clearly you set expectations, how effectively you support your team, and how consistently you [create alignment](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) across projects and priorities. It shows up in moments that don’t always look dramatic from the outside: helping someone sort through a complex problem, resetting a project’s direction before it veers off course, or creating enough clarity that your team can move quickly without second-guessing themselves. These small interactions compound into real organizational impact. You’re also the person who sees across all corporate functions, so the way you communicate, unblock, and guide your team has a direct effect on how smoothly the entire GTM machine runs. For me, this is why leading ends up taking almost 70% of my time. It’s not reactive or “soft” work – it’s the part that ensures our collective output meets the standard of excellence I expect. 💡 Good RevOps leadership isn’t loud or flashy, but it sets the tone for everything else your team accomplishes. ### **2 - Doing - 30% (because you’re still part IC, whether anyone admits it or not)** Even as a leader, there’s always a portion of work you need to produce yourself. I’ve learned that your team pays attention to the things you build more than you think. It sets the tone. If you deliver something thoughtful, clean, and well-structured, they take it as the baseline. If you rush or cut corners, they’ll pick up on that, too. Some weeks this means building a deck that needs a specific voice, or taking on a [cross-functional project](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) that’s too messy to throw at someone who’s already juggling six other priorities. Other times, it’s stepping in quietly because someone on your team looks overwhelmed and needs a break, even before they admit it. I don’t think of this 30% as “extra work.” It’s more like showing, not telling, what quality looks like. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/QBR-datapoints_decisions--4-.png) ### **3 - Learning - 25% (which doesn’t happen inside the workday, no matter what people say)** If there’s one thing I wish someone had warned me about early in my career, it’s this: you cannot be an effective revenue operator if you stop learning – and learning **never** fits neatly into a work calendar. Most of the valuable learning – at least for me – happens while I’m doing something else. Listening to a podcast on the treadmill. Reading a chapter of a book half-awake in the morning. Watching a lecture or an interview while I make dinner. Grabbing a coffee with someone who works at a company I admire just to compare notes for twenty minutes. One other benefit is your brain’s momentary elasticity. Learning in your “free” time also allows your brain to breathe and open itself up to new, creative thinking outside the workday stress when you’re managing twelve different things at once. It doesn’t feel like “studying,” but it still compounds. You get better without even noticing. And you suddenly find yourself bringing fresher ideas back to your team because your brain has been gathering kindling all week. The part people push back on is the time. Yes, it happens outside normal working hours. But the reality is: if you want to stay sharp in a role that evolves this quickly, it’s kind of non-negotiable. [Managing a major product change with Jordan Shaheen \[Video\]Jordan Shaheen dives into his experiences of managing the revenue strategy while moving from DTC selling to a B2B strategy. Watch the video.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-334.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Youtube_Thumbnail_Template_-1.png)](https://www.revenueoperationsalliance.com/managing-a-major-product-change-video/) ## **How the 125% Actually Fits Together** The balance isn’t perfect. If anything, it wobbles all the time. Some weeks, I’m mostly leading. Other weeks, I’m buried in execution. And sometimes my brain just wants something new, so I lean harder into learning. They don’t compete with one another as much as people think: - When you **lead well**, your team handles more, better. - When you **do the work**, you model the quality you expect. - When you **keep learning**, you don’t stagnate – and neither does the team that looks to you for direction. RevOps has never been a clean “40-hour, neatly categorized” job. It’s more like a craft that evolves as you do. You guide people, you produce things, you expand your toolkit along the way, and somehow all of it blends together into a rhythm that works. And once you get comfortable with that rhythm – imperfect as it is – the work becomes a lot more rewarding. So, always remember the “70-30-25 Theory.” ### Chief Revenue Officer Summit Chicago, November 2025 URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-chicago-november-2025/ Last updated: 2025-11-26T17:29:02.000Z Catch up on every session from Chief Revenue Officer Summit Chicago, with sessions from the likes of Agero, ZS, Door3 and more _This post is for paying subscribers only._ ### Turning Forecast and Pipeline Reviews Into Action: A Blueprint for Hitting Goals URL: https://www.revenueoperationsalliance.com/mid-year-reviews-into-action/ Last updated: 2026-01-06T15:46:32.000Z Stop treating your revenue reviews like an autopsy of the past. Most RevOps leaders are stuck in a performance postmortem. They obsess over lagging data they can no longer change. You should be identifying strategic pivot points for the future instead. Be it annual, quarterly, or monthly, reviews are far more than routine checkpoints, they are strategic inflection points. Beyond evaluating performance, these sessions provide organizations with the opportunity to reflect, recalibrate, and pivot toward future objectives. The way leaders approach these reviews can shape not only the close of the current period but also set the tone for long-term success. What the review should *not* be is your first sign that something is off. In other words, when you’re halfway through your fiscal year, there should be no alarm bells. By now, your revenue teams have been watching the data closely for months. They have seen the trends and adjusted where they could. And now, they’re facing a critical decision point: Whatever isn’t moving the needle yet needs a more intentional response. This is the moment to rally. To reset. To transform insight into collective action.​ Let’s break down how RevOps leaders can use reviews to drive measurable results. ## **Start with what you (should) already know** Effective reviews begin with one thing: a foundation of clean, consistent, and shared data.​ Ideally, [your team has been tracking data](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) for several quarters to enable meaningful forecasting, especially if seasonality plays a role in your business cycle. This level of visibility helps you see not just what’s happening now, but what’s likely to happen next. A strong foundation includes: - Unified KPIs across revenue teams. - Dashboards tailored to role, but sourced from the same data. - Clear stage definitions to track movement accurately. When everyone is working from the same source of truth, it facilitates conversation and collaboration, helping teams address issues constructively and avoid any finger pointing. [It's critical to have systems and tools integrated ](https://www.revenueoperationsalliance.com/how-systems-and-data-play-a-pivotal-role-in-cs-operations/)in a way that allows for seamless reporting and collaboration. If marketing is tracking engagement in one platform and sales is logging conversations in another, you risk losing the connective tissue that turns insights into action. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/Importance-of-reviews--1-.png) ## Understand the signals You should already be monitoring: - Pipeline velocity and conversion rates. - Deal stage health and leakage points. - How many sales-ready accounts are an ICP fit. - The engagement mix across the buyer journey. Too often, [organizations fixate on pipeline creation ](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/)while neglecting earlier stage awareness and education. But buyer journeys don’t start at the bottom of the funnel. If velocity is low, the real issue could be upstream: missing content, off-base targeting, or message fatigue among the people who matter most. Another key area to examine is lead quality. If your sales team is spending time on accounts that aren’t an ideal-fit, or if they’re getting stuck at the same stage repeatedly, it could point to misalignment in ICP definition or gaps in your qualification process. 💡 Don’t forget to factor in macro conditions. If market shifts or economic headwinds are impacting your core segments, it may be time to reassess assumptions that felt solid six months ago. ## From insight to action: What now? If your dashboards tell you something’s off, it’s time to act. You can’t fix everything at once, nor should you. Instead, think surgically: Prioritize two to three levers that can move the needle now. ### Short-term priorities (30-60-90 day impact) - Accelerate stalled deals that still have potential. This might mean pricing adjustments, refreshed enablement materials, or outreach based on intent signals. - Clear out stalled or inactive deals that are clearly going nowhere and just draining time and attention. - [Launch hyper-targeted campaigns](https://www.revenueoperationsalliance.com/revolutionize-sales-campaigns-materials-for-maximum-impact-on-revenue/). If Q4 revenue depends on Q3 pipeline, focus on driving sales-ready opportunities into the hands of SDRs and AEs. Not sure where to start? Consider grouping stalled deals by common characteristics such as industry, deal size, and persona, and testing segmented outreach plays. You may uncover patterns that help refine your GTM motion beyond the short term. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/Short-term-priorities-for-RevOps--1-.png) ### Long-term priorities (strategic, structural shifts) - Reevaluate your ICPs and buying committees. Are you still speaking to the right people? - Map influence accurately. Decision-makers may not be the ones doing the research. Pay attention to the managers and directors gathering information on behalf of the C-suite; they can become your champions at later stages. - Stay focused. Resist the urge to cast a wider net; it dilutes your message and wastes valuable resources. Use the review to test core assumptions, find blind spots, and focus on long-term revenue growth. This focus sets successful organizations apart from those chasing only short-term results. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/12/Long-term-priorities-for-RevOps--1-.png) ### Prioritize alignment over ego [Action without alignment is just noise.](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) This is where RevOps earns its strategic seat at the table by ensuring the insights uncovered during review translate into coordinated action across functions. Here’s what that looks like: - **Sales:** Refresh messaging and revive outreach strategies based on what’s working now. - **Marketing:** Shift budget toward high-converting campaigns; nix what’s not producing. - **Customer Success:** Get proactive about renewal and expansion risks. - **RevOps:** Ensure transparency, enforce shared definitions, and maintain integrated reporting across teams. None of this happens without strong communication. And if there’s ego in the room, it’s time to check it. Transparency makes action possible; collaboration makes it successful. 💡 Don’t let functional wins get siloed. Share learnings widely so all teams can adjust quickly. One well-documented pivot can multiply results across functions. ### The real red flag? Surprise A review shouldn’t shock anyone. If it does, there’s a deeper issue: poor data governance, misaligned systems, infrequent check-ins, or even lack of ownership. Surprise is the symptom. Siloed systems and inconsistent reporting are the cause. Set safeguards to ensure visibility: - Monthly and quarterly check-ins. - Unified definitions across teams. - One system of record for pipeline data. These habits create forward visibility, so you can pivot early instead of reacting late and before a slow quarter becomes a lost year. Also worth noting: Even with perfect data and execution, things can go sideways. A client gets acquired. Budgets freeze. Key champions leave. That’s why agility, not perfection, should be the end goal of your planning. ### The bottom line: Make moment count Organizations can reflect on what’s working and what needs improvement when they have a strong RevOps foundation, clean data, and aligned execution, enabling teams to rally around intentional, transformative moves. --- *Melissa Werkenthin is the Director of RevOps Strategy at Intelligent Demand, a 2X company that helps B2B enterprises design and optimize go-to-market programs that accelerate growth. Melissa has deep expertise spanning Fortune 500 companies, startups, and agencies and brings a strategic lens to solving complex revenue operations challenges.* ### RevOps team structures that actually work URL: https://www.revenueoperationsalliance.com/revops-team-structures-that-actually-work/ Last updated: 2025-11-21T10:00:29.000Z There is no RevOps team structure that works everywhere, all the time. But there is a framework that helps you build what'll work for you. I share it in this article. _This post is for paying subscribers only._ ### 5 pricing trends from the fastest-growing companies URL: https://www.revenueoperationsalliance.com/5-pricing-trends-for-revenue-growth/ Last updated: 2025-11-20T10:16:42.000Z Pricing has become a defining growth lever. Stripe surveyed more than 2,000 global businesses to understand how top performers are evolving their pricing strategies in the age of AI. The results are clear: The fastest-growing companies treat pricing as a **living, strategic function**. ## The pressure is on… Markets are shifting faster than ever – and pricing models are struggling to keep up. - **65%** of business leaders say their industry is changing so quickly that their pricing model won’t support future growth. - **84%** believe that **pricing agility** will be a key competitive advantage in the next 1–2 years. For product and technology leaders, that means one thing: pricing needs to evolve as fast as your product does. ## Inside you’ll find This whitepaper reveals how high-growth and hyper-growth companies are redefining pricing to drive sustainable expansion – and how you can, too. You’ll learn how market leaders: - **Adopt hybrid pricing models** that balance predictable revenue with flexible usage. - **Treat pricing as a continuous experiment** to stay aligned with customer value. - **Use AI-powered dynamic pricing tools** to respond to market shifts in real time. - **Align pricing with outcomes** to build trust and retention. - **Monetize AI agents effectively** with models that reflect value delivered, not just usage. Each insight is backed by data and real-world examples – including how innovators like **Browserbase** and **Intercom** are using flexible pricing to scale smarter. ## Real examples, proven impact **Browserbase** used hybrid pricing to balance predictable subscription revenue with usage flexibility – scaling from zero to millions in revenue without rebuilding their billing system. **Intercom** shifted to outcome-based pricing for its AI agent, Fin, charging only for successful resolutions. Leading to stronger customer trust, higher alignment between pricing and product value, and faster iteration. > “Outcome-based pricing has been a powerful growth driver for us, as it aligns our success directly with our customers’ and focuses our whole team on delivering results for our customers.” **\-** *Aisling O’Reilly, Head of Pricing, *Intercom** --- Brought to you in partnership with **Stripe**. ### To maximize AI ROI, start here URL: https://www.revenueoperationsalliance.com/to-maximize-ai-roi-start-here/ Last updated: 2025-11-18T12:54:40.000Z Leaders know where AI is paying off... But they’re spending elsewhere. You're hedging your bets. Splitting AI investment between seller tools and system-level capabilities. You're convinced this approach is safer. The reality? Slower progress. Weaker returns. Free ebook **46%** of revenue leaders are spending most of their AI budget on seller tools. But only **5.3%** of revenue leaders believe this is where they'll see the greatest ROI. The result is short-term productivity that doesn't scale, and long-term risk for the business. High-growth organizations are taking a different path. Invest like this for max growth --- ### Inside this eBook, you'll learn: - Where 150+ revenue leaders are seeing lasting returns from AI, and why most organizations are still missing them. - Which AI investments are producing multiplicative results for businesses. - Advice on how to invest in AI, learn continuously, and compound performance over time. Get yours now and uncover what 150+ revenue leaders are saying about AI's true ROI. --- ### ### AI in buyer behavior in 2026: Is it here to stay? URL: https://www.revenueoperationsalliance.com/ai-in-buyer-behavior/ Last updated: 2025-11-17T11:34:34.000Z The buyer journey isn’t what it used to be. Remember the days when potential customers discovered brands through TV ads, in-store promotions, or a friend’s recommendation? Well, those days are long gone. These days, way more tech-savvy methods win, and AI leads the way. In recent years, AI has proven itself as not just another tool in the marketing tech stack, but a whole new approach to marketing operations that is fundamentally changing how brands attract, engage, and convert their audiences. In this article, we’ll review the role of AI at each stage of the buyer journey, assess its key impact areas, and explore practical use cases you can apply to your marketing efforts. ## **The traditional buyer journey vs. the AI-enhanced buyer journey** Looking back at the traditional buyer journey, it was linear, static, and manual. To move prospects through the funnel, businesses relied on broad content or standard demos. Everyone received the same materials, regardless of their role, [buyer intent](https://www.hubspot.com/products/artificial-intelligence/intent), or industry. Personalization, if it existed at all, required heavy lifting. AI fundamentally reshapes this experience. For example, buyers no longer have to search for information. Instead, they are now guided by intelligent systems anticipating their preferences and needs. Even post-sale, AI can ensure users stay engaged. As a result, there’s a smarter, faster buyer journey built around the individual, not the pipeline. But is all of this a fantasy or a far-fetched future — or are these solutions already real and working today? | Awareness Stage | | | | --------------------------------------------------------------------------------------------- | ------------ | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | Without AI | | With AI | | Analyst / research reportseBooksEditorial contentExpert contentWhitepapersEducational content | \>>>\>>>\>>> | Auto-summarized reports and whitepapersAI-curated content feeds based on user behaviorPersonalized eBook recommendationsNLP-generated insights and topic clusters | | Consideration Stage | | | | Without AI | | With AI | | Expert guidesLive interactionsWebcastPodcastVideoComparison whitepapers | \>>>\>>>\>>> | Interactive AI product advisorsRole-based dynamic content sequencingReal-time chatbot interactionsAuto-summarized videos/podcastsAI-generated comparison tools | | Decision Stage | | | | Without AI | | With AI | | Vendor comparisonProduct comparisonCase studiesTrial downloadProduct literatureLive demo | | AI-personalized demos based on user inputSmart ROI calculatorsDynamic case studies tailored to industries or pain pointsInteractive, persona-based product literature AI-guided trial onboarding | ## **AI in the awareness stage: Reaching the right audience** At the top of the funnel, AI can help marketers cut through the noise and reach the right people in a faster, smarter way. Now, with the help of AI, brands can connect with their audience from the very first touchpoint. This results in a stronger brand connection — and thus, higher conversion potential. | AI in the Awareness Stage: Key Impact Areas | | | | ------------------------------------------- | ------------------------------------- | ---------------------------------------- | | ↗Smarter audience targeting | ↗Higher engagement rates | ↗Lower CPI and CPA | | ↗Faster testing and iteration | ↗Better fit between content and users | ↗Improved search-to-discovery experience | **We suggest trying out these top 3 use cases:** ### • Predictive ads Use [AI to analyze customer data](https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/), thus predicting who’s most likely to convert. Focus on past behavior, demographics, time on site, and other relevant factors. **Tools:* Meta Advantage+, Google Performance Max, Madgicx* ### • Personalized content recommendations Leverage AI to adjust your content or product suggestions based on user preferences or browsing history. **Tools:* Adobe Target, Optimizely, OneSpot* ### • AI-powered search Intelligent search identifies intent, learns from user input, and analyzes the context. This way, you can empower users to find exactly what they need, even before they know it. ***Tools: Algolia, Klevu, Elastic Enterprise Search*** 💡 ****Get inspired** [Spotify](https://www.salesforce.com/news/stories/customer-success-spotify-advertising/)’s AI-powered ad delivery boosted its clients’ engagement, LTV, and sales from ads by helping ****60% of users discover new products and brands.** ## AI in the consideration stage: Building trust and nurturing leads Once a prospect is aware of your brand or product, the real challenge lies in turning interest into intent. AI doesn’t just support this stage — it supercharges it. Let’s review exactly how AI can achieve this and what specific results it can deliver at this stage. | AI in the Consideration Stage: Key Impact Areas | | | | ----------------------------------------------- | --------------------------------------- | ---------------------------------- | | ↗Optimized engagement in real time | ↗Smarter lead qualification | ↗Improved quality of nurture flows | | ↗Reduced response time across sales and support | ↗Hyper-personalized content suggestions | ↗Improved likelihood of conversion | **Check out these 3 handy application areas:** ### • AI chatbots Allow conversational AI to respond to buyers' product-related inquiries and provide relevant product recommendations. **Tools:* Intercom, Drift, Tidio, HubSpot Chatbot Builder* ### • Lead scoring algorithms Streamline user analysis and prioritization of sales-ready leads, including automated detection of low-intent prospects. **Tools:* HubSpot, Salesforce Einstein, Freshsales* ### • Behavioral nurturing campaigns Trigger AI-led nurture flows based on how users interact with your content or site. Hence, no more second-guessing the right message, format, and timing for each prospect. **Tools:* HubSpot, Iterable, Marketo Engage (Adobe Sensei)* 💡 ****Get inspired** [Geberit](https://www.moin.ai/en/case-studies/chatbot-faz-publisher)’s AI chatbot helps its marketing team convert 10% of conversations into leads across Europe without them lifting a finer. ## AI in the decision stage: Turning engagement into conversions We all know it well: at this stage, even small frictions can potentially lead to drop-offs. This is where AI helps seal the deal. So, how and where can it help? Let’s explore. | AI in the Decision Stage: Key Impact Areas | | | | ------------------------------------------- | ------------------------- | ------------------------------------------ | | ↗Higher conversions through personalization | ↗Reduced cart abandonment | ↗Higher potential for recovered lost sales | | ↗Increased average order value | ↗Shortened decision time | ↗Improved customer satisfaction | ### • Personalized product recommendations Use AI to identify when users are deciding what to buy — based on browsing history, purchase behavior, real-time context, or other signals. **Tools:* Dynamic Yield, Adobe Target, Salesforce Commerce Cloud* ### • Dynamic pricing engines Implement AI models that adjust prices in real time based on multiple factors: demand, location, user behavior, inventory, competitor activity, you name it. **Tools:* Prisync, Omnia Retail, PROS Smart Price Optimization* ### • Optimized user experience Use AI to adapt on-site experiences in real time, including such areas as layout changes, smart CTAs, checkout flow refinement, and other. **Tools:* Monetate, Intellimize, Optimizely* 💡 ****Get inspired** [GlassesUSA.com](https://www.destinationcrm.com/Articles/CRM-Insights/Case-Studies/GlassesUSA-Sees-Clear-Benefits-from-Dynamic-Yield-149236.aspx) achieved a 68% growth in purchases after implementation of Dynamic Yield’s deep learning recommendations algorithm. ## How to start using AI in your buyer journey: Considerations and best practices While AI adoption in marketing is still a new and evolving field, some core practices are likely to remain relevant for years to come. Therefore, if you’re a novice in exploring AI-powered marketing, they’re the best place to begin. ### Tip #1\. Identify high-impact areas first Look for stages in your funnel where there are gaps in personalization, automation, or data management. Those might be where your content feels too generic to attract the right audience or where leads drop off. ### Tip #2\. Choose the right tools Start with tools that integrate easily with your CRM or ad platforms. For example, HubSpot offers built-in, easy-to-use AI features across its marketing, sales, and service hubs. They include [predictive lead scoring](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/), AI-driven email personalization, chatbot builders, and more. ### Tip #3\. Focus on data quality AI is only as good as the data you feed it. Therefore, ensure you clean your CRM, segment leads, and continuously improve model accuracy. ### Tip #4\. Combine AI with human touch Remember this: AI can scale [personalized experiences](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/), but the human touch still matters. Hence, it’s best to use AI for surfacing insights or automating routine tasks, but not to give it full control over your campaigns. ## Pick and go: Campaign checklist for AI-powered lead nurturing workflow | Step 1\. Data Setup | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Integrate your CRM, website, and lead capture toolsClean and segment leads based on demographic and behavioral dataSet up tracking for your key content | | Step 2\. Predictive Lead Scoring | | Configure AI-based scoring based on specific factors (for example, page visits)Set thresholds for hot, warm, and cold leads | | Step 3\. Email Nurture Tracks | | Create 3 automated tracks based on the scoreDefine a timeframe between the follow-upsPick the content type to be delivered within each track on each day | | Step 4\. Conversational Chatbot Triggers | | Deploy AI chatbot on pricing, feature, or comparison pagesOffer assistance, product matching, or instant schedulingUse data from chats to update lead scores in real time | | Step 5\. Monitor & Optimize | | Track performance weekly using key KPIsAdjust lead scoring thresholds or flows as neededRun A/B tests on various content elements, from subject lines to CTAs | ## Conclusion Ready or not, AI is already here. As we've covered in this article, every stage of the buyer journey is being reshaped as new AI capabilities continue to emerge. And, considering nearly [70% of mid-sized enterprises](https://company.g2.com/news/buyer-behavior-in-2025) currently allocate funding for AI-powered software directly from their central IT budgets, there's undoubtedly much more to come. Considering marketing is in the [top 5 domains with the highest number of listed apps](https://www.sfapps.info/salesforce-apps-stats-2025/), the field is dynamic, ever-evolving, and might even feel disruptive at times. However, you don’t have to fear: there’s no need to overhaul your entire marketing operation to get started. Start small, measure impact, and scale what works. ### Budget polarization: The RevOps trend nobody's talking about URL: https://www.revenueoperationsalliance.com/budget-polarization-revops-trend/ Last updated: 2025-11-10T17:08:46.000Z Something fundamental has shifted in how companies view revenue operations. And the numbers are stark. According to our latest [RevOps Salary and Landscape Report](https://www.revenueoperationsalliance.com/revops-landscape-salary-report/), half of all RevOps teams (50.6% to be exact) now receive no budget whatsoever. That's up 8% from last year. At the same time, the percentage of teams receiving $50,000 or more jumped by nearly 6%, reaching 33.7%. Think about what that means: The middle is disappearing. You're either critical infrastructure worthy of serious investment, or you're an expendable cost center. There's no in-between anymore. --- ![A graph displaying the distribution of budgets for Revenue Operations teams.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/revops-budgets.png) --- ## Budget polarization is on the rise Last year, we saw hints of this trend. This year, it's undeniable. Budget allocation in RevOps has been pushed to extremes, with a 13.8% drop in teams receiving moderate budgets (up to $50,000). Those dollars didn't vanish; they moved. Either up to well-funded teams, or down to nothing at all. The data tells us exactly which category is growing faster. Teams with zero budget are expanding more rapidly than those with significant funding. That should concern you. This isn't about economic headwinds affecting everyone equally. Instead, the data points to the realities of companies making binary decisions. Your RevOps function is either demonstrably valuable enough to double down on, or it's vulnerable. Get your copy ## The layoff wave hit harder than you think Here's another number that matters: 28.9% of RevOps professionals were personally impacted by layoffs in the past 12 months. Nearly one in three. --- ![A graph displaying the number of Revenue Operations professionals impacted by layoffs in the last year.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/revops-layoffs.png) --- You might have felt this in your network. Maybe you've seen the LinkedIn posts. Perhaps you've watched colleagues disappear from Slack channels. The data confirms what many of us suspected: RevOps has been in the crosshairs during this wave of tech sector cuts. More than 100,000 positions have been eliminated across the technology sector. When companies started scrutinizing every function for demonstrable ROI, operational roles faced pressing questions. What revenue are you generating? What costs are you preventing? Can we prove your value in dollars? For some RevOps teams, those questions had clear answers. For others, the answers were harder to articulate. ## How to tell which camp you're in You need to know if you're viewed as critical infrastructure or a cost center. The signs aren't always obvious, but they're there. Start with influence. Do you get invited to leadership meetings? Not just sometimes, but consistently? The data shows that 20.5% of RevOps professionals now report they're *never* invited to leadership discussions. That's up from 12.4% last year. If you've lost your seat at the table in the past year, that's a warning sign. Look at how leadership talks about your work. Are they asking about the metrics and KPIs you're tracking? Or are they asking about the revenue impact of those metrics? There's a difference. The first suggests they see you as operational support. The second suggests they see you as part of the revenue engine. Check your budget allocation. We found that teams spending 64% of their budget on tech solutions are often the ones stuck in manual data cleansing, the number one time-wasting activity cited by 49.3% of RevOps professionals. If you're spending heavily but still firefighting, that's a perception problem waiting to happen. Here's a harder question: What percentage of your time goes to strategic work versus tactical firefighting? The data shows that only 15.7% of RevOps professionals feel their role is fully understood across their organization. When leadership doesn't understand what you do, they often see you doing the tactical stuff. The manual work. The support tickets. They don't see the strategy. --- ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/is-revops-misunderstood.png) --- ## The teams that are winning We're seeing consolidation among many RevOps functions. The percentage of professionals working in teams of 15 or more people more than doubled from 8.5% last year to 19.2% this year. Larger teams with bigger budgets are absorbing responsibilities, expanding scope, and cementing their position as essential infrastructure. These teams also show different patterns in how they allocate resources. They're not just spending on tech, but are spending on people who can leverage that tech strategically. They're building capabilities, not just maintaining systems. The influence scores tell the story, too. While average influence declined across most seniority levels this year, the most senior RevOps leaders (VP and Director level) actually reported seeing their influence on sales increase. The gap between senior leaders and everyone else is widening. ## What this means for your next move If you're in a well-funded RevOps function, understand that you're in an increasingly privileged position. So the question becomes how to capitalize on your momentum. Push for scope expansion. Build capabilities that are hard to replicate. Make yourself indispensable to the revenue engine. If you're in the 50.6% with no budget, you need to make a decision. Can you change the narrative in your current role? Do you have access to leadership? Can you reframe your work in terms of revenue impact rather than operational efficiency? The gap between funded and unfunded teams will likely widen, and being stuck on the wrong side of that divide has real career implications. Here's what the salary data shows: Geography, industry, and company maturity matter more than you think. Remote workers earn $144,000 on average compared to $107,000 for office-based professionals. Software and tech companies pay $141,000 versus $97,000 in advertising and marketing. Companies at mid-growth stage or beyond pay significantly more than early-stage organizations. Your career decisions about where and how you work matter as much as your job title. ## The strategic repositioning you need to make The declining influence scores across most RevOps roles suggest a perception problem. Average scores dropped for specialists, analysts, and mid-level managers. Only the most senior leaders held steady or gained ground. This tells us something important: Title inflation without actual strategic authority is catching up with the profession. Being called a "Revenue Operations Manager" doesn't automatically give you influence. You have to earn it by demonstrating revenue impact. Stop talking about the number of dashboards you maintain. Stop leading with your tech stack. Stop emphasizing process optimization unless you can tie it directly to dollars. Start every conversation with revenue impact. When you clean data, you're preventing revenue leakage from mis-routed leads. When you optimize the tech stack, you're reducing friction in the buyer journey that costs deals. When you build dashboards, you're surfacing insights that help reps close faster. The language matters. And so does the framing. The teams surviving this polarization are the ones who've made this shift. They speak the language of revenue, not operations. They show up in leadership meetings with revenue insights, not operational updates. They position themselves as strategic partners in growth, not tactical support for the sales team. ## Looking ahead The 2025 Revenue Operations landscape presents a profession at a crossroads. Budget polarization, layoffs, and declining influence for mid-level roles paint a challenging picture. But there's opportunity here too. The teams that are thriving are genuinely thriving. Bigger budgets. Growing headcount. Expanding influence. The gap between them and everyone else just makes their position clearer. You need to decide which side of this divide you're on. And if you're on the wrong side, you need to decide what you're going to do about it. Because the middle ground is disappearing. And it's not coming back. --- *Want to see how your compensation stacks up?* *The full 2025 Revenue Operations Landscape & Salary Report includes comprehensive salary data by region, industry, experience level, and company size, plus detailed breakdowns of budget allocation, team structure, and the metrics that matter most to leadership.* [*Download the complete report*](https://www.revenueoperationsalliance.com/revops-landscape-salary-report/) *to benchmark your position and plan your next move.* ### The RevTech Reckoning: Smarter selection and sharper ROI URL: https://www.revenueoperationsalliance.com/revtech-reckoning/ Last updated: 2025-11-10T14:30:51.000Z Technology selection has become one of the most critical—and time-consuming—aspects of revenue operations. If you're like me, you're probably spending 30-50% of your time on tech-related tasks. And that's not just implementation and maintenance. It's vendor evaluations, integration challenges, adoption struggles, and the stream of requests from sales teams who've discovered the latest shiny tool. After five years focused on inorganic growth and post-merger integrations (yes, the "PMI nightmare" of duplicate systems, processes, and tools), I've learned that how we select and implement technology can make or break our revenue operations. In this article, I'll share a framework that's helped me navigate these decisions, and maybe save you from some of the mistakes I've made along the way. ## The reality of tech in RevOps today Let's start by being honest about where we are. The RevTech landscape is exploding. New players enter the market daily with hyper-specific solutions. Existing vendors constantly expand their capabilities. And we're caught in the middle, trying to balance efficiency, clarity, and the never-ending requests from new CROs who want their favorite tool from their last company. Here's what really hits home: many of us have become de facto IT departments for our revenue teams. We're not just strategists anymore; instead, we're tech support, systems administrators, and integration specialists all rolled into one. Sound familiar? The integration gaps alone are staggering. You buy a tool to solve one problem, but are you really maximizing its potential? Are you achieving full adoption? Does it actually integrate with your data model and end-to-end processes? These questions keep me up at night. ## What really drives technology decisions When I asked a group of RevOps leaders what criteria they consider when selecting technology, their responses were illuminating: - **Cost** (CFOs everywhere are nodding) - **Integration with current stack** - **Scalability potential** - **ROI** - **Implementation costs** - **Whether the sales team can actually use it** - **"Openness" of the platform** That last one caught my attention. One leader explained they meant transparency: how open vendors are about their methodologies and algorithms. Ever tried getting a revenue intelligence platform to explain their scoring algorithms? Good luck with that. What struck me most was that nothing on this list was surprising. We all know these factors matter. But knowing and doing are two different things. _This post is for paying subscribers only._ ### Revenue Operations Summit Boston, October 2025 URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-boston-october-2025-2/ Last updated: 2025-11-07T17:13:52.000Z Catch up from sessions from Aptean, Infoblox, Odessa and more _This post is for paying subscribers only._ ### How to measure ROI on your RevOps AI strategy URL: https://www.revenueoperationsalliance.com/measure-roi-on-revops-ai-strategy/ Last updated: 2025-11-07T10:27:00.000Z ## **Introduction and expectation setting** In 2025, most RevOps departments operate in a world where 95% of GenAI projects fail to obtain measurable returns ([The GenAI Divide, State of AI in Business 2025, MIT](https://mlq.ai/media/quarterly%5Fdecks/v0.1%5FState%5Fof%5FAI%5Fin%5FBusiness%5F2025%5FReport.pdf)). In my experience, if you and your organization are already measuring and accurately assessing your AI strategy performance on the return scale, you’re ahead of the game. The AI bubble of the moment prompts a lot of executives to deliver AI plays on tight timelines, while not spending enough time assessing whether they’re making the right move from a Return on Investment (ROI) perspective. Or, they don't double-check whether their measurement framework is solid. They give into the *“Oh, this is a shiny new AI tool which shall give us some time back... hopefully!”* rationale. In this piece, I go over the importance of “slowing down to move faster later”, ensuring a proper ROI measurement framework is set before you move at breakneck speed towards execution of your AI vision. ## **ROI measurement: frameworks** [](https://images.unsplash.com/photo-1465829235810-1f912537f253?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wzMDAzMzh8MHwxfHNlYXJjaHwyfHxmcmFtZXdvcmt8ZW58MHx8fHwxNzYxNjUyNDEwfDA&ixlib=rb-4.1.0&q=80&w=1080)ROI is a term loosely used in industry as a proxy for value. But few projects are actually measuring ROI in a structured way, comparing the actual return, (or value created by an initiative in terms of revenue generated), to the cost of its implementation: 📐 ROI = (Net Return on Investment/Cost of Investment) x 100% ### ROI definition Ideally, you want to establish a standard metric that defines your net return on investment. **In RevOps, ideally this is measured in incremental Annual Recurring Revenue (ARR)** your initiative generates. Your cost of investment can be attributed to the dollar value of a vendor’s contract or the salary cost for internally developing and allocating time to the initiative within your RevOps teams, plus all other directly associated expenses. The key is to then associate these two metrics with every single project/work component your RevOps team works on. You want to do this for every project, not just AI strategy projects. But we’ll get to what makes these peculiar in a minute. To do this association in practice, there are a few methods at your disposal. ### Frameworks for measuring the ROI of everything you do ### [](https://images.unsplash.com/photo-1551288049-bebda4e38f71?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wzMDAzMzh8MHwxfHNlYXJjaHwxfHxtZXRyaWNzfGVufDB8fHx8MTc2MTY1NDkxMnww&ixlib=rb-4.1.0&q=80&w=1080)1 - Objectives and Key Results (OKRs) High-level objectives are set at the company level and cascaded down to business units and individual teams that measure key results (KRs) tied to those objectives. Here’s a RevOps example: - **Objective:** Optimize revenue operations to drive scalable, predictable growth across the GTM (Go-To-Market) organization. - **Key Results:** 1. Improve CRM data accuracy from 82% to 98% by implementing automated data validation and enrichment tools. 2. Reduce lead-to-customer conversion time by 25% through streamlined handoffs between Marketing, Sales, and CS. You will want to measure the ROI of this OKR set by nailing down the total ROI of its subparts and adding it up. *ROI is provided as multiple, where 4.5 means you're getting 4.5 dollars for every dollar invested tied to the specific initiative your KR measures.* ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/img_1.jpg) ### 2 - Product-led In product management-driven [organizations](https://blog.logrocket.com/product-management/7-companies-successful-product-organization-strategies/), Product teams are tasked with measuring the success of their product and thus their ROI numbers. One way to get to those numbers is to establish leading and lagging indicators that act as their Product Success Metrics set. For example, adoption of an internal tool can be a lagging indicator for page views or session duration (leading indicator). Key Product metrics can then be converted into ROI. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/img_2-1.webp) ### 3 - Project-led Similarly, in Project-driven organizations (think of a consulting company here), all projects are attributed an ROI at the initiative level, where cash flows from the project are compared with the project budget to get to ROI numbers. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/img_3.webp) [](https://substackcdn.com/image/fetch/$s%5F!quFe!,f%5Fauto,q%5Fauto:good,fl%5Fprogressive:steep/https%3A%2F%2Fsubstack-post-media.s3.amazonaws.com%2Fpublic%2Fimages%2F0f2d050b-1d16-4d03-a474-91b45972f12a%5F1173x992.png) ## RevOps AI strategy: measurement considerations [](https://images.unsplash.com/photo-1758626056863-9191d5cef12e?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=M3wzMDAzMzh8MHwxfHNlYXJjaHwyfHxhaSUyMHN0cmF0ZWd5fGVufDB8fHx8MTc2MTY1NTAxOHww&ixlib=rb-4.1.0&q=80&w=1080)In the RevOps world, there are a few key elements to consider when assessing the ROI of your AI strategy and corresponding set of initiatives, vendor or product launches. In other words, these are the metrics areas that really move the needle in terms of giving you actual ROI on your AI projects vs. fluffier statements around time-saving reductions against non-existent baselines. ### It’s all output efficiency per role A few questions to check yourself against to measure success: - Pre vs. post AI implementation, are your Sales development Reps (SDRs) able to get more calls/activity/prospect touches in their outbound/inbound workflow while holding conversion rates and quality of customer interactions constant? Are you able to select and segment your Ideal Customer Profile at scale without having your SDRs manually figure that out in the first place? - Are your Account Executives (AEs) spending more time with customers and getting better (measured in funnel conversion rates) at executing proper customer discovery, qualification and forecasting thanks to AI-fed signals and workflows that target these processes? - Are your pre-sales teams able to automatically act upon prospect or customer telemetry data? Are they able to do so without harassing your SDRs and Account Executives? If so, can you prove this is thanks to specialized AI agents that execute pre- and post-sale technical validation based on inferred data either: - Collected from reps during the discovery process, or - Actual data that got automatically logged upon discovery? - Are your customer success managers timely fed customer handoff and onboarding information with the full context of the upstream activity and opportunity funnel, without constant back and forth with reps? - Are your technical support teams anticipating and preventing issues due to suboptimal configuration before the customer even knows they’re trending towards the red zone? **Key ROI return metrics**: - **Funnel conversion rates** (this is straight ARR!) - Increased count of discovery meetings - Increased touches per prospect by AI agent - Increased account team coordination (measured in decreasing number of multiple GTM roles on the same customer call) - Reduced churn and customer incidents You want to measure these and tie them as directly as possible to your AI initiatives in RevOps. As you do this, you’ll move the perception of RevOps from a sales/ops support center to a true revenue engine enabler — **that’s adding ARR impact directly attributable to RevOps gains.** **Key ROI investment metrics:** - Vendor licenses development team cost - Project budget - Product infrastructure costs ## Ingredients for success We’ve seen what you should be measuring to have a standout RevOps AI strategy, but let’s move upstream for a second and briefly touch on enabling factors for your strategy to succeed. While you can’t measure these as directly, they are key in ensuring your strategy actually lands. ### 1 - RevOps workflow selection analysis Putting AI in the right pieces of the sales funnel counts. Start with smaller and simpler workflows and customize/expand from there. For example, an AI SDR use case may be more straightforward than trying to plug in AI into a very custom process only your company uses. Some industry-standard examples are below. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/img_4.webp) Source: The[ *GenAI Divide, State of AI in Business 2025, MIT*](https://mlq.ai/media/quarterly%5Fdecks/v0.1%5FState%5Fof%5FAI%5Fin%5FBusiness%5F2025%5FReport.pdf) ### 2 - Willingness to experiment Fostering a culture of experimentation and trial and error is especially needed when playing around with the latest innovations. If you’re a RevOps leader, this one is for you. In other words, being comfortable running AI projects and experiments and knowing only a small subset of them will likely show a positive ROI is key to eventually finding the areas and AI plays that will last. RevOps leaders empowering their teams to fail, test and constantly experiment is thus paramount to eventual success. Here’s an interesting quote on this aspect from [Cursor’s](https://cursor.com/) Co-Founder: > So there was some initial buzz at the very start... but then usage tanked. The entirety of that summer was just incredibly slow growth. That was somewhat demoralizing... We tried all these different things that summer, and then we found this core set of features that really, really worked incredibly well. One of them was this instructed edit ability, and we kind of nailed the UX for that... We had a bunch of other experiments that didn't pan out – probably ten failed ones for every feature you see in the product. – **Aman Sanger (2 April 2025)** *\\* [*Source: Human-agent collaboration for long-running agents*](https://www.actively.ai/blog/human-agent-collaboration) ### 3 - Having eyes on the market Benchmark your organization by maturity and AI use case adoption. Reach out to your network and see what’s working vs not. Talk to your existing vendors. Develop a sense for standardized workflows you can plug in quickly vs the ones you may need an internal build for. ### 4 - Understanding your end users Your GTM org is your end-user pool at the end of the day. Get executive sponsorships from their leaders to start (and to keep your projects going), but you’re going to need people on the ground that tell you what’s really broken. What AI tools are they using? Who’s building something you could extend to the entire org? Stay close to your user base throughout. Ways to do this: - Embedding product analytics into your tools - Enabling in-app guidance into your enablement processes (ensuring software experience for your reps are constantly guided) - Establishing continuous feedback loops (thumbs up/down-type mechanisms your AI agents can learn more from and adjust the quality and content of their responses) ### 5 - Setting a realistic Technology Stack vision You can’t manage 7634 AI implementations at once. Is your GTM stack even ready? You may need more automation before you plug in AI on top. [Check](https://thedatanewsletter.substack.com/p/key-principles-for-the-2025-gtm-tech) the state of your tools first; it may be already enough to innovate there. ### 6 - Data governance and AI Architecture vision You are going to need a cohesive data layer, data strategy and AI governance framework in place. Involve your data teams beyond RevOps and get on their roadmap early. Examples of how you can do this are: - Establishing a cohesive data warehouse and data dictionary all of your AI Agents rely upon for pulling and reasoning on your key workflows, ensuring your AI agents are grounded in a shared understanding of your data and key metrics - Ensuring RevOps teams closer to the data are constantly involved in renewing and keeping data up to date, and becoming true stewards of the datasets Agents rely on - Reviewing all of your key data sources for data quality and integrity, to avoid the risk of getting started implementing AI use cases without a clean data foundation --- ### Revenue Operations Awards 2025: Your shortlists URL: https://www.revenueoperationsalliance.com/revenue-operations-awards-shortlists/ Last updated: 2025-11-19T07:10:49.000Z It’s awards season! Our team at Revenue Operations Alliance has been hard at work planning our Revenue Operations Awards, and we’re delighted to announce our shortlisted nominees. While there can only be one winner in each category, every nominee listed here is worthy of recognition for their dedication, hard work, and ability to stand out in a dedicated and talented RevOps field. The winners will be announced on **December 2, 2025,** so keep your eyes peeled for the announcement. In the meantime, let’s find out who’s in with a chance of winning… 👇 ## **Chief Revenue Officer of the Year** First up, is our Chief Revenue Officer of the Year award. This category seeks to recognize a visionary trailblazer who has charted a path to success. We wanted to celebrate the exceptional leadership that drives excellence in revenue generation, operations, and enablement. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/CRO-Group-Shortlist.png) **Our shortlisted candidates in this category are:** - [Allison Metcalfe](https://www.linkedin.com/in/allisonmetcalfe/), Chief Revenue Officer at Cloudinary - [Matt Renner](https://www.linkedin.com/in/matt-renner/), President, Chief Revenue Officer at Google - [Sam Welch](https://www.linkedin.com/in/sam-welch-7a322945/), Chief Revenue Officer at TransUnion - [Shane Evans](https://www.linkedin.com/in/shanegevans/), Chief Revenue Officer at Gong - [Ashley Hansen Grech](https://www.linkedin.com/in/ashleyhgrech/), Chief Revenue Officer at XERO - [Stevie Case](https://www.linkedin.com/in/steviecase/), Chief Revenue Officer at Vanta ## **Revenue Operations Leader of the Year** Our Revenue Operations Leader of the Year award recognizes the best-in-class revenue operations leaders in the field. These leaders get stuck into the trenches, empower their team, and influences the future of RevOps best practices. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/Leader-of-the-Year--Shortlist.png) **Our shortlisted candidates in this category are:** - [Jeff Vanzant](https://www.linkedin.com/in/jeff-vanzant), VP of Revenue Operations at DailyPay - [Emme Thacher](https://www.linkedin.com/in/emme-thacher/), VP of Revenue Operations at Beam Benefits - [Charles Cao](https://www.linkedin.com/in/charlescao/), VP of Revenue Operations at ClearBank - [Olga Traskova](https://www.linkedin.com/in/olgatraskova/), VP of Revenue Operations at Birdeye - [Sandip Patil](https://www.linkedin.com/in/sandippatiltbird/), SVP of Revenue Operations at Global Payments Inc. ## **Revenue Operations Rising Star** This award is for the breakthrough revenue operations star, someone new to the RevOps scene who’s making waves. Whether they’re rising the ranks at lightning speed or getting real results early in their career, we want to recognize the future RevOps leaders. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/Rising-Star-Shortlist.png) **Our shortlisted candidates in this category are:** - [Angelo McCaw](https://www.linkedin.com/in/ajmccaw/), CRM Manager at Flawless - [Danielle Martin](https://www.linkedin.com/in/daniellemartin1), Senior Customer Success Operations Manager at Bitrise - [Ololade Olawale](https://www.linkedin.com/in/ololade-olawale/), Senior Revenue Operations Analyst at Dscout ## **Revenue Operations Team of the Year** This award honors a revenue team that consistently drives exceptional growth while working seamlessly together. From innovative strategies to flawless execution, they turn opportunities into results and challenges into wins. Whether it’s closing major deals, expanding customer relationships, or breaking internal records, this team exemplifies collaboration, dedication, and impact - making them the gold standard for revenue excellence. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/11/Team-of-the-year-Shortlist.png) **Your 2025 Revenue Team of the Year candidates are:** - Sailpoint - Mongo DB - Databricks ## **Winners will be announced soon!** Before going any further, let's take a moment to acknowledge our nominees - it was extremely difficult to narrow each shortlist down into just a few candidates. The revenue operations community continues to grow and attract kind, passionate, and talented individuals from all over. The winners of each category will be announced on **December 2**. Be sure to mark the date on your calendar and join us for the celebration! [Don't miss out](https://www.linkedin.com/events/7375918064045027328/) ### The data-backed tactic for saving the 50% of deals lost to “No Decision”, with Curtis Schroeder [Video] URL: https://www.revenueoperationsalliance.com/save-deals-lost-to-no-decision-curtis-schroeder/ Last updated: 2025-11-04T19:22:33.000Z ## More resources: [The limitations of OKRs and the power of mindset, with Nick Buxton \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Nick Buxton, Founder at Committed to Growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-330.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Warren---Guest-4-2.png)](https://www.revenueoperationsalliance.com/the-limitations-of-okrs-and-the-power-of-mindset-with-nick-buxton-video/) ### Sales metrics that matter (why output beats input) URL: https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/ Last updated: 2025-11-03T09:55:49.000Z Let me share something that might ruffle a few feathers in the sales world: we're measuring too many things that don't actually matter. After 18 years in sales leadership at DB Schenker, one of the world's leading logistics providers, I've seen countless dashboards, metrics, and KPIs come and go. Here's what I've learned… Most of them are just expensive distractions. ## **The problem with traditional sales KPIs** During a recent presentation, I asked the audience to share their go-to sales KPIs. The responses were predictable: - Conversion rates - Pipeline velocity - Activities per rep - Call volumes - Email open rates Sound familiar? The problem is these are all input metrics. They tell you what your team is doing, but not whether it's actually working. And in my experience, that's where most companies get it wrong. Think about it this way: if someone on your team is closing deals and bringing in revenue, do you really care how many calls they made to get there? I don't. Because at the end of the day, we're not paying salespeople to make calls - we're paying them to generate revenue. ## **My simple three-layer approach to sales KPIs** Over the years, I've developed what I call the "Output First" trilogy. It's ridiculously simple, which is probably why it works: **Layer 1: Output**First, I look at results. Is the salesperson bringing in new business? Are they hitting their revenue targets? If yes, I stop there. No need to dig deeper. They're doing their job. **Layer 2: Opportunities**If output isn't where it needs to be, then I look at opportunities. Are they creating pipeline? Are they getting RFQs? Are they actively working on deals that could close in the next 1-3 months? If this looks healthy, I give them time. Markets fluctuate, deals take time to close. **Layer 3: Activities**Only when both output and opportunities are lacking do I look at activities. Are they actually engaging with customers? Making calls? Sending proposals? If not, *then* we have a real problem that needs immediate attention. ## **Real-world examples from the logistics industry** Let me share two specific examples from my work at DB Schenker that illustrate why focusing on the right KPIs matters. ### **Example 1: The net sales trap** For years, we measured sales performance based on net sales revenue. Seemed logical, right? More revenue = better performance. Then COVID hit, and container prices shot up from $2,000 to $15,000\. Suddenly, our sales teams were hitting massive "growth" numbers without actually shipping more containers. They were getting bonuses for market conditions, not performance. We had to completely restructure our KPIs to focus on volume instead of revenue. It was a painful lesson in measuring what actually matters - real business growth, not inflated numbers. ### **Example 2: Hunters vs. farmers** We realized our field sales teams weren't actually hunting for new business - they were just managing existing accounts. So we split our approach: - **Hunters (Field Sales)**: 2,000 people focused on finding new customers. We pay them per container from new accounts - simple, direct, and uncapped. Ship a container, get paid. Ship another, get paid again. - **Farmers (Key Account Managers)**: 700 people managing our biggest clients. They get variable bonuses based on growing these accounts against budgeted targets. Different roles, different KPIs, different incentives. And it works because we're measuring what actually drives our business forward. ## **The magic formula that actually works** Here's my simplified view of sales growth: **Pipeline × Hit Rate = Growth** That's it. Create more opportunities and improve your win rate. Everything else is just noise. But here's the catch - both sides need to work together. It's not enough for sales to create pipeline if your pricing team can't deliver competitive hit rates. And great hit rates mean nothing without opportunities to convert. ## **Key takeaways for sales leaders** After years of trial and error, here's what I've learned about KPIs that actually matter: 1. **Align KPIs with company goals** \- If a metric doesn't directly contribute to business success, why are you tracking it? 2. **Be willing to adjust** \- Markets change, conditions evolve. Your KPIs should too. 3. **Remember KPIs are indicators, not goals** \- They should tell you if you're on track, not become an end in themselves. 4. **Focus on output first** \- Input metrics can support, but they should never be the main focus. 5. **Keep it simple** \- The best KPIs are the ones your entire team can understand and act on. ## **The bottom line** We've become obsessed with measuring everything we can measure, rather than measuring what we should measure. We burden our sales teams with reporting requirements, activity tracking, and input metrics that pull them away from their actual job - talking to customers and closing deals. So here's my challenge to you: Look at your current sales KPIs. How many actually measure output versus input? How many could you eliminate without impacting your ability to drive revenue? Because in my experience, the companies that win aren't the ones with the most sophisticated dashboards. They're the ones that keep their sales teams focused on what matters - bringing in business. And that's something worth measuring. This article was adapted from Tobias's talk at our 2025 Virtual CRO Summit. Want to attend events like this and stay one step ahead? Click below to check them out. 👇 [See local events ](https://www.revenueoperationsalliance.com/events/) ### You can’t coach what you can’t see URL: https://www.revenueoperationsalliance.com/you-cant-coach-what-you-cant-see/ Last updated: 2025-10-24T15:46:05.000Z **Use Precision Assessments to Identify the Sales Skills That Actually Drive Revenue** Most sales coaching still relies on instinct, not insight. But when the wrong skills get all the focus, even the best training programs fall short. We’ve teamed up with **Corporate Visions** to explore how precision assessments uncover the sales skills that *actually* move the needle, helping you target your enablement efforts where they’ll make the biggest impact. ### What’s inside? This ebook reveals how to replace sales coaching guesswork with data-driven clarity. You’ll learn how to: - See which sales skills separate top performers from the rest. - Identify the high-impact competencies that directly improve win rates. - Focus enablement strategy where it drives the biggest results. - Prove the business impact of your training programs. - Turn skill data into personalized, measurable coaching paths. Your sales data is talking, it’s time to start listening. **Get the insights today. 👇** ### Mastering LinkedIn: Advanced strategies that deliver sales, fast URL: https://www.revenueoperationsalliance.com/mastering-linkedin-advanced-strategies-that-deliver-sales-fast/ Last updated: 2025-11-14T09:49:37.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** November 13, 2025 **Time:** 4:00pm GMT **Location:** Online [Watch OnDemand](https://www.linkedin.com/events/7386384914448846848/) In today’s digital age, effective LinkedIn outreach is essential for driving business and revenue growth. This presentation explores advanced strategies using automated LinkedIn platforms to turbo charge personalized LinkedIn interactions, maximizing your network’s potential. We’ll dive into practical applications, from increasing your network reach to converting connections into meaningful engagements and ultimately sales. Join us to discover how to leverage LinkedIn profiles, automate outreach, and nurture your professional relationships to achieve your sales and marketing goals. --- ### Key takeaways: - Techniques for leveraging automation to expand your LinkedIn network effectively. - Strategies for converting LinkedIn conversations into sales opportunities. - Best practices for nurturing connections with targeted drip campaigns. - Insights into analyzing and understanding your LinkedIn audience profiles for better engagement --- ### Meet the speaker: [Scott Wright](https://www.linkedin.com/in/scott-wright-7410688a/overlay/photo/), Head of Sales at DuxSoup Scott is the Head of Sales for Dux-Soup in North America, where he leads high-performing teams helping businesses achieve growth through innovative automation solutions. With over seven years of experience across sales, cybersecurity, and tech startups, he specializes in scaling teams, driving strategy, and building lasting customer relationships. Passionate about sales excellence and market innovation, Scott brings both expertise and energy to every conversation. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/10/1726121272895.jpeg) ### How Salesforce revolutionized its RevOps with AI agents URL: https://www.revenueoperationsalliance.com/salesforce-revops-ai-agents/ Last updated: 2025-10-21T10:50:06.000Z Let me start with a confession: we're not armchair quarterbacks at Salesforce. Our CEO Marc Benioff challenges us daily with a simple question - how do we become a truly agentic enterprise? **The answer:** By being our own first customer. Think about it - before any of our solutions reach you, we've already tested them, broken them, fixed them, and made them better. We call this our “Customer Zero” approach, and it's revolutionizing how we think about RevOps. ## **The RevOps reality check** If you're in revenue operations, you know the drill. Every metric you track, every dashboard you build, every process you optimize - it all comes down to two questions: 1. How do we make money? 2. How do we save money? Sound familiar? Here's what I've learned working with RevOps teams: *you own everything.* Whether it's marketing ops, sales ops, or pure revenue ops - you're the glue that connects it all. Without that connection, you might gain 10% efficiency here or there, but you'll never achieve the 70-100% transformation you're after. ## **From clicks to conversations: our transformation journey** We started our RevOps transformation project with a simple goal: build the best applications with the fewest clicks. Noble intention, right? But then we had our “aha” moment. What if instead of building more applications, we just built conversations? Here’s what I mean. We discovered some of our sellers spend their entire day just building quotes. Not selling. Not talking to customers. Just clicking through systems. Meanwhile, another seller who hates systems has someone else doing all the clicking for them. Talk about inefficiency! That's when we shifted to what we call “Agentic Revenue Transformation.” Instead of forcing people to learn complex systems, we gave them AI teammates they could simply talk to. Here’s the framework so you can build it too… ## **The 3-step agent development framework that actually works** Now, here's where it gets practical. We developed a six-step framework for building revenue agents, and I'm going to focus on the first three steps - the ones that matter most to RevOps teams like yours. ### **Step 1: Define the problem and use case** This is where you shine. Ask yourself: - What processes need improvement? (Approvals? Deal structuring? Usage reconciliations?) - Where are you clicking the same button 100 times at month-end? - What new monetization models need testing? - Where's the most friction in your process? ### **Step 2: Define the agent's role** Here's my favorite analogy: agents are like toddlers. You need to teach them, guide them, and help them grow into capable adults. We use a “Jobs to Be Done” (JTBD) framework - essentially writing a job description for your agent. Will it assist? Recommend? Automate decisions? Who will use it? What persona does it imitate? **Pro tip:** Define your KPIs upfront. Trust me, we learned this the hard way. Executives love dashboards and metrics. Show them deal cycle time reduction, seller productivity gains, or compliance improvements, and you'll get the investment you need. ### **Step 3: Design the agent experience** Think about your users. Are they sellers who need enterprise deal support? Deal desk teams handling high-volume transactions? Each persona needs a different experience. Consider how they'll interact: - Chat-based interfaces (like Slack or Teams) - Embedded in existing UIs - API-driven for background processing Remember, what sellers really want is a quote that wins deals - not 10 pages of forms with thousands of fields. ## **Real results: what we've achieved** Let me show you what's possible. With our quoting agent, sellers can now: - Create quotes with specific discounts in one sentence - Generate multiple quote variations automatically - Update quantities and pricing without manual calculations - Get instant ACV calculations and impact analysis The result? We've cut quote creation time by 75% and dramatically reduced support cases. ## **The challenges (because nothing's perfect)** I promised honesty, so here it is. We faced challenges: **Data validation** was tricky. RevOps deals with financial data - accuracy is non-negotiable. We had to build custom validations initially. **Security concerns** popped up. “This is my data!” people said. We learned to implement proper permission sets after a few... let's call them “learning experiences.” **Establishing benchmarks** took time. But once we had them, everything clicked. ## **What's next for your RevOps team?** The future is bright. You can build: - Deal specialists - Quote specialists - Collection agents - Self-service agents And here's the kicker - you don't need a team of 25 engineers. Pick one use case, grab three engineers and one RevOps person, choose an archetype, and start experimenting. ## **The bottom line** RevOps best practices are evolving. The shift from doing to delegating to AI agents isn't just about efficiency - it's about fundamentally reimagining how revenue operations work. Remember when I mentioned those 500 controls in our quote-to-cash process? We're using agents to reduce that to 400\. Not by removing controls, but by making them unnecessary through intelligent automation. Your sellers don't want to click through systems. They want to have conversations and close deals. Your RevOps team doesn't want to manually reconcile data at month-end. They want to drive strategic initiatives. AI agents make both possible. ## **Ready to start?** The path to becoming an agentic enterprise starts with a single agent. Pick your biggest pain point, define the job to be done, and start building. Remember - your first agent won't be perfect. Like teaching a toddler, it takes patience and iteration. But when you see your sellers saving hours per week, your deal cycles shortening, and your RevOps team focusing on strategy instead of manual tasks - you'll wonder why you didn't start sooner. This article was adapted from Monica's talk at our Revenue Operations Summit in San Francisco, 2025\. Want to attend events like this and stay one step ahead? Check out our upcoming events: [See local events ](https://www.revenueoperationsalliance.com/events/) ### Fixing broken forecasts: How RevOps can improve accuracy and accountability URL: https://www.revenueoperationsalliance.com/fixing-broken-forecasts-how-revops-can-improve-accuracy-and-accountability/ Last updated: 2025-11-26T11:29:37.000Z Have you ever spent half your month trying to predict the numbers – and the other half explaining why you missed them? If you work in revenue operations, you probably know that feeling all too well. I certainly do. But here’s the truth – [forecasting](https://www.revenueoperationsalliance.com/tag/forecasting/) doesn’t have to be this painful. The constant scrambles before a board meeting, the back-and-forth between sales and finance, the quiet panic when leadership starts to lose confidence in your numbers – all of that is **fixable**. In my time leading revenue operations at Checkout.com, I’ve learned that broken forecasts usually stem from just three problems: 1. Data integrity gaps that distort the truth. 2. Siloed accountability that keeps teams out of sync. 3. Static modeling that fails to adapt to reality. So in this article, I’ll share how we rebuilt our forecasting process from the ground up – turning confusion into clarity, and [accountability](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/) into accuracy. Let’s get started. ## **Crafting a solid data foundation** Everything starts with your [data](https://www.revenueoperationsalliance.com/fix-presentations-with-data-storytelling/). When I first joined Checkout.com, we didn’t even have a consistent sales process or defined deal stages. Each rep had their own idea of what “commit” meant. One person’s “late stage” was another person’s “early pipeline.” It was chaos. So we rebuilt it from the ground up. We introduced clear stage gating – firm criteria for what moves a deal from one stage to the next. No more “I think this one’s about to close.” You have to prove it with the right paperwork, approvals, and engagement signals. When your staging is standardized, your data suddenly becomes useful. You know what’s real, what’s probable, and what’s pure optimism. We also elevated the data by making it visible and actionable. The principle is this: **your data should show activity, not just numbers**. Those signals are objective. They tell you a story that gut feeling can’t. Deals with active engagement progress faster. Deals that go quiet usually stall. One of my favorite tools we built internally is our “clean your room” dashboard. It’s exactly what it sounds like – a hygiene check on your [pipeline](https://www.revenueoperationsalliance.com/the-hidden-pipeline-a-cros-guide-to-unlocking-expansion-revenue-from-existing-customers/). - *Which deals haven’t been updated?* - *Which have no next step?* - *Which look too good to be true?* That objective lens helps us spot risk early and keeps our reps honest. If you don’t have something similar, build one. You’ll thank yourself next quarter. [RevOps, Enablement, & Accountability, with Keenan \[Video\]Keenan joins our host Sandy Robinson to discuss the relationship between Ops and enablement, what makes a sales process great, frontline manager accountability, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-325.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-15-7.png)](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/) ## **Driving ownership and accountability** Forecast accuracy isn’t just about data – it’s about people. When I arrived at Checkout.com, our leaders came from very different backgrounds. Some had been top sales reps promoted internally. Others had run big teams at major payment firms. And they all used different definitions of key terms. So when we’d sit in a forecast meeting and someone said “commit,” it meant five different things to five different people. That’s a recipe for confusion. We had to go through a full education cycle across every level of the go-to-market organization to make sure **everyone used the same vocabulary**. That uniformity created true ownership. Once everyone was speaking the same language, they could actually be held accountable for what they were forecasting. We also made **forecasting a cross-functional exercise**. Too many companies treat it as a sales-only function. But revenue doesn’t live in a silo. Our marketing team, product marketers, and solutions engineers all have valuable context that influences how deals move. When they’re part of the forecasting conversation, you get a more holistic picture – and [stronger alignment](https://www.revenueoperationsalliance.com/the-critical-role-of-gtm-alignment-in-revops-and-revenue-growth/). And then there’s **communication**. You can’t overdo it. I like to joke that in RevOps, you have to “communicate, then communicate again, and then communicate that you already communicated.” Lastly, **accountability works best when it’s incentivized**. This year, we tied a portion of our VPs’ bonuses directly to forecast accuracy. There was initial resistance, but the impact has been dramatic. Now they’re asking us to extend that metric to their sales directors next year. Sometimes, a small incentive nudge can change behavior faster than a dozen alignment workshops. [7 Expert Tips for Greater Revenue Forecasting AccuracyDemonstrating progress in forecast accuracy (and therefore its utility to the business) will pay massive dividends for you as a revenue operations professional.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-326.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Using-customer-journey-retargeting-to-increase-sales-conversions--3--2.png)](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) _This post is for paying subscribers only._ ### Revenue Operations Landscape & Salary Report 2026 URL: https://www.revenueoperationsalliance.com/revops-landscape-salary-report/ Last updated: 2026-03-11T14:39:45.000Z Two major reports in one: a full view of how RevOps teams are structured today, plus salary benchmarks showing how compensation varies by role, seniority, location, and more. - **2 major industry reports** - **2026 RevOps salary and career insights** - **1 easy survey submission** --- ## Two parts. One complete picture of RevOps in 2026. The **Revenue Operations Landscape & Salary Report 2026** brings together two core pieces of research in one annual release: **1\. The RevOps Landscape Report**. A look at how the RevOps function is evolving, including team structure, ownership, responsibilities, tooling, priorities, and the realities of running RevOps inside modern organisations. **2\. The RevOps Salary Report**. A detailed view of compensation across the profession, including how salary differs by seniority, location, company context, and other key factors. Together, these two reports give RevOps professionals a clearer picture of **how the role works** and **how the market values it**. --- ## Help build both parts of the 2026 report By completing the survey, you’ll help us produce the most complete picture of RevOps in 2026. Your responses will contribute to research on: - Team structure and reporting lines - Responsibilities and ownership - Tools and processes - Salary and compensation - Seniority, geography, and company context This year’s survey is designed to capture both sides of the profession: **How RevOps operates** and **how RevOps is paid**. ### Prompt like a pro: 6 ways RevOps teams are getting more from AI URL: https://www.revenueoperationsalliance.com/prompt-like-a-pro/ Last updated: 2025-12-12T09:52:41.000Z Everyone’s talking about AI, but few RevOps teams are actually turning prompts into measurable impact. The truth? Prompting only delivers when it’s tied to real workflows, not random experimentation. Just like revenue operations relies on process, prompts need structure, logic, and consistency to produce meaningful insights. The difference between “AI for fun” and “AI for function” is operationalizing prompts. Join **Zapier’s** RevOps and Marketing Ops leaders as they reveal exactly how top teams are using AI to streamline strategy, automate busywork, and uncover smarter insights across the GTM engine. [Watch OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/63e1c950-7091-46e0-a0cd-1ef567d77532) In this **complimentary session**, you’ll learn how to prompt with precision and see real-world examples of how small prompt tweaks can unlock big RevOps wins. ### **Insights you'll walk away with:** **Deal desk automation, simplified:** How to use prompting to standardize approvals, highlight blockers, and close deals faster. **Cleaner data through smart requests:** Real-life examples of prompts that make data hygiene actually happen. **SDR coaching in seconds:** How to generate call summaries, highlight key behaviors, and build personalized coaching plans. **Instant executive insights:** Turn your messy dashboards into crisp, board-ready narratives using AI-driven prompts. **Your own RevOps prompt library:** Walk away with ready-to-use prompts for Salesforce GPT, ChatGPT, and internal copilots. ### Sign up and solve pain points like: **Turning AI from a buzzword into a workflow** Learn how to use prompting to actually drive results in your day-to-day RevOps tasks, from pipeline insights to deal desk automation. This session bridges the gap between “cool AI features” and practical RevOps impact. **Learning prompting as a career-boosting skill** Prompting isn’t just a technical trick; it’s becoming a must-have competency for modern ops leaders. Build confidence and take the lead on smarter AI adoption across GTM teams. **Walking away with a ready-to-use prompt library** Skip the theory. Get a curated collection of plug-and-play prompts tailored for RevOps use cases like forecasting, reporting, and cross-functional communication. ### **Meet the experts:** **Sara Bonanno, Sr. Revenue Operations Specialist, Zapier** Sara Bonanno is a Sr. Revenue Operations Specialist at Zapier, where she focuses on optimizing Customer Success operations. She partners with leadership across RevOps, Sales, and Success to drive clarity, improve processes, and deliver actionable insights through no-code workflows and AI. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/10/Sara---Zapier-webinar.jpg) **Katie Huson, Revenue Operations Manager, Zapier** Katie is a RevOps Manager at Zapier, where she creates simple solutions for complex business problems and drives go-to-market efficiency. With experience across SaaS and nonprofit organizations, she brings a strategic yet practical approach to aligning teams and optimizing processes. Based in Bozeman, Montana, she’s an elder millennial who’s recently discovered the joy of building robots to do her job. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/10/Katie---Zapier.jpg) **Sean Kennedy, Marketing Operations Manager, Zapier** Sean manages marketing communication platforms and builds automation systems that connect marketing and sales. He focuses on creating scalable workflows and using AI to solve complex challenges, simplify operations, and support growth across teams. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/10/Sean_HS.jpeg) ### Revenue Intelligence Summit 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-intelligence-summit-2025-ondemand/ Last updated: 2025-10-13T17:08:28.000Z Catch up on every session from Revenue Intelligence Summit, including talks from Siemens, SoftServe, Netchex and more. _This post is for paying subscribers only._ ### Revenue Operations Awards 2026: Nominate today URL: https://www.revenueoperationsalliance.com/the-alliance-awards-roa-nominate-today/ Last updated: 2026-09-01T14:56:19.000Z Welcome to the Revenue Operations Alliance Awards 2026! Lines are now *open,* and we’re accepting your nominations. 🥳 As those who work in RevOps, you work hard all year long to bring out the very best in your sellers. Whether that’s by equipping them with the skills, knowledge, and tools to powerfully communicate value to your customers, or by empowering them through coaching and feedback, we know you’re invaluable. So whether you want to nominate your terrific team, an incredible individual, or your superb self, we have a category to celebrate every achievement. 🥇 Get set, because it's time to get your nominations in! ## **Key dates for your diary** 💌 **Submission deadline:** October 5, 2026 (midnight GMT) **🌟 Shortlists announced:** October 19, 2026 **📣 Polling round:** October 26 - October 30 2026 **🏆 Winners announced:** November 30, 2026 ## **2026 awards categories** Let’s take a look at each of the awards up for grabs… ### **Chief Revenue Officer of the Year** With this award, we’re looking to recognize a visionary trailblazer who has charted a path to success. We want to celebrate the exceptional leadership that drives excellence in revenue generation, operations, and enablement. Our remarkable winner will have demonstrated unwavering strategic acumen, inspiring their team to reach new heights and delivering transformative results. With their innovative thinking, decisive action, and ability to navigate complex market landscapes, they have propelled their org to the top of the industry. ### **Revenue Operations Leader of the Year** Does your revenue operations leader lead from the front? Are they there with you in the trenches, getting their hands dirty and being the guiding light you need to succeed? For this category, we’re looking for an outstanding RevOps leader who lifts up their team and leads the charge. ### **Revenue Operations Rising Star** Rising through the RevOps ranks at lightning speed? Or know someone who is? We want to hear about the revenue operations professionals who, though perhaps young in experience, are getting real results. In this category, we’re looking to recognize those who show real promise in revenue operations, so nominate a rising RevOps star you know. ### **Revenue Operations Team of the Year** This award is all about the top-notch RevOps squad. Got one in your sights? We all know no one's a solo act, and collaboration is the secret sauce. Client wins thrive on the collective hustle and loyalty of the crew, that sense of being in it together. Whether your gang's crushing goals left and right, or just vibing with an unbeatable team spirit, if you're part of the crème de la crème of RevOps crews, it's time to let the world know! 🏅 **AI-fluent Revenue Innovator** This award category is calling out an individual, not a squad, so I've matched the reference tone but shifted from "crew" language to spotlighting one AI leader. This award's got one name written all over it. You know the person we mean - the one who's turned "we should try AI for that" into actual forecasts, scored leads, and reports that write themselves. No fluff, no hype, just results you can point to and say "that's the AI difference." [Submit your nominations here](https://productmarketingall.typeform.com/Revenue) ## Psst... Did you know? You can also nominate for awards for Sales Enablement here also! We're partnering with Sales Enablement Collective to award... 🌟 Sales Enablement Rising Star 🤝 Sales Enablement Team of the Year 💪 Sales Enablement Leader of the Year ### **Our judging criteria** Here's what we’re looking for in our winners: - Superstars who are changing the game in sales enablement; - Solid bottom-line business impact that can be demonstrated - be it revenue, deals closed, lead generation, stronger processes, or setting *other* teams up for success; - Anecdotal support from at least one other member of your/the nominee’s company; plus - Anything else you think helps you or your nominee stand out from the crowd. Happy nominating! ## Terms and FAQs #### What makes a strong nomination? Nominations with clear, data-driven reasoning and concrete examples are more likely to stand out. #### Does length matter? Quality matters more than word count. A concise, well-evidenced nomination is more effective than a long one. #### How are nominations judged? Our internal panel of experts carefully reviews every submission. They take a fair, balanced, and comprehensive look at all entries before deciding on a shortlist and winners. #### Can I nominate more than once? Yes! You may submit multiple nominations if you’d like to highlight different work, or encourage colleagues and peers to support your nomination. #### Who can submit a nomination? The short answer is, well - anyone! You can either self-nominate or have someone else to nominate you/your team. #### What happens after I submit? Once nominations close you’ll get a confirmation confirming we’re received your nomination. After the close date, our judging panel will review submissions, publish the shortlist, and announce the overall winners during the awards live broadcast listed above. #### Is there a deadline? Yes, ensure you are submitting your nomination between the dates listed above. Late nominations will not be considered. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/09/PMA-Shortlist-meta--1--copy-2.png) ### Forecasting techniques for sales capacity planning URL: https://www.revenueoperationsalliance.com/revenue-forecasting-supply-and-demand/ Last updated: 2025-10-09T13:36:48.000Z At Google, this question was keeping our revenue operations teams up at night: > "How do you ensure you have the right number of salespeople to capture every opportunity without burning through your budget?" It's a challenge I've wrestled with throughout my career, but today I want to walk you through a framework that's helped me crack the code. ## **Why sales capacity planning feels like an impossible puzzle** Here's the thing about sales capacity - it's all about people engaging with the right customers at the right time. Sounds simple enough, but when you're trying to balance meaningful customer engagement with sustainable economics, things get tricky fast. The knee-jerk reaction is to hire as many salespeople as possible. More coverage equals more revenue, right? But in today's environment, where companies are laser-focused on sustainable growth, that approach just doesn't fly. ROI has become the metric that matters, and unlimited resources are a thing of the past. ## **The real challenge: volatile customer demand vs. fixed sales teams** **Picture this:** You've got customer inflows that look like a roller coaster - peaks during product launches, valleys during slow seasons, and everything in between. Meanwhile, your sales headcount? It's basically a flat line. You can't scale up overnight when demand spikes, and you certainly can't downsize instantly when things slow down. This mismatch creates two equally painful scenarios: **Scenario 1 - Over-capacity:** Sure, you're maximizing revenue, but at what cost? When your ROI turns negative, those annual planning conversations get uncomfortable fast. “Why is this market generating minus 2x ROI?” is not a question anyone wants to be forced to answer. **Scenario 2 - Under-capacity:** This one hurts differently. You're watching potential customers slip through your fingers because there aren't enough salespeople to engage them. Those spikes in demand? They represent real opportunities lost. ## **Learning from the “news vendor problem”** Here's where things get interesting. There's this classic operations research problem called the “news vendor problem.” Imagine you're selling newspapers - order too many, and you're stuck with yesterday's news that nobody wants. Order too few, and you miss out on sales. This problem has been solved at massive scale in manufacturing and logistics, but surprisingly, it's rarely applied in RevOps. I've been using this approach in my work, and the results have been game-changing. Here it is… ## **Jiaxi’s four-step framework for sales capacity planning** ### **Step 1: Define your north star** Before diving into any capacity model, you need crystal clarity on what you're optimizing for. Is it revenue growth or ROI? They often pull in different directions. I've found that using ROI as a boundary condition works well - something like “we cannot go below 3x ROI” aligned with your finance partners. This gives you a clear constraint while still allowing for growth-focused decisions. ### **Step 2: Model customer volatility (don't just draw a straight line)** This is where most teams stumble. I've seen organizations use basic regression models, only to find themselves 20% off course two months later. That's not going to cut it. Instead, use *simulation models* that capture the true volatility of customer inflows. Monte Carlo simulations are a great starting point - and yes, you can even begin with spreadsheets. Layer in external factors like new market entries with high/medium/low scenarios developed with regional leadership. It's part art, part science. ### **Step 3: Connect capacity to outcomes** Sales capacity isn't just about headcount - it's about what those heads can accomplish. Dig deeper: - How many meaningful meetings can each salesperson drive? - What's the revenue impact of each engagement? - What's the incremental revenue your sales team actually generates? This incrementality analysis is crucial. Even rough sampling can give you directional insights that are infinitely better than guessing. ### **Step 4: Find the sweet spot (with real-world constraints)** Once your model spits out numbers, don't just accept them blindly. Overlay business constraints that aren't captured in the data. For example, if the model says “reduce headcount by 20% in Market X,” ask yourself: Is that even possible given local employment laws? Will it take so long that next year's planning cycle will arrive before you're done? Frame your outputs in ways that acknowledge these realities and support actual business decision-making. --- [Scaling vs. growth: Key differencesGrowth isn’t scaling. Learn 4 key strategies to scale revenue efficiently—without increasing costs.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-319.png)Revenue Operations AllianceAvi Ryan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Scaling-vs.-growth-meta-1-1.png)](https://www.revenueoperationsalliance.com/scaling-vs-growth-the-key-differences/) --- ## **Making it work: 3 key success factors** ### **1 - Embrace the volatility** Stop trying to eliminate volatility - it's part of the system. Instead, plan for it proactively with robust capacity models. When teams acknowledge and model volatility rather than pretending it doesn't exist, they make better decisions. ### **2 - Get your data house in order** The devil really is in the details here. I once worked with teams that had wildly different definitions of what constituted a “meeting” - one counted emails and chats (reporting 500+ meetings per quarter), while another only counted phone calls and in-person meetings (reporting around 100). Align on clear, business-oriented definitions for all your model inputs. Ensure clean data sources that people can trust, with clear ownership and regular updates. ### **3 - Make it digestible for decision-makers** Your C-suite doesn't care about Monte Carlo simulation parameters. They care about outcomes. Embed your analytics in a narrative-driven framework that connects the dots between capacity decisions and business impact. ## **Practical applications and results** This framework translates directly into quotas and targets. If your incrementality analysis shows that an average salesperson drives a 15% increase in customer spend, and you're allocating 30% more capacity to a region, you can set clear, data-backed targets. For central teams like RevOps, the approach shifts slightly - focusing more on scope of work and how AI might enable individual contributors to take on higher-value activities rather than just basic analysis. ## **The bottom line** Sales capacity planning doesn't have to be a guessing game. By applying proven operations research concepts to RevOps challenges, you can make decisions that balance growth ambitions with financial sustainability. The key is acknowledging that perfect prediction is impossible, but good modeling combined with business judgment can get you remarkably close. Start simple - even a basic simulation model is better than a straight-line forecast. As you refine your approach, you'll find that sweet spot where customer coverage meets sustainable economics. Remember, this isn't just about implementing a more accurate model. It's about setting your organization up for success with the right level of resources to engage customers meaningfully while maintaining the ROI that keeps your finance partners happy. This article was adapted from Jiaxi’s talk at our Revenue Operations Summit in San Francisco, 2025\. Want to attend events like this and stay one step ahead? Check out our upcoming events: [See local events ](https://www.revenueoperationsalliance.com/events/) ### Strategic M&A and budget planning: How to drive revenue growth that lasts URL: https://www.revenueoperationsalliance.com/strategic-m-a-and-budget-planning-how-to-drive-revenue-growth-that-lasts/ Last updated: 2025-10-03T16:00:07.000Z When people hear “[mergers and acquisitions](https://www.revenueoperationsalliance.com/role-of-revops-in-m-a-integrations/),” the first reaction is usually a mix of excitement and fear. And honestly, that’s exactly how I felt the first few times I walked into a boardroom about to present on profitability. The energy shifts, the stakes feel high, and everyone’s wondering the same thing: *will this actually create growth, or will it just make our lives more complicated?* I’m **Tarmo Van Der Goot**, **Chief Revenue Officer** and **board member** at **Frisbii**. Over the last several years, I’ve been fortunate to lead through multiple acquisitions. Along the way, I’ve learned hard lessons, made mistakes, and seen what truly drives revenue growth when companies come together. The global M&A market is projected at [around **$4.7 trillion**](https://iconic.co/articles/2024-and-beyond-ma-trends-data-for-tech-software). But here’s the kicker: about [**85%** of those deals](https://imaa-institute.org/blog/post-merger-and-acquisition-integration-best-practices/) fail to deliver the expected value. So my goal in this article is to share my three key steps to help you land in that successful 15%. Let’s get started. ## **Why most acquisitions fail: The “synergy trap”** One of the most common mistakes I see in M&A is trying to sell the idea of “synergy” without actually planning for it. On paper, it sounds great: we’ll cross-sell products, create bundles, and leverage each other’s markets. In reality? What often happens is that [pricing](https://www.revenueoperationsalliance.com/navigating-market-waves/) gets complex, teams revert to selling only what they know, and what you thought would be an integrated offering becomes a painfully slow a la carte model. I’ve seen it firsthand. When you acquire quickly without thinking through packaging and alignment, you dump the responsibility onto your revenue org, expecting them to “make it work.” But without clear direction, sales reps will naturally fall back on what they know. And prospects? They’ll feel the misalignment immediately. That’s why step one is so important. [How to lead change at scale: Google’s framework for RevOps change managementWho wants change? Probably everyone reading this. But who actually wants to lead change? That takes guts.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-321.png)Revenue Operations AllianceRohit Angle![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-1-1.png)](https://www.revenueoperationsalliance.com/how-to-lead-change-at-scale-googles-framework-for-revops-change-management/) ## **Step one: Monetize through packaging and alignment** Let’s start with pricing. Pricing is where integration either accelerates growth or drags it down. If you make things complex – multiple product lines, different models, unclear bundles – you’re basically setting yourself up for slow adoption. I’ve found that the quickest way to unlock value is to create **simple tiered bundles**. Make it easy for your [go-to-market teams](https://www.revenueoperationsalliance.com/revops-meets-enablement-building-gtm-strategies/). If your own sellers are confused, your customers don’t stand a chance. At Frisbii, we learned this the hard way. In the early days, our group was made up of four companies: Billwerk, Planigo, Repay, and SoFacto. Each had its own history, culture, and pricing model. And guess what? When you try to merge companies but only one retains its branding, the others don’t feel part of the team. You get silos, and suddenly you’re managing four companies instead of one group. That’s why we eventually rebranded as Frisbii. It wasn’t just a name change – it was a cultural reset. Creating one identity made everyone feel like they were part of something bigger. 💡 Here’s another golden rule: ****don’t sell an integrated product with a non-integrated team.** Or flip it around: don’t integrate the product first – integrate the team. Customers can sense misalignment instantly. A personal story illustrates this. We once had a huge opportunity from a media publishing company in the Nordics. Perfect, right? We had a market leader in publishing in Germany, so it seemed like a slam dunk. We tried to bring sellers from both Germany and Denmark to the table, thinking we’d impress the prospect. Instead, we spent the first 20 minutes explaining who we were and why this team was structured that way. The customer literally said, “You don’t seem aligned.” We lost the deal. Lesson learned: [align your teams](https://www.revenueoperationsalliance.com/the-critical-role-of-gtm-alignment-in-revops-and-revenue-growth/) immediately, even on small opportunities, so that when the big fish comes along, you’re ready. And above all: check your **ICP alignment**. If one company sells to enterprise clients and the other sells to SMBs, you’re not going to cross-sell successfully. You’re just going to confuse prospects. ICP misalignment is the hidden killer of synergies. [The role of RevOps in navigating M&A integrationsRevOps has a place at the table in merger and acquisition integrations. Jayesh explains why RevOps is vital in ensuring alignment and great CX.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-322.png)Revenue Operations AllianceJayesh Menon![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Role-of-RevOps-in-navigating-M-A-integrations---social.png)](https://www.revenueoperationsalliance.com/role-of-revops-in-m-a-integrations/) _This post is for paying subscribers only._ ### Chief Revenue Officer Summit San Francisco, September 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-san-francisco-september-2025-ondemand/ Last updated: 2025-10-02T09:35:18.000Z Catch up on every session from Chief Revenue Officer Summit San Francisco, including sessions from Verizon Business, Google, TD Synnex and more. _This post is for paying subscribers only._ ### Revenue Operations Summit San Francisco, September 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-september-2025-ondemand/ Last updated: 2025-10-02T09:44:06.000Z Catch up on every session from Revenue Operations Summit San Francisco, including sessions from Oracle, Google, ServiceNow, LinkedIn and more. _This post is for paying subscribers only._ ### How to use data storytelling to fix your boring presentations URL: https://www.revenueoperationsalliance.com/fix-presentations-with-data-storytelling/ Last updated: 2025-09-30T15:51:39.000Z Let me share something that completely changed how I think about presenting data. There's this bakery in New York that ran a fascinating experiment, and I promise you, it's going to transform how you approach your next pipeline review or board meeting. ## **The “bakery experiment” that proves data storytelling’s significance** **Picture this:** Week one, the bakery owner (a savvy marketer) puts up a sign outside her shop. It reads: “Sugar, flour, salt, oven 475°F.” Pretty straightforward, right? All the ingredients, all the facts. Week two rolls around, and she switches the sign to say: “Warm sourdough ready in 6 minutes.” **Can you guess which week sold more bread?** Same bakery. Same bread. Same everything… except the story they were telling. The second sign didn't list ingredients; it painted a picture of what customers would actually get. It aligned with the decision they were there to make: Should I buy this bread or not? Here's the kicker: We make this exact same mistake in our pipeline calls, QBRs, and boardroom presentations. We show up with our ingredients (velocity metrics, conversion rates, pipeline coverage) when what leaders really want to know is: “What does this mean for our business?” ## **The 120,000-word problem nobody's talking about** I stumbled across this statistic last year that absolutely floored me: The average executive receives 120,000 words of information every single day. That's basically reading an entire novel. Every. Single. Day. Now here's the million-dollar question: How much of that information do you think they actually retain? If you're lucky (and I mean really lucky) maybe 10%. So think about it. You're spending hours crafting the perfect slides, agonizing over which metrics to include, making sure every data point is accurate. Then you walk into that leadership meeting, present your masterpiece, and what do you get? A silent nod. Maybe a “thanks for putting this together.” Some folks are listening. Others? They're mentally writing their grocery list. > Your job isn't to show them everything you know. It's to help them make those decisions faster and with more confidence. ## **The AI irony that's making everything worse** Speaking of making things worse, let me tell you about something that happened when I was running the enablement team at Paypal. We had this process for creating proposals – you know, RFPs, the whole nine yards. Our secret sauce? We'd always include videos or visual artifacts alongside all those Excel sheets and endless questionnaires. One day, a CSM convinces our team to create an “expanded proposal” for an existing customer's renewal. What should have been a crisp 2-3 page summary ballooned into a 20-page monster. They were so proud of it, so confident we'd win. Days pass. Weeks pass. Radio silence. Finally, I call up an ops person I know on the customer's side. “What's going on?” I ask. “Aneet,” they tell me, “we've received seven proposals. Every single one is 20-40 pages. We're literally using AI to summarize them all.” 💡 **We used AI to expand our content to look impressive. They're using AI to shrink it back down to something digestible.* The irony hit me like a ton of bricks. We used AI to expand our content to look impressive. They're using AI to shrink it back down to something digestible. We're creating content for robots to impress other robots, while the humans (the actual decision-makers!) are stuck in the middle, drowning in data. ## **How to fix your data delivery problem in 3 “acts”** Here's what ops and enablement folks often miss: Data isn't your problem. How you deliver it is. You've got oceans of data at your fingertips. But your leaders? They've got minutes, maybe seconds, to make multi-million dollar decisions. Your job isn't to show them everything you know. It's to help them make those decisions faster and with more confidence. That's why I developed **this three-act framework** for turning data into stories that actually stick: ### **Act 1: Hunt for truth, not data** Stop collecting every metric under the sun. Start hunting for the one insight that changes everything. Remember the iPod launch? Steve Jobs didn't bore us with storage specs or battery life statistics. In a world of chaotic music industry problems, he simply asked: “What if you could have 1,000 songs in your pocket?” Or take ChatGPT. When they launched GPT-1, then 3, now 5, did anyone talk about how many lines of code power these models? Of course not. They focused on one simple truth: Anyone can use this. A kid, a grandparent, someone who's never coded in their life. That's the story that stuck. Your role isn't to report every data point. It's to surface the one or two insights that can fundamentally change how leadership thinks about the business. ### **Act 2: Craft your narrative like hollywood** Every great story has four elements: - A hero (your sales team, your product, your customer) - A villain (not a person – the thing blocking success) - A conflict (the challenge you're solving) - A resolution (your recommendation) Let me show you how this works. Say your sales cycle has expanded to 90 days – 30 days above industry standard. Here's your story: **Hero**: Your sales team**Villain**: Whatever's causing the delay (maybe unclear stage exit criteria, or a tool that's not being used properly)**Conflict**: Extended cycle times are killing forecast accuracy**Resolution**: Your specific recommendation to fix it See how that's more compelling than just stating “cycle time is up 50%”? ### **Act 3: Start with your punchline** Here's what drives leaders crazy: We build suspense. We save the big reveal for slide 10\. Meanwhile, they're thinking, “Just tell me what's wrong so we can fix it.” Remember, 80% of a rocket's fuel is used in the first few minutes just to achieve liftoff. Your presentations work the same way. Start with your biggest insight, your most important problem, your key recommendation. Hook them immediately, then fill in the details. ## **The “trust KPI” that breaks down silos fast** Let me share something about building trust through metrics. When I took over a 100-person team supporting PayPal's $25 billion sales organization, I was the fourth leader in five years. The team was demoralized, skeptical, and working in silos. Instead of imposing standard KPIs, I asked: “What does this team need right now to succeed?” Trust was the glaring gap. But how do you measure trust? I couldn't create a “trust KPI,” but I could see symptoms. Everyone talked about “my” goals, “my” programs, “my” content. So I created a simple rule: Every team member had to share a goal with the person on their left and right. Qualitative? Yes. Did it work? Absolutely. Within months, the language shifted from “I” to “we.” ## **The universal truth about leaders** Here's something I've learned: All senior leaders want to hear about problems first. They're happy when things go well, but what really energizes them? Finding a problem that either needs their expertise or that you've already figured out how to solve. Because think about it, how do great leaders seem to predict the future? They don't have a crystal ball. They do their homework. They connect macro trends to micro realities. They assemble narratives from noise. That's your job too. Listen to earnings calls. What keeps your CEO up at night? Pay attention in team meetings. What does your CRO keep circling back to? These breadcrumbs lead you to the insights that matter. ## **The 4-step data storytelling framework (in 39 words)** The framework is simple: 1. Keep it human (people remember people, not percentages) 2. Get to the “why” fast (start with your insight, not the build-up) 3. Embrace uncomfortable truths (they're often the most valuable) 4. Ditch the jargon (if your mom wouldn't understand it, simplify it) ## **Your next move** The next time you're preparing for a big presentation, ask yourself: Am I listing ingredients, or am I selling warm sourdough? Am I reporting data, or am I revealing insights? Am I creating content for robots to decode, or stories for humans to act on? Because here's the truth: In a world drowning in 120,000 words a day, the person who can distill complexity into clarity doesn't just deliver data… they become indispensable. Your data is important. But your story? That's your superpower. This article was adapted from Aneet’s talk at our Revenue Operations Summit in San Francisco, 2025\. Want to attend events like this and stay one step ahead? Check out our upcoming events: [See local events ](https://www.revenueoperationsalliance.com/events/) ### RevOps stories: Predictable growth with AI - Lessons from Personio & Gong URL: https://www.revenueoperationsalliance.com/predictable-growth-with-ai/ Last updated: 2025-11-20T09:13:42.000Z Predictable growth is built on accurate forecasting - but challenges with inconsistent data, poor visibility, and misaligned operating rhythms continue to hold teams back. Join leading RevOps experts from **Personio** & **Gong** as they reveal how to focus on what matters, streamline forecasting rhythms, and leverage AI for more reliable predictions. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/572329f8-6e21-4199-b568-d9e075d561e3) ### You’ll learn how to... - **Track what matters** \- Identify north star metrics that drive alignment & impact. - **Operationalise forecasting metrics** \- Spot deal risks early to course correct & boost accuracy. - **Run impactful weekly forecasts** \- Structure cadences with cross-functional teams like the pros. - **Use AI to spot pipeline risks** \- Let AI highlight critical data to keep forecast outcome-focused. ### **Meet the experts:** **Shantanu Shekhar - VP, Revenue Operations, Personio** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/Screenshot-2025-09-25-at-16.31.54-1.png) Shantanu Shekhar is a seasoned Revenue Operations leader with 15+ years of experience scaling high-growth SaaS companies across EMEA and APAC. He began his career in strategy consulting with Bain & Company, held senior GTM and RevOps roles at LinkedIn, Gong, and Nitro, and now leads global Revenue Operations at Personio. As a recognised voice in the RevOps community, he regularly advises startups and is a sought-after speaker at leading industry forums. **Gerry Cunningham - Director of Revenue Operations EMEA, Gong** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/Screenshot-2025-09-25-at-16.32.16-1.png) Gerry Cunningham brings extensive RevOps experience across high-growth SaaS companies in EMEA. After six years in RevOps at LinkedIn, he joined Gong in 2022 and now leads Revenue Operations for EMEA. Gerry is passionate about modernising RevOps with innovative tools, smarter processes, and enabling data-driven decision making. ### Scalability insights: Best GTM practices to drive growth URL: https://www.revenueoperationsalliance.com/scalability-insights/ Last updated: 2025-10-08T08:54:54.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** October 7, 2025 **Time:** 5:00pm BST **Location:** Online [Watch OnDemand](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=cz5a9qi403) In this session, we will analyze various GTM strategies and identify key takeaways to help smaller companies and startups drive scalability and growth through long-term planning. --- ### Key takeaways: - How to design scalable processes that support rapid growth. - Best practices for aligning sales operations with seller capabilities. - Strategies for leveraging client relationships and product sequencing. - Ways to foster collaboration and leadership support for long-term impact. --- ### Meet the speaker: [Avi Ryan](https://www.linkedin.com/in/aviryan/), Former Head of Revenue Strategy and Operations at Google Avi Ryan is a seasoned GTM and Revenue Operations leader with 15+ years of experience driving growth across startups, SMBs, and Fortune 500 companies. From scaling startups from Series A to pre-IPO to leading revenue operations that fueled $30B+ in annual revenue at Google, Avi specializes in aligning marketing, sales, partnerships, and customer success to deliver sustainable, scalable growth. Passionate about building high-performing teams and developing innovative strategies, he brings a proven track record of fostering collaboration and driving measurable impact. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/image.png) ### The $250B playbook: How the gaming industry scales revenue with data, not gut instinct URL: https://www.revenueoperationsalliance.com/the-250b-playbook-how-the-gaming-industry-scales-revenue-with-data-not-gut-instinct/ Last updated: 2025-09-19T16:00:28.000Z What if the difference between winning and losing in business came down to how you spend your next dollar? In the gaming industry – a *$250 billion* global market – that question isn’t hypothetical. It’s the reality we face every day. Hi, I'm **Noga Halperin**, the **Chief Revenue Officer** at **SciPlay**. At SciPlay, we’ve been creating games since 1998, and today we have close to 1,000 employees across the globe and 11 active games. The gaming industry is massive, and depending on who you ask, global revenue is estimated between $187 billion and $250 billion. Almost half of that comes from mobile games – the space we play in. That’s why I call this “the $250B playbook”, and here’s the kicker: growth in this industry – and in most industries today – doesn’t come from gut instinct. It comes from [data](https://www.revenueoperationsalliance.com/tag/data-analysis-management/). So, let’s dive in. ## **The size of the game – and why it matters** When you zoom out, the gaming industry is split across platforms: console, PC, handheld, and mobile. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/Screenshot-2025-09-19-at-13.52.20.png) Mobile has been like rocket fuel, especially during COVID, when people stuck at home turned to games in record numbers. But after that spike, the [market shifted](https://www.revenueoperationsalliance.com/navigating-market-waves/). Growth slowed. Competition exploded. And investors started demanding profit over topline revenue. Many companies that once focused on growth at any cost saw their valuations *crumble*. At SciPlay, we managed to keep growing even as parts of the industry shrank. That hasn’t been easy, and it certainly hasn’t been about luck. It’s about making disciplined, data-driven decisions – over and over again. [Database governance vs database management for RevOpsDiscover how to keep your CRM up to code with database governance and database management best practices from RevOps pros.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-313.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_3_database_management_governance-1.jpg)](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) ## **Why data beats instinct every time** We have millions of players logging in every day, and every action they take is a datapoint. That means we’re sitting on a mountain of information. The key is knowing how to use it to drive smarter decisions. At SciPlay, I think about data through three main pillars: 1. **Marketing** 2. **Product management and development** 3. **Operations** Everything we do ladders back to the bottom line. We don’t make decisions because something “feels right.” We measure it, we model it, and we project the return before we invest. With one small exception: culture events. I can’t put a neat [ROI](https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/) number on those, but they matter for talent and team spirit. For everything else? If it’s not measurable, it doesn’t fly. [The hidden pipeline: A CRO’s guide to unlocking expansion revenue from existing customersUnlock expansion revenue from existing customers. A CRO’s guide to finding the hidden pipeline and driving predictable growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-314.png)Revenue Operations AllianceRod Cherkas![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Rod-Cherkas-CEO-The-hidden-pipeline-A-CRO---s-guide-to-unlocking-expansion-revenue-from-existing-customers-1.png)](https://www.revenueoperationsalliance.com/the-hidden-pipeline-a-cros-guide-to-unlocking-expansion-revenue-from-existing-customers/) _This post is for paying subscribers only._ ### How to use AI to exceed revenue targets in 2026 URL: https://www.revenueoperationsalliance.com/ai-exceed-targets-2026/ Last updated: 2026-01-23T17:01:38.000Z The mandate is clear: **grow revenue without growing headcount**. Discover how elite RevOps leaders are leveraging AI to unlock hidden sales capacity, automate territory and quota planning, and ensure every seller is focused on the highest-potential accounts. This is your playbook for exceeding targets in a tough economy. --- ### **Why watch?** You're expected to deliver an aggressive 2026 revenue target with last year's resources. The traditional playbook, relying on spreadsheets, historical data, and gut instinct for planning, is too slow and inaccurate for today's market. This reactive approach is where revenue plans fail. It leads to unbalanced territories, unrealistic quotas that burn out your top sellers, and a GTM strategy that's already obsolete by the end of Q1. In this webinar, we’ll show you practical ways to put AI to work inside your revenue planning process. For forward-thinking teams, AI isn't a buzzword; it's a tool that makes your existing team faster, sharper, and more resilient. --- ### **You'll learn how to:** - **Unlock hidden capacity:** Precisely identify where your team can drive more revenue without adding headcount by optimizing seller time and focus. - **Deploy smarter territories & quotas:** Use AI to model and deploy equitable sales territories and data-backed quotas that motivate reps and maximize market coverage. - **Align sellers with high-value accounts:** Automate the process of matching the right sellers to the right accounts, ensuring your team's effort is spent on opportunities with the highest probability of closing. - **Build a resilient revenue performance engine:** Move from static annual planning to a dynamic, AI-powered operating rhythm that adapts to market shifts and keeps you on track to crush your targets. --- ### **Meet your hosts** **Alejandro Bellarosa, Senior Director of Product Marketing @ Varicent** A results-driven marketing leader with a proven track record of driving growth in global B2B SaaS companies surpassing $1B ARR. Specializing in product marketing, GTM strategy, and sales enablement, Alejandro has successfully expanded total addressable markets, improved customer acquisition, and increased ARR by 2.2x YoY. His expertise lies at the intersection of brand, demand, and product marketing—translating insights into strategies that accelerate revenue. His experience as a cross-functional leader has influenced the growth trajectory at some of the world's largest organizations. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/Alejandro-Bellarosa-headshot--1-.jpeg) **Jan Foo, Senior Director of GTM Operations @** **ServiceNow** A dynamic leader driven by the mission to connect people, teams, technology, and data for a positive global impact. With over 20 years of experience in business strategy, management, planning, product, finance, operations, and data analytics, alongside 15+ years leading key growth initiatives in the tech sector, Jan is an expert in proactive strategies that ensure ongoing business success. Known for fostering diverse environments that drive exponential team growth and deliver exceptional enterprise outcomes, Jan's product-focused mindset keeps a keen eye on financial returns, ensuring data analytics deliver tangible value. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/jan-foo.jpeg) **Briana Wagner, Sales Operations and Enablement Director @** **Acrisure** Since joining Acrisure in 2023, Briana Wagner thrives on building connections between the field and the corporate offices. With over 14 years of experience in a variety of roles across healthcare, manufacturing, SaaS, and tech, she excels at unifying teams and improving adoption of key tools and processes. After recently expanding her scope to a larger division within Acrisure, Briana energizes change by blending corporate aspirations with sales team motivations; enhancing operational efficiency and performance. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/brianna--2--1.jpeg) **Seth Marrs, Chief Strategy Officer @** **Sandler** Seth brings deep expertise in driving growth and operational excellence across global organizations. Before joining Sandler, he spent six years at Forrester advising go-to-market executives on revenue acceleration. He previously led sales operations and marketing for private equity-backed companies ranging from $200M to $1B, and held senior roles at Carl Zeiss Meditec and GE Healthcare, where he drove global sales operations, led a $3B lean transformation, and enabled $7B in U.S. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/09/Seth-Marrs-NEOPDF-2020--1-.jpg) Leadership in 2026 isn't about asking your team to do more; it's about equipping them to win more. If you're responsible for planning, enabling, or leading sales, this is your opportunity to get ahead of the pressure your competitors are already feeling, and gain an edge they aren’t ready to match. ### The AI RevOps playbook: Building a scalable revenue engine URL: https://www.revenueoperationsalliance.com/stripe-ai-revops-playbook/ Last updated: 2025-09-09T16:02:52.000Z AI startups are scaling at a record pace, reaching **$1M in annualized revenue** in a median of just 11.5 months. But this hypergrowth puts immense pressure on the revenue engine. Without the right infrastructure, this speed creates critical RevOps challenges: - **Revenue leakage** from rigid pricing models that can't adapt to new GTM strategies or customer value metrics. - Manual **quote-to-cash cycles** that consume engineering resources, slowing down both product velocity and time-to-revenue. - Brittle, manual revenue processes that become **devastating bottlenecks** overnight as usage spikes. - An inability to support the **complex hybrid and usage-based models** that AI customers demand, putting you at a competitive disadvantage. This guide, brought to you in partnership with **Stripe**, provides a blueprint for building a resilient and automated revenue architecture. Learn how AI leaders like ElevenLabs, Runway, and Hex built their GTM stack to scale from day one. Grab your copy: ## What you'll learn Inside, find practical frameworks and case studies from AI leaders who built revenue engines for massive scale: - **Optimize pricing as a GTM lever:** Learn how companies like Runway monetized complex hybrid models from the start, and how Hex transitioned to usage-based billing to align revenue with costs and customer value, improving unit economics. - **Automate the quote-to-cash lifecycle:** See how ElevenLabs scaled to a unicorn valuation with just one engineer managing the entire billing function, freeing up valuable R&D resources to focus on their core product. - **De-risk global expansion:** Discover the strategies Leonardo AI used to launch in 189 countries, automating tax collection, and recovering over 40% of failed payments to protect ARR. - **Eliminate revenue bottlenecks:** Understand how Decagon built a fully agentic billing workflow in just one week with a single engineer, allowing them to respond to customer needs without derailing the product roadmap. ## Inside the playbook… These are the core principles for building a modern AI revenue engine: - **Your tech stack defines your GTM speed.** Monetization models shouldn't be limited by your tools. - **Automate revenue workflows, don't just hire billing teams.** Smart automation scales your team's impact and preserves capital. - **Build for global scale before it becomes a problem.** Today's AI companies sell into twice as many countries in their first year as SaaS companies did. - **Treat "operational drag" as a critical risk to revenue.** Manual invoicing and chasing failed payments can stall growth during your most critical phase. --- Brought to you in partnership with **Stripe**. ### The hidden pipeline: A CRO’s guide to unlocking expansion revenue from existing customers URL: https://www.revenueoperationsalliance.com/the-hidden-pipeline-a-cros-guide-to-unlocking-expansion-revenue-from-existing-customers/ Last updated: 2025-09-05T15:00:58.000Z What if your most predictable and profitable source of growth isn’t in your top-of-funnel pipeline, but hidden within your existing customer base? Most [revenue leaders](https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) know intuitively that expansion is a massive opportunity. Yet, there’s a hesitation to fully commit – a reluctance that reminds me of a story from last year. I was with my daughter on a visit to the University of Wisconsin. It was freezing and snowy, but she loved it, and for the first time on any of our college visits, she felt comfortable enough to buy a university sweatshirt. But she still couldn't bring herself to rip the tag off when she got home. That simple act represented a final, permanent decision – a full commitment. I'm sharing this because, after working with dozens of revenue leaders, I see the same thing happening in our industry. Many of you are responsible for expansion, yet you still spend 90% of your time and focus on new sales and your early pipeline. You’re holding the sweatshirt, but you haven't ripped the tag off. This article is my call for you to make that commitment. I'm going to share a [structured, repeatable methodology](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) to help you and your teams turn that hidden potential into your most forecastable source of growth. ## **The predictability gap: Why your expansion efforts feel so inconsistent** Let’s be honest. The pressure on you as a revenue leader is immense. Bringing in new customers is getting increasingly expensive and challenging, and maybe your pipeline coverage is shrinking. When I look at board presentations, I see 30 pages detailing every aspect of the marketing and sales pipeline, and then maybe two pages tacked on at the end about retention and expansion. We all know that an existing customer is the "easiest sale". You already have the relationship, and the contracts are in place – so why does this motion feel so chaotic? It comes down to three core inconsistencies I see everywhere: 1. **Lack of a process:** We tell our CS and AM teams to "go find expansion opportunities" or "add more value," but we rarely give them a shared playbook on how to do it. This leads to an inconsistent, reactive approach where growth happens by chance, not by design. 2. **Lack of training and enablement:** Your post-sale teams are already having near-daily, weekly, or monthly interactions with customers. But they haven't been trained to be intentional about what they're listening for. There are [consistent signals that predict growth](https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/), but your teams aren't equipped to identify them proactively. 3. **Lack of predictability:** When you don’t have a process or a playbook, expansion can’t be something you forecast. It becomes a hopeful outcome rather than a strategic, predictable revenue stream that you can build your business on. Now, ask yourself this: Do you use a formal sales framework for your new business teams? Something like MEDDIC, Challenger, or another structured methodology? I’m betting you do. But, do you have an equivalent, repeatable framework for expansion? Probably not. This isn’t just an observation; it’s backed by data. This is the predictability gap, and it's costing you *millions* in hidden revenue. [Closing bigger deals faster: High-stakes negotiation strategies for CROsUnlock high-stakes CRO negotiation strategies to close bigger deals faster with proven leading tactics.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-309.png)Revenue Operations AllianceMark Raffan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Closing-bigger-deals-faster-High-stakes-negotiation-strategies-for-CROs.png)](https://www.revenueoperationsalliance.com/closing-bigger-deals-faster-high-stakes-negotiation-strategies-for-cros/) ## **Introducing the REACH methodology: A common language for customer growth** Your post-sale teams are asking for a methodology of their own. They see that sales have MEDDIC and Challenger, but there’s nothing for them. That’s why I developed the **REACH methodology**. It’s a purpose-built framework designed specifically to help customer success, account management, and even AEs drive more critical expansion in their organizations. REACH isn’t about replacing your sales methodology; it *complements* it. While your sales framework is optimized for the pre-sales journey of new logo acquisition, REACH provides the structure for the post-sale world, focusing on adding value and [building relationships](https://www.revenueoperationsalliance.com/the-power-of-relationships-people-and-partnerships-in-driving-revenue/) to make future growth more likely. Here’s what it provides: ✅ **A shared language** so your post-sale and sales teams can speak consistently about expansion potential. ✅ **A structured process** that gives your managers and teams a repeatable way to get similar outputs from their inputs. ✅ **A system that fits into your existing workflows and tools**. You’re not doing anything new; you’re just listening with a different ear during the conversations, emails, and business reviews you’re already having. REACH is an acronym for the five factors that predict whether a customer has a propensity to grow. [The power of relationships, people, and partnerships in driving revenueDiscover CRO Melanie Mills’ insights on how trust, relationships, and partnerships drive revenue growth and long-term success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-311.png)Revenue Operations AllianceMelanie Mills![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Caxton-Melanie-Mills-The-power-of-relationships--people--and-partnerships-in-driving-revenue-1.png)](https://www.revenueoperationsalliance.com/the-power-of-relationships-people-and-partnerships-in-driving-revenue/) _This post is for paying subscribers only._ ### Chief Revenue Officer Summit Boston 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-boston-2025-ondemand/ Last updated: 2025-09-03T16:16:57.000Z _This post is for paying subscribers only._ ### Stop losing revenue to a broken sales system URL: https://www.revenueoperationsalliance.com/breaking-down-silos/ Last updated: 2025-09-22T13:29:09.000Z Here's the reality: Less than 50% of sellers hit quota. The good news: it's probably not your sellers' fault. Free ebook HBR Research shows that misaligned territories, quotas, and incentives often keep sellers from reaching their potential, draining companies at least 8% in revenue. Do any of these sound familiar? - Reps waste time questioning commission calculations instead of selling. - Territory changes create chaos across your entire GTM org. - Data silos prevent shared decision-making. - Manual processes eat up your compensation team's bandwidth. If so, here's the brutal truth: Your systems are holding back your sellers. Discover how to fix it --- ## Fix the System. Protect your Revenue. Organizations invest 8% of revenue in sales on average. That makes it one of the largest business expenses. If broken systems are bleeding you of revenue.. What do you do about it? Varicent and Harvard Business Review conducted research to find the answers. **Discover all this inside:** - The hidden costs of misaligned territories, quotas, and compensation AI-powered automation strategies that eliminate manual drag - Implementation roadmaps from industry leaders like PepsiCo and Celonis. Ready to unlock your sales team's full potential? ### Why mindset, not methods, is the key to revenue growth URL: https://www.revenueoperationsalliance.com/why-mindset-not-methods-is-the-key-to-revenue-growth/ Last updated: 2025-09-18T18:00:34.000Z Over the last few years, I’ve come to a pretty big realization: mindset is everything when it comes to [driving sustainable growth](https://www.revenueoperationsalliance.com/sustainable-revenue-green-strategies-business-growth/) in a revenue organization. For most of my career, I focused on skills and behaviors – things like how to handle objections, write a solid follow-up email, price effectively, or close a deal. And sure, those are important. But I started noticing a pattern: people would apply these tactics for a couple of days, then fall back into old habits. Why? Because behavior follows mindset. You can’t fix the external if the internal isn’t aligned. ## **You don’t just “get” the mindset you have – you build it** There’s this myth that people either have the right mindset or they don’t. That’s luck. You find someone born with it, and you win. But it’s actually the other way around. You don’t succeed *because* you’ve got the body or the talent – you succeed because you’ve got the mindset that drove you to build those things. [Mindset](https://www.revenueoperationsalliance.com/the-limitations-of-okrs-and-the-power-of-mindset-with-nick-buxton-video/) fuels growth. It’s the difference between short-term performance and long-term transformation. But changing someone's mindset is hard. It takes time, consistency, and a blend of different inputs – real feedback, the right environment, and sometimes a wake-up call about their impact on the business. [New research: How to future-proof yourself as CRO in 2025Explore new industry research on how top CROs are mastering leadership, AI, and strategy to stay ahead in 2025 and future-proof their roles.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-308.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_2025_Meta--1--2.png)](https://www.revenueoperationsalliance.com/new-research-how-to-future-proof-yourself-as-cro-in-2025/) ## **Mindset is a growth multiplier** When I step into an org, I look for a growth mindset in people – not just performance. In leadership sessions, I don’t always get to choose who's in the room, so my job is to spot those with the spark. I’ll give someone tough feedback. I’ll tell them their deal wasn't closed well. I watch how they respond. - Do they ask how to get better? - Do they seek clarity? - Do they talk about what they’re learning? That’s gold. Those are the people I double down on. We’re not just trying to find people who want to succeed – we’re trying to find people who *want to grow*. And the challenge? Those people are often already winning somewhere else. You’ve got to offer more than money. You’ve got to offer *meaning*. People with a true growth mindset want to be part of something that activates that mindset. [The limitations of OKRs and the power of mindset, with Nick Buxton \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Nick Buxton, Founder at Committed to Growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-306.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Warren---Guest-4-1.png)](https://www.revenueoperationsalliance.com/the-limitations-of-okrs-and-the-power-of-mindset-with-nick-buxton-video/) ## **Love and hiring well** Here’s a weird analogy that I find helpful: hiring is a bit like dating. The people we’d most love to bring on the journey often have options – and for good reason. They’re not chasing jobs; they’re choosing them. So how do we get them to pick *us*? We have to give them a compelling vision of the future. The best definition of love I’ve ever heard is a "shared vision of the future." And it’s the same in business. When someone chooses to lend you their career, they need to believe in your vision. They need to see who you are, what you stand for, and where you’re going. If you're not clear on those things, why would someone so talented come along for the ride? [From sales leadership to CRO to CEO: A career journeyMichael Reid, CEO of Megaport discusses his career path from sales leadership to CRO to CEO. Including why the leap from sales to CRO is so challenging.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-307.png)Revenue Operations AllianceMichael Reid![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---From-sales-leadership-to-CRO-to-CEO-A-career-journey--1--3.png)](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/) ## **Boom and bust leadership** I used to be the classic boom-or-bust sales leader. When we were smashing the target, I was flying high – “we're on it, nothing can stop us.” I’d tell myself, “All the stuff we’ve done has led us to this moment. I'm great. This is brilliant.” But the moment we missed, it felt like the worst thing ever. I was so deep in it, I couldn’t zoom out to ask the right questions: > *Is the target even realistic? What’s actually going wrong here? Is it me? The market? The process?* I couldn't see the wood for the trees. It was all just noise and pressure. That intense, number-obsessed mindset didn’t serve me – or the team – well. The shift happened when I stepped sideways into broader leadership. That’s when I saw how siloed thinking kills momentum and alignment. It’s not just about smashing revenue targets – it’s about understanding why things break and how to build systems that don’t fall over every time something shifts. ## **Structure is furniture. Culture is the room.** Too often, companies focus on rearranging org charts like furniture. And sure, it feels satisfying – you can see the change. You move a couch, it looks better. Job done. But if the people in the room don’t trust each other, don’t share a mission, and don’t communicate? It doesn't matter where the couch goes. That’s exactly why I started **Committed to Growth** – not just to help companies build another revenue team, but to break down the silos that strangle real growth. We’re all often too focused on what’s easy to fix – restructures, headcount plans, tech stacks – because they’re visible and measurable. But if you don’t solve the *people* and *leadership* dynamics, it’ll all fall over again. The harder – but more impactful – work is helping teams align on how the room is used, not just how it’s laid out. That’s what changes the game. ## **Turn off the tap, don’t just mop the floor** A lot of businesses are stuck in cleanup mode. Something breaks, so we scramble to fix it – [hire more](https://www.revenueoperationsalliance.com/navigating-revops-as-the-first-hire-with-oscar-armas-luy/), launch a new process, close a few fast deals. But that’s just mopping up water from the floor. We haven’t turned the tap off. Turning off the tap requires stepping back, looking at the root cause, and shifting not just the system – but the mindset that created it. It’s not just about operational change. It’s about asking uncomfortable questions like: > *Why are we doing it this way?* *Who does this actually serve?* *What would it look like to think differently?* Sometimes the answer is a new hire or a new plan. But often, it’s a cultural reset. And not everyone’s ready for that. Some people like how things are – even if they’re not working. But if you want to grow without burning capital or people out, something’s got to give. ## **Final thoughts** At the end of the day, the biggest breakthroughs in revenue leadership don’t come from new tools, faster cadences, or clever re-orgs. They come from shifting the way we think. Growth isn’t just about what you do – it’s about how you see the problem in the first place. If you’re a CRO leading a team through change, under pressure to scale, or stuck in firefighting mode, take a step back. Ask yourself: are we mopping the floor, or are we turning off the tap? Are we just rearranging the furniture, or are we building a room people actually want to work in? It’s our job to ask the BIG questions that'll really solve the challenges in our businesses. I’ve seen firsthand how powerful that mindset shift can be. For individuals, for teams, and for entire organizations. It’s not always easy work. But it’s the kind that sticks. Because when mindset changes, everything else follows. --- This article comes from [**Nick Buxton**](https://www.linkedin.com/in/nick-buxton/)’s brilliant episode of CRO Insights with host [**Warren Zenna**](https://www.linkedin.com/in/warrenz/). Check out their [**full discussion**](https://media.thealliance.io/podcast/roa-cro-insights-how-cros-win/?wchannelid=kgzohxhaim&wmediaid=56d7oweilv) and the wealth of expert CRO wisdom waiting for you in our [**other episodes**](https://media.thealliance.io/podcast/roa-cro-insights-how-cros-win/). ### Closing bigger deals faster: High-stakes negotiation strategies for CROs URL: https://www.revenueoperationsalliance.com/closing-bigger-deals-faster-high-stakes-negotiation-strategies-for-cros/ Last updated: 2025-08-22T15:00:28.000Z How many times have you been on the verge of closing a deal, only to have it stall at the last minute? As a [Chief Revenue Officer](https://www.revenueoperationsalliance.com/tag/chief-revenue-officer/), you know exactly how frustrating it can be when everything seems aligned – there’s a champion on your side, the budget’s approved, and the solution fits. But despite all of that, deals still get stuck in the final stretch. Today, closing those bigger deals has never been harder. It's not about struggling to generate leads or book meetings – those pieces are usually in place. The real challenge lies in **the negotiation stage**. If your team isn't equipped with the right [negotiation strategies](https://www.revenueoperationsalliance.com/negotiation-mastery-turning-every-deal-into-a-win-win-opportunity/), those deals can slip through your fingers, even if they're already in the bag. I'm **Mark Raffan**, **CEO** of **Negotiations Ninja**, and I’ve helped some of the world’s largest organizations – including Salesforce, Citibank, and Visa – navigate these very challenges. So in this article, I’m going to be sharing insights on how you, as a CRO, can close bigger deals faster by mastering high-stakes negotiation strategies and turning your team's negotiation skills into a key revenue-driving capability. Let’s dive in. ## **The core of the problem: The dreaded late stages** Let’s talk about what’s really going wrong in your sales process. Deals aren’t being lost in discovery or pipeline generation. They’re being lost in the final stretch – at the negotiation table. Here’s the kicker: According to [Forrester](https://www.forrester.com/blogs/15-05-25-myth%5Fbusting%5F101%5Finsights%5Fintothe%5Fb2b%5Fbuyer%5Fjourney/), **74%** of deals stall in the late stages, and that’s where the big revenue slips happen. You’ve got a champion in place, the budget’s set, and the solution fits. But something’s still holding the deal back. Most of us – myself included in my earlier career – get caught up in obsessing over the top of the funnel. We track meetings, the number of calls, and the [pipeline generation](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/). But let’s be honest: If you can’t close the deal, then *none of that matters*. The last 15% of a deal – where the actual negotiation happens – makes or breaks the sale. ### **The discounting dilemma** I’m sure you’ve faced this: you’re just trying to save the deal, so you offer a discount. But here’s the issue: **discounting isn’t a strategy – it’s a symptom.** It’s a sign that your team isn’t equipped with the right negotiation skills. And when you discount, you hurt your margins. The [average deal discount](https://www.saastr.com/vendr-the-average-saas-discount-is-about-10-and-trending-down/) is **10%**, but I’ve seen it much higher. In my experience, some organizations are discounting by 50% or more. Now, think about that over 100 deals – it’s millions in lost margin. Sure, it doesn’t seem like much in the moment, but the cumulative effect is huge. [Negotiation mastery: Turning every deal into a win-win opportunityUnlock powerful RevOps negotiation secrets. Learn how to transform deals, overcome ego, and create win-win outcomes with expert strategies.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-302.png)Revenue Operations AllianceJeff Cochran![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Negotiation-mastery-Turning-every-deal-into-a-win-win-opportunity-RevOps-1.png)](https://www.revenueoperationsalliance.com/negotiation-mastery-turning-every-deal-into-a-win-win-opportunity/) ## **Creating a strategic revenue capability with negotiation skills** So, what’s the solution? You need to start treating negotiation as a strategic revenue capability – not just a soft skill. Negotiation should be a core part of your sales process, and here’s why: If your [sales team](https://www.revenueoperationsalliance.com/9-expert-strategies-to-double-your-sales-teams-win-rate/)in doesn’t know how to negotiate, they’ll flounder when it matters most. Negotiation is about more than just securing a deal – it’s about maximizing revenue and reducing risk. It’s not about conceding to every buyer's demand. It’s about understanding **where to push back** and **where to trade value**. If you don’t arm your team with the tools to handle this, you’re in for a rude awakening – especially in today’s economic climate. One of the most effective ways to improve negotiation is by building a margin intelligence layer. This sounds like a mouthful, but it’s simple: you need to track and analyze your discounting data to uncover trends. For example, who’s discounting the most? Which products are being discounted the most? And against which personas? This kind of insight helps you identify where your sales team is panicking or conceding too quickly. It’s like finding leaks in your revenue pipeline, but this time, it’s in the back end, during negotiations. _This post is for paying subscribers only._ ### New research: How to future-proof yourself as CRO in 2025 URL: https://www.revenueoperationsalliance.com/new-research-how-to-future-proof-yourself-as-cro-in-2025/ Last updated: 2025-08-13T11:52:36.000Z In 2025, the role of the CRO is both an incredible opportunity and a precarious balancing act. With high stakes and *even higher* expectations, it’s a position that demands both vision and precision. But all too often, the path to success is clouded by misalignment, unclear roles, and resistance to change. So, how can you set yourself up to thrive in this environment? As the 30+ chief revenue officers shared in our [CRO Insights Report](https://www.revenueoperationsalliance.com/cro-insights-report/), future-proofing yourself as a CRO isn’t just about keeping up; it’s about **staying ahead**. Here’s what top-performing CROs told us about the competencies, tools, and strategies that are defining the role’s future – and the steps to making them part of *your* playbook. ![Key CRO competencies CRO insights report revenue operations data Clari Gainsight How to future-proof yourself as CRO in 2025](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/08/Screenshot-2025-08-12-at-16.02.36.png) ## **1\. Master cross-functional leadership** If there’s one competency that came up again and again in our conversations with CROs, it’s this: the ability to align and lead across sales, marketing, customer success, product, and the C-suite. > “Cross-functional leadership is non-negotiable… the CRO is the connective tissue.” > > – Naomi Brezi, CRO, Ruffalo Noel Levitz Your role is less “sales commander” and more “chief orchestrator.” You’re responsible for unifying functions that have historically had their own goals, budgets, and KPIs. And you have to do it in a way that drives both revenue *and* morale. ### **How to build it into your day-to-day:** - Create shared KPIs that every revenue-facing function contributes to. - Bring all GTM leaders into joint planning sessions and QBRs. - Use the customer journey as the ultimate alignment blueprint. When you succeed, you don’t just get better collaboration – you get a revenue engine that moves in sync, instead of burning fuel fighting internal friction. [![CRO insights report revenue operations data Clari Gainsight New research: How to future-proof yourself as CRO in 2025](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/ROA_CRO_Insights_2025_ArticleBanner--1-.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) ## **2\. Become a strategist with market foresight** The CRO role is no longer about “hitting the number” this quarter. It’s about translating market signals, customer data, and financial performance into a GTM strategy that balances short-term revenue with long-term growth. > “Strategic clarity is essential… That means understanding where the business is headed while staying close to execution.” > > – Naomi Brezi, CRO, Ruffalo Noel Levitz It’s a high-stakes skill: get it right, and you’re the growth architect; get it wrong, and you’re reacting to events instead of shaping them. ### **How to capture market foresight:** - **Develop dual operating rhythms** – one for immediate revenue performance, another for big-picture growth bets. - **Block time in your calendar for “slow lane” thinking** – go through market expansion, pricing strategies, and product-channel fit. - **Build a feedback loop** between your customer-facing teams and your strategy work – frontline insights are often the earliest indicators of market change. [New Research: The Biggest Lever CROs Can Pull For ImpactUnlock the CRO’s biggest lever for success: alignment. Learn how it drives revenue growth and long-term impact across teams and the C-suite.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-287.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_2025_Meta--1-.png)](https://www.revenueoperationsalliance.com/new-research-biggest-lever-cros-can-pull-for-greater-impact/) ## **3\. Lean into AI, but don’t lose the human touch** A large majority of the CROs surveyed in our report are already integrating AI into their revenue processes. The tech is everywhere – from real-time dashboards blending CRM, product usage, and financial data, to AI-driven deal forecasting, next-best-action tools, and automated proposal generation. But here’s the caution: AI is a tool, *not* a replacement for judgment. > “Emotional intelligence hasn’t been replaced (yet) – and someone with a high EQ using AI in a customer-facing role is powerful.” > > – Bobby Fowley, CRO, Monite ### **Best uses for AI in your CRO toolkit:** 🔄 **Repetitive task automation:** Prospect research, meeting prep, internal handoffs. 💬 **Rep enablement:** Real-time coaching via conversational intelligence, automated call summaries, pipeline risk alerts. 🧩 **Strategic decision support:** Scenario modeling, resource allocation analysis, customer segmentation. But tread carefully, AI-generated cold outreach is still more likely to alienate your audience than convert them. Use AI to *augment* human connection, not replace it. [How AI Improves Revenue Forecasting EfficiencyNot using AI in your revenue forecasting processes yet? 3 experts swear it’s a shortcut to better, faster forecasting, and a healthier pipeline.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-299.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Using-customer-journey-retargeting-to-increase-sales-conversions--6-.png)](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) ## **4\. Build your emotional intelligence and people leadership** EQ, or emotional intelligence, isn’t just a “nice to have” for modern CROs – it’s a competitive advantage, and most CROs cited it as *critical* to their success. > “Be the first one to break through barriers and lead by example. Revenue teams respect people who walk the talk.” > > – Sara Rasmussen, CRO, Telness Tech Great CROs adapt their communication style to fit the audience, whether they’re in a boardroom, on a customer call, or coaching a new SDR (sales development representative). They understand what motivates each team and can inspire collective performance without leaning on positional authority. ### **Practical steps:** - **Schedule regular skip-level meetings** to hear directly from frontline staff. - **Practice transparency** – share not just the “what” but the “why” behind strategy shifts. - **Use recognition strategically** – public praise for wins, private coaching for course corrections. [Season 4 wrap-up: AI, alignment, & collaboration with Sandy Robinson \[Video\]Sandy sits down to recap the recurring themes in Season 4 of RevOps Unboxed!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-300.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-15-6.png)](https://www.revenueoperationsalliance.com/season-4-wrap-up-ai-alignment-collaboration-with-sandy-robinson-video/) ## **5\. Get fluent in data – and use it to influence** Data storytelling is now one of the most persuasive tools in a CRO’s arsenal. It’s how you get the CEO, CFO, and board onside for strategic plays that may not pay off this quarter but will in the long run. > “Data-driven decision-making capabilities have become non-negotiable… > > Leveraging advanced analytics and AI to identify growth opportunities, optimize resource allocation, and make evidence-based forecasting decisions.” > > – Rohit Sood, CRO, Sorcero ### **Your data fluency checklist:** - **Know your dashboards inside out** and be able to explain the “so what” behind every metric. - **Integrate data** from sales, marketing, product usage, and finance for a full-funnel view. - **Use data to tell a story**, framing decisions in terms of risk, opportunity, and timing. Remember: the goal isn’t to drown your audience in numbers – it’s to make a compelling case for action. [New Research: 3 Challenges CROs Face in 2025In our research for the CRO Insights Report, we spoke to 30+ chief revenue officers from various industries to uncover the challenges CROs are facing right now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-267.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_2025_Meta-2-1.png)](https://www.revenueoperationsalliance.com/3-challenges-cros-face-in-2025/) ## **6\. Design your AI + human operating model** Future-proof CROs aren’t just “using AI” – they’re designing deliberate operating models where tech and human talent complement each other. For example, **Peter R. Platten**, **CRO** at **Protos Security**, is developing an industry-first intelligence tool to surface reliable insights without automating in bias or inefficiency. Meanwhile, **Tony Aurigemma**, **CRO** at **Anomali**, is building custom AI agents for competitive analysis and market trend mapping – while keeping humans in the loop for judgment calls. Your goal: maximize efficiency without eroding trust or customer experience. [Why CROs need complexity to maximize impact, with Joshua Trott \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Joshua Trott, CRO at Patch.io.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-301.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Warren---Guest-6-3.png)](https://www.revenueoperationsalliance.com/why-cros-need-complexity-to-maximize-impact-with-joshua-trott-video/) ## **7\. Stay adaptable – because the CRO role is still evolving** The CRO role in 2025 is still “being invented in real time”, as one CRO shared. That means the best future-proofing strategy is to keep learning, keep scanning the horizon, and be ready to pivot. That adaptability isn’t just about market conditions – it’s also about internal politics, new go-to-market models, and emerging technologies. The most successful CROs we spoke to see themselves as both strategist and builder, willing to recalibrate their approach without losing sight of the end goal. ## **Final thoughts** AI, strategy, and data mastery matter – but without alignment, none of it sticks. Your ability to unify teams, keep the CEO partnership strong, and ensure everyone’s driving towards the same customer-centric goals is still the number one predictor of CRO impact and tenure. As we uncovered in the [previous article in this series](https://www.revenueoperationsalliance.com/new-research-biggest-lever-cros-can-pull-for-greater-impact/), your best lever for impact is still **alignment**. Pull that lever first, and you’ll not only survive the average 18-month countdown – you’ll redefine what’s possible in the role. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/ROA_CRO_Insights_2025_ArticleBanner--1--1.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) [Download the full report](https://www.revenueoperationsalliance.com/cro-insights-report/) ### Season 4 wrap-up: AI, alignment, & collaboration with Sandy Robinson [Video] URL: https://www.revenueoperationsalliance.com/season-4-wrap-up-ai-alignment-collaboration-with-sandy-robinson-video/ Last updated: 2025-08-12T17:05:19.000Z ## More resources: [How AI is changing the RevOps landscape, with SK Ramakuru & Chris Hunter \[Video\]SK Ramakuru and Chris Hunter join host Sandy Robinson to discuss their work at MongoDB, the future of AI in RevOps, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-298.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-16-1-4.png)](https://www.revenueoperationsalliance.com/how-ai-is-changing-the-revops-landscape-with-sk-ramakuru-chris-hunter-video/) ### How we’re enabling revenue with tools, training, and a JOLT of focus URL: https://www.revenueoperationsalliance.com/how-were-enabling-revenue-with-tools-training-and-a-jolt-of-focus/ Last updated: 2025-08-11T17:10:36.000Z If there’s one thing I’ve learned in RevOps, it’s that *the shiniest tool isn’t always the best tool*. We’re often flooded with pitches about [AI, automation](https://www.revenueoperationsalliance.com/tag/ai/), and intelligence layers. But none of it matters if it doesn’t solve a meaningful problem. For us, the problem was clear: **we needed more pipeline**. Our reps weren’t consistently engaging with our ideal customer profile, and the outbound engine wasn’t firing on all cylinders. So, when we evaluated platforms, we weren’t just shopping for features; we were laser-focused on what would help us generate more quality opportunities. That’s how we landed on Outreach. Of course, other vendors had impressive add-ons as well. Some offered best-in-class call recording. Others had robust AI. But Outreach met the moment. Their sequencing tools and ability to support outbound prospecting were exactly what we needed. That’s what tipped the scales. Ironically, their call recording tool, *Kaya*, ended up being a surprise win. The team was genuinely impressed with it. It wasn’t the original problem we were solving, but it added value we hadn’t anticipated. ## **Start with the problem, not the features** It’s tempting to get excited by what’s new or what’s trending. But in RevOps, we need to stay grounded. A new tool won’t improve win rates just because it’s new. It will only help if it drives the behaviors and outcomes that move the needle. So, as we started implementing Outreach, we made sure to pair it with something just as critical: **a shared mindset around enablement**. But then we started implementing the JOLT effect. ### **Dealing with indecision: Enter the JOLT effect** If you’re not familiar with [**The JOLT Effect**](https://www.jolteffect.com/) by Matt Dixon, it’s one of the most powerful frameworks I’ve come across in the last few years. The central insight is this: the biggest reason deals are lost isn’t to competitors – it’s to *indecision*. After analyzing two million recorded sales conversations, the authors found that 56% of deals lost to “no decision” were actually lost because the buyer was afraid of making the wrong call. It’s not FOMO. It’s FOMU… *fear of messing up*. That insight hit home. So, we baked JOLT into our [enablement strategy](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/). At SKO, I presented a full session on indecision and how it’s shown up in our own deals, using quotes from win/loss interviews I personally conducted. We backed it up with data, gave it context, and tied it to real revenue impact. From there, our enablement lead took the reins and kept the momentum going. It’s a constant drumbeat rather than one-on-one training: JOLT principles in call reviews, in deal strategy sessions, and in ongoing coaching. ### **Tools that reinforce behavior** We also started using Virtual Sales Rooms (VSRs), which turned out to be a perfect match for JOLT’s first pillar: *Limit the Exploration*. The idea is simple. Don’t make buyers hunt for information. Make everything accessible, organized, and centralized in one place. In our VSRs, buyers get: - Custom welcome videos - A mutual action plan - Demo recordings - Implementation guides - Relevant case studies - And even a branded experience Now, buyers aren’t digging through email threads or searching for attachments from three weeks ago. They always have the latest version, and they’re engaging on our terms, not chasing down PDFs. Here’s where it gets real: the sellers who lean into VSRs see **higher win rates**. Full stop. They upload every Zoom call. They build out a clean action plan. They personalize the room. They make it easy for the buyer to say yes. And it works. The reps who don’t? Their win rates stay the same. They’re technically “using” the tool, but they’re not extracting its value. [Why your RevOps tech stack is failing (and how to fix it)Learn how to manage your RevOps tech stack the right way. Expert insights on systems, processes & flywheel optimization for growth![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-296.png)Revenue Operations AllianceBenjamin Zeitz![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Sweep-Benjamin-Zeitz-Why-your-RevOps-tech-stack-is-failing--and-how-to-fix-it--1.png)](https://www.revenueoperationsalliance.com/why-your-revops-tech-stack-is-failing-and-how-to-fix-it/) ## **Driving consistency with RevOps** As RevOps, one of our roles is to make sure [great tools](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-video/) don’t turn into shelfware. So we put a structure behind VSR adoption. On our biweekly “Rev Up” call (which, yes, is our version of a sales enablement all-hands), we spotlight usage metrics. We show which reps are getting the most lift from their VSRs and what best practices they’re following. We also surface the missed opportunities: reps who are falling short, not because of effort, but because of inconsistent execution. And to keep training engaging, we use SpecIt to run “Tactic Tuesday” banners directly in Salesforce. Every Tuesday, reps see a banner when they log in, pointing to a quick tip or short video. It’s not intrusive because it’s expected. That’s the key. Reps don’t want friction; they want guidance. The more we can meet them in the flow of their work, the more they’ll engage with enablement. ## **The power of narration in RevOps** If I had to boil down my approach to RevOps into a single framework, it would be this: **Democratize. Disseminate. Narrate.** RevOps has access to more insight than anyone else in the company. We know: - The pipeline - The forecast - The win/loss data - The market - Our newest customers - Our churned accounts But insight isn’t impact unless it’s shared. So we start by *democratizing* information, making it available to sales, CS, marketing, and leadership. Then we *disseminate* it, meaning we push it out regularly, not just when someone asks. And most importantly, we *narrate* it. Because without context, data is just noise. As [RevOps leaders](https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/), we see patterns across months, quarters, even years. We know where the headwinds are. We know which tweaks changed conversion rates. That’s the story we have to tell. Not just the numbers, but what they mean. Sometimes it’s as simple as a TL;DR on top of a dashboard. Just enough to make sure the data drives action. [How to Present Your Revenue Forcast to the BoardroomSolid, accurate revenue forecasts build trust, encourage better collaboration, enable better financial decisions, and empower your org to hit its goals. First? You have to report your forecast to the board. Here’s how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-297.png)Revenue Operations AllianceCliff Unger![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Using-customer-journey-retargeting-to-increase-sales-conversions--5--1.png)](https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/) ## **Advice for aspiring RevOps pros** I often get asked: “How do I break into RevOps?” My advice? **Don’t do the job you have. Do the job you want.** Of course, *don’t* stop doing the job you have… that would get you fired. But start operating like you’re already in RevOps. If you’re in sales, become the expert on your pipeline. Understand pricing and packaging better than anyone else. If you’re in enablement, own the connection between [training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) and conversion. If you’re in product, start building for the go-to-market team. No one’s stopping you from pulling [win/loss data](https://www.revenueoperationsalliance.com/fuel-revenue-growth-with-win-loss-analysis/). No one’s stopping you from sending a weekly TL;DR to your team. The best way to move into RevOps is to *start thinking like a RevOps pro today*. ## **Final thoughts** Revenue Operations sits at the intersection of data, tools, people, and process, and when it's working well, everyone around you moves faster, communicates clearly, and wins more. But success doesn’t come from simply rolling out new platforms or implementing the latest trend. It comes from driving real adoption, reinforcing best practices, and staying focused on the problems you're actually solving. Whether it's helping reps reduce buyer indecision, improving how teams use digital sales rooms, or keeping pipeline insights front and center, your job is to make sure the revenue engine runs smoother every quarter. If you're already in RevOps, take pride in how much context you hold. And don’t keep it to yourself. Share it, frame it, and help others make smarter decisions with it. And if you're looking to break into the space, start doing the work now. Become the person who knows the numbers, understands the blockers, and can bring clarity to the chaos. That’s how you earn trust, and that’s how you make an impact. --- This article comes from [**Ethan Lippman**](https://www.linkedin.com/in/ethanlippman/)’s brilliant episode of RevOps Unboxed with host [**Sandy Robinson**](https://www.linkedin.com/in/sandyrobinson/). Check out their [**full discussion**](https://media.thealliance.io/podcast/roa-revops-unboxed/?wchannelid=sjrayacuuz&wmediaid=1g3rwisdk9) and the wealth of expert RevOps wisdom waiting for you in our [**other episodes**](https://media.thealliance.io/podcast/roa-revops-unboxed/). ### Why your RevOps tech stack is failing (and how to fix it) URL: https://www.revenueoperationsalliance.com/why-your-revops-tech-stack-is-failing-and-how-to-fix-it/ Last updated: 2025-08-08T16:08:49.000Z Ever woken up to a text message telling you that you now own your company's *entire* Salesforce instance? Good luck, right? That's exactly what happened to me when I was a BDR (business development representative), and it *completely* changed my career trajectory. I'm **Benjamin** **Zeitz**, **Head of Revenue Operations** at **Sweep**, and that unexpected text message launched me into nearly a decade of working in the revenue operations space. We didn't always call it [RevOps](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/) back then, but in practice, it was the same thing we're doing today. But here's what I've discovered: while we might have stumbled into this field, succeeding in it requires intentional strategy, especially when it comes to managing your [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). The reality is that tech stacks are a very big part of our process as RevOps professionals. Any small change, any small enhancement that we make can have outsized outcomes when it comes to our bottom line. So how do we design systems that help rather than hinder us? That's exactly what we're going to dive into – starting with the framework that's become the core operating principle of my career. Let’s dive in. ## **The RevOps flywheel: Your north star for your tech stack** Before we talk about tech stacks, we need to align on what success looks like. Success for tech stacks also aligns with success for RevOps. Our goal in revenue operations is to enhance the processes of an entire company end to end. The core operating principle I use is called **the revenue operations flywheel**. Here's how it works: We always start with the process – whether it's our end-to-end company process (lead to opportunity to close-won to expansion) or something smaller like handling inbound leads. Next, we configure our systems to support that process through automation and data collection. Then we run our [GTM motion](https://www.revenueoperationsalliance.com/stop-the-gtm-tug-of-war-how-to-turn-friction-into-revenue/) and analyze our performance. How did we do? Is there room for improvement? If there's room for improvement, we update our process, which means updating our systems, running that play, and seeing how we did. That's the flywheel – and you should be running this for each part of your business. Systems are absolutely central to making this flywheel turn effectively. So how do we design systems that help? [7 Expert Tips for Greater Revenue Forecasting AccuracyDemonstrating progress in forecast accuracy (and therefore its utility to the business) will pay massive dividends for you as a revenue operations professional.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-292.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Using-customer-journey-retargeting-to-increase-sales-conversions--3--1.png)](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) ## **The five pillars of effective RevOps systems** Based on my experience working with hundreds of prospects and customers, your systems need five critical characteristics: **1\. Flexibility**: If we're making changes regularly, those changes can't take a long time. We need to get back to making that flywheel turn. **2\. User-friendliness**: Your end users should not have to fight with the system to get the data they need. If your [sales reps](https://www.revenueoperationsalliance.com/chief-revenue-officer-and-sales-leader-outlook-report-2024-25-ebook/) are wrestling with Salesforce more than selling, you've got a problem. **3\. Data accessibility**: You should be able to pull and understand data without blind spots that railroad every assumption you’re trying to make. Trust me, I learnt the hard way. **4\. Clear documentation**: Crucial for both internal stakeholders making changes and end users who need to know what's expected of them. **5\. Collaboration capabilities**: We're not just telling people what to do – we need their input on what's working and what isn't, so we can enhance our systems. [Be the architect of growth: Mastering your tech stack for revenue successDiscover how to optimize your RevOps tech stack, align tools with the revenue funnel, and drive company growth with actionable strategies.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-293.png)Revenue Operations AllianceJeff Offerdahl![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Be-the-architect-of-growth-Mastering-your-tech-stack-for-revenue-success-1-1.png)](https://www.revenueoperationsalliance.com/architect-of-growth-mastering-your-tech-stack-for-revenue-success/) ## **Should RevOps own the tech stack?** Here's a spicy question: Should revenue operations own the tech stack? _This post is for paying subscribers only._ ### 8 habits of the most successful salespeople URL: https://www.revenueoperationsalliance.com/8-sales-competencies-buyers-want/ Last updated: 2025-11-25T14:05:14.000Z ## Finally understand why buyers say "No" (120k+ B2B deals analyzed) **Your CRM only tells one side of the story.** You need to know why you're losing deals. But the reasons sellers give for losing deals are *different* than the reasons buyers give **50-70% of the time**. We've teamed up with Corporate Visions to share analysis of **120,000+ B2B purchase decisions**. Download the eBook, uncover their findings, and discover the 8 skills your reps are missing that are costing you deals every quarter. ## What's inside? Corporate Visions' eBook features data from **120k+ B2B deals**, giving you the blueprint to: - Understand the 8 make-or-break seller-controlled moments in the buyer's journey. - Use predictive analytics to focus on the seller competencies *most* associated with successful deals. - Implement changes that will increase your sales team's ability to win critical deals. You can't depend on your sellers' self-reported skill gaps – you need to get the buyer's perspective. Only when you understand what buyers *really* want, can you coach your sellers on the skills that will truly make an impact. Get the insights today. 👇 ### How AI improves revenue forecasting efficiency URL: https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/ Last updated: 2025-08-06T16:59:37.000Z Not using AI in your [revenue forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting/) processes yet? Here’s what you’re missing out on: ### 1) Greater forecast accuracy: Nicole Ward, Senior Director of Revenue Enablement and Operations at OneSource Virtual has achieved **95%+ forecast accuracy** **for four quarters in a row** since rolling out their AI tool. It has also cut down the time it takes to build their forecast from days to just hours. ### 2) Faster forecasting: David Taub, Senior Director of Revenue Operations at HydroCorp, runs a team which started with no formal forecasting. Now they routinely hit **93%+ accuracy** most months since they started using new, AI-backed methods and tools. What used to take half a day for him and his sales leader now takes only 10 minutes. ### 3) Greater pipeline health: Beyond just rolling up numbers, these tools are helping with pipeline *health*. They offer visual dashboards that show stalled deals, assess how healthy different stages of deals are, and even predict gaps in future sales. All of these help sales teams take action more quickly. ## **3 forecasting mistakes that are slowing you down** The first step in using AI to produce accurate revenue forecasts more quickly is to understand where you’re going wrong right now. Here are three mistakes you’re probably making. Fix these first: ### 1) Not using live data Take the end of a sales period, for example. Nicole Ward says many managers still export all their sales data into spreadsheets. Why? Because it’s familiar. It’s fast for them to play with the numbers and explore “what if” scenarios. The problem? As soon as they copy the data into a spreadsheet, it stops being *live*. [New changes to deals](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) aren’t copied across to the spreadsheet, which makes any forecast built on that old data *also* grow old very quickly. ### 2) Sales teams themselves Another common source of slowness stems from the sales team itself. Specifically, their data hygiene. Laura Fu, Head of RevOps and Strategy at DevRev, points out that, if sales reps don’t put in good, correct information in the first place, then any forecast made from that bad information will also be wrong. It’s the old “garbage-in, garbage-out” maxim at work again. ### 3) The process as the problem David Taub agrees that sometimes the tools are the problem, like Nicole put forward. Only using spreadsheets, for example. This can be messy, and can make it hard to track changes over time. David suggests that more often, though, the problem is the lack of [a standardized forecasting process](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/). When everyone has their own method, or if people keep going back to old ways of doing things despite coaching, it slows everything down. This is especially true for bigger sales teams, where it's hard to check every deal by hand. **So… Is the problem with the tools? Or is it with your process? Here’s how you answer that question:** If your sales team is doing everything *right*, but the information still isn’t easy to see or use, then it's a tool problem. But if the sales team isn’t following best practices, or isn’t following good data hygiene, or not following the steps, then it's a process problem first. No fancy tool can fix bad habits, so fix the habits first. The tools can wait. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## **2 ways AI can help make forecasting faster** Once you’ve confirmed it’s *not* the processes causing the issues, turn your attention to tools. While pulling all your data out into a spreadsheet slows things *down*, pulling it into the *right* tool (or integrating the right tools with your existing platforms) really speeds things *up*. According to Laura, AI helps you move faster by spotting things you’d miss. AI can: 1. Act as an **early warning signal** when deals are at risk. 2. Point out deals that **might close sooner**. In other words, AI can accurately spot risks and opportunities. It has access to a wealth of information about each individual deal. David points out that some AI tools will listen to sales calls. These tools can pick up on direct hints from buyers that a deal might be at risk. This saves hours of work by quickly pointing out how a deal might fall apart, even if the sales rep feels good about it. When we spoke to Tana Jackson, Vice President of Operations at Upright Labs, at our recent Revenue Forecasting Summit. She suggested using AI to pull information out of sales conversations, transform it, and then push it into CRM fields for maximum efficiency. In the same conversation, Anjali Chawla, Head of Strategy & Sales Operations, Europe at Nokia, suggested applying machine learning to historical win/loss data, to gain a killer understanding of your deal cycle. The ultimate benefit of all this is that it helps reps focus their efforts on the highest-ROI opportunities. AI tools just see facts, without feelings, and help make more objective decisions about your pipeline in less time. ## **Challenge: Getting salespeople to trust new tech** Getting people to trust new tools is always a challenge. AI or not. Sales reps might have years of experience, and have come to trust their intuition. When new technology tells them that intuition is wrong, you have to expect some pushback. Your leaders might even be surprised how accurate AI can be. After all, it can process much more data than a human can (and much more quickly). It can be hard for people to give up control and trust new tech, even if that tech is ready. Nicole calls this what it is: “change management.” She says rolling out the new technology is a sprint, but [getting people to use and trust it](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) is a marathon. It takes ongoing teaching and showing salespeople *exactly* how the AI helps them. Sales is still very much a human sport. AI doesn’t change that. But AI tools can act as a check on the calls your reps make. In turn, this helps your leaders ask tough questions if the AI's data doesn’t match a rep’s feeling about a deal. --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## **Challenge: When to bring in new forecasting tools** When’s the right time to invest in new AI or forecasting tools? Of course, it depends. If your forecasting accuracy is very poor, it might make sense to invest in a tool even while your sales team is still very small. If, no matter how much you work on your process, your reps still struggle to hit their numbers, you eventually have to change tack. A good tool can help you see what’s really going on with each deal. A good rule of thumb, though, is to *not* [*solve problems*](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/) *you don’t have yet.* If you’re forecasting manually, and it’s not causing you any problems, don’t fix what ain’t broken. You’ve no doubt got real, pressing problems to solve that warrant more budget and attention. Once your currentforecasting process stops working, begins taking too long, or only reveals the full picture to you right before a big meeting, it’s probably time for a tool. But, importantly, you must actually *have* a clear, well-defined process before you invest in a tool. If your process is messy, the tool will either only make the mess clear, or worse, it’ll amplify it. ## **3 tips for rolling out new forecasting tools** ### 1) Think big New tools represent new opportunities for greater depth, accuracy, *and* efficiency in your forecasts. If up until now, you’ve only looked *back* at historical data, try implementing some predictive analytics based on live data to help with real-time decisions. This means focusing on customer signals (like how many support tickets they have) more than just sales stages. ### 2) Make sure everyone’s on board It doesn't matter what tool you buy if your salespeople don’t use it. Unless everyone in your sales teams can use your tools or processes, they might as well not exist. So make sure your team has the resources they need to be able to use the new tools, and follow your processes. ### 3) Run a data quality bootcamp Finally, before rolling out a forecasting tool, it's wise to run a deep data quality boot camp. This means making sure your data is clean and correct from the start. Also, it's important to launch a proper enablement program, with the right training and support, at the same time as you launch your forecasting tool. Every salesperson needs to know exactly how your AI-powered insights will help them hit their sales targets. Doing this preparatory work early can help you realize the benefits and ROI of your tools much faster. --- # **Unlock RevOps metrics mastery** Take your revenue operations metrics game to the next level with our expert-led certification. Gain the necessary knowledge to measure your RevOps impact with confidence. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) --- ### How to present your revenue forecast to the boardroom URL: https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/ Last updated: 2025-08-06T17:03:10.000Z A strong [revenue forecast](https://www.revenueoperationsalliance.com/revenue-forecasting/) is one of the most strategically significant deliverables you can hand over to your leaders. Cliff Unger, CRO at Snappt, says that your forecast demonstrates three very important things about you to those who read it: 1. It shows if your team is doing a good job. 2. It shows if people trust you. 3. It shows if you’re honest. So… no big deal, right? ## Why getting your revenue forecasts right matters (to your board) When leaders and board members put money into a company, they want to see if it’s helping. Good forecasts help them know where to put *more* money to help the company grow. They also want to understand *why* the numbers are what they are. Done right, a revenue forecast answers these critical questions: ### What good forecasts do for you - **Build trust**: When your forecasts are accurate, your leaders and your board trust you more. - **Work better with others**: Sales teams and finance teams can work better together. - **Spend money wisely**: You know where to put money to get the best results. - **Hit your goals**: When you guess well, you can plan better to make more money than you thought. For people who help sales teams, making good guesses helps the company leaders feel sure that they should keep putting money into your team and tools. If you want the full primer, check out our [Intro to Revenue Forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting/). --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## Why forecasting well is so darn hard First, some data from the *Xactly 2024 Sales Forecasting Benchmark Report, and from Aberdeen Group Research, on* why revenue forecasting can feel such high stakes: - In 2024, only **2 out of 10 sales teams** produced revenue forecasts that were remotely accurate. That means 8 out of 10 were pretty far off. - More than **half of sales leaders** made an inaccurate forecast at least two times last year. If you forecast every three months, that means missing half the time, which can make people lose trust. - Most sales teams (8 out of 10) are off by **more than 25%** in their guesses. That is a lot of money to be off by! - **Most top leaders** (8 out of 10) say that when a revenue forecast is off, it makes the board and investors lose trust. So, the numbers show that *most forecasts* are inaccurate, that these inaccurate forecasts are being made *frequently*, that the *magnitude* of the inaccuracies is large, and that leaders lose trust as a result. **If you want that seat at the table with your leaders**, losing their trust isn’t an option. But it takes more than one or two skills to get forecasting right… ### The mix of art and science Revenue forecasting is like mixing **art** and **science**. - The **science** part is using tools like your sales system, reports, and past sales data. These are numbers and facts, and you can [follow a replicable forecasting process](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/). - The **art** part is understanding people. Your sales reps have feelings like hope, fear, and confidence that can inform a forecast. Meanwhile, your buyers won’t always tell you exactly what they’re thinking. You need to read between the lines to understand what’s actually likely to happen. Both present their challenges. **Science:** Sales records aren’t always perfect. In fact, missing values and imperfect data sets contribute to one of the [primary challenges you’ll face when revenue forecasting.](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/) **Art:** Sometimes, salespeople hold back on their numbers, or they’re too hopeful about certain deals. Sometimes, different teams like [sales, RevOps, and finance teams don’t align](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/). Your job as a revenue professional, and the person in charge of the forecast, is to take all these messy parts and make them into clear, easy-to-trust information for your board. So… how do you do that? --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## 4 Tips for winning over the boardroom Here’s some strong advice for talking your board through your revenue forecasts in a way that actually brings your board on-side: ### 1\. Share bad news early and often Things not going well? Don’t wait until the last minute to tell the board. Cliff says waiting until the big meeting to tell them is the absolute *worst* thing you can do. Even if you’re not hitting your goal, give the board honest information early. It shows that you’re accountable, that you take ownership, and that you can be trusted to be honest. When things aren’t going well, emphasizing these qualities by courageously leading with bad news early pays dividends. ### 2\. Be real, but stay hopeful It is your job to show the **risks and gaps** in the plan, but you need to highlight them without sounding hopeless. There’s a big difference between being real about what your team can do and being gloomy. The company expects you to be excited and believe you can overcome your challenges. You need to find a way to talk about the hard stuff while still showing that you believe in the business. ### 3\. Learn how your board likes to hear news Every board and every group of leaders is different. They like to get information in their own ways. If you’re new, spend time learning how they prefer to get good news or bad news. Cliff says it’s very important to understand who you’re talking to and what makes them tick. ### 4\. Make your information better all the time You should always be trying to get **more and more reliable information**. The goal is to have fewer surprises. Investigate new technology and [use tools that can help you forecast more accurately](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/), especially for smaller deals. ## FAQ #### ****How much should you reveal to the board about your forecasting process?** Cliff says this depends on the board members. Some might already know a lot about sales and forecasting, others might not. If you can, ****teach them a little bit** about it, even for just a minute or two in a meeting. You can also put helpful information and definitions in the extra pages of your board report so they can read it on their own time. #### ****How should you present forecast risks to the board?** Again, this comes down to honesty. Cliff says you have to be honest, but you should also show the good things that are happening. Find the problems or places where you need help from the board. But make sure to balance that with positive updates, like celebrating small wins. Even if it’s a tough time, there are always good things to point out. #### ****How do you manage the "people" aspect of of forecasting successfully?** To successfully manage the “people” part of forecasting, Cliff suggests that top leaders from different parts of the business need to ****work together**. They should all agree on what words mean, like what is a “sure thing” versus a “best guess.” If the top leaders speak the same language, it helps clear up a lot of confusion. #### ****How do you forecast successfully when you don't have many deals?** When you’ve only got a few, very big deals, thinking about [your pull-forward pipeline](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) can help. Cliff suggests salespeople should find many different ways to hit their target. If a rep has 6 or 8 big deals, they should think about different mixes of those deals that could help them reach their goal. This way, if one or two big deals don’t pan out, they know where else to focus. **Next step:** [**How AI improves revenue forecasting efficiency**](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) [ \--> Continue the series ](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) ### Aligning RevOps, Sales, and Finance for revenue forecasting URL: https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/ Last updated: 2025-08-15T11:35:37.000Z [Revenue forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting/) is a high stakes game. High risk, high reward. As one of the most strategically beneficial deliverables you can hand over to your leaders, your forecasts will get you noticed. Whether that attention is good or bad? That’s up to you. And it’s why there’s so much interest in the pursuit of forecasting *accuracy*. But there’s another way you can make sure you’re met with smiles and claps on the back when you deliver your forecast… *Alignment*. Today we’re showing you how to avoid that sinking feeling as finance delivers a forecast that looks nothing like yours. ## **Why teams need to work together** At our recent Revenue Forecasting Summit, Lisa Jensen, Sr Director, Global Revenue Operations, Backlight, shared something critical… When different teams show different numbers in important meetings, the consequences are severe. Arguments. Lost trust. Shattered opportunities. Max Mozes, Director & Head of Revenue Operations at Walmart Business, agrees: > When teams don’t agree on the numbers, it creates extra work for everyone. Teams duplicate work multiple times as they try to hone in on a true forecast figure. > > No one wins. ## **How to get teams to work better together** Getting sales, finance, and RevOps to align for better revenue forecasting isn’t always easy. We asked Max and Lisa for some practical advice: ### 1) Have regular meetings Lisa suggests having regular meetings. Once every two to four weeks with the finance team should do it. This helps everyone understand how each team gets their numbers. Finance often sees the data differently than sales. They’ll find certain numbers more important. Others, less so. Use these meetings to understand what each team includes in their reports, and why they think those things are significant. For example, some companies have a separate “finance forecast” and “sales outlook.” But everyone must agree on what makes up each one. Max recommends a weekly meeting with finance, too. The primary benefit for him? The trust these regular meetings build. Sales needs to trust that RevOps will work closely with finance. Finance needs to trust that RevOps can give them clear, accurate information. When you meet regularly, you ensure everyone’s working towards the same goals, and establish the trust necessary to succeed. ### 2) Make it a game Do you *really* want your teams to play better together? How about gamifying your forecasting process? Lisa shares this fun idea: Mid-quarter, have people from RevOps, sales, and finance each guess what the final sales number will be. Turn it into a bit of friendly competition. (The number closest to the actual figure gets a prize!) This gives everyone a bit of skin on the game, without raising the stakes to eye-watering levels. It helps everyone see the different ways each team perceives the numbers, and is a good way to openly compare different perspectives. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## **Seeing forecasting from different sides** Having worked in both finance and RevOps, Lisa has a special perspective on revenue forecasting as a shared activity. When she was in finance, she didn’t fully understand the pressure sales teams felt. Finance teams often focus on big-picture numbers and how sales affect things like hiring. They might not know about a single big deal that a sales team is counting on to close at the end of a quarter. ### • How the sales team sees things Sales teams, however, are very close to their deals. They develop “gut feeling” intuition about deals based on all their experience talking to customers in the past, and their knowledge of how this particular deal is going. Finance’s forecasts are often based more on past data, like average sales numbers, while sales forecasts are more about individual deals. Lisa says understanding these different ways of thinking and why each team feels the pressure they do has been very helpful. It lets her speak both the language of finance, and the language of sales, helping the two teams to understand each other better. ### • How the finance team sees things Max adds that finance teams can fall into the trap of *only* looking at past, confirmed sales data. RevOps, he says, needs to help its finance team understand how unclosed deals in the sales pipeline can change the forecast. It's about showing finance how potential future sales can impact their predictions. Developing the soft skills necessary to smooth the waters between your sales and finance teams won’t just help you create more complete, confident forecasts. It’ll help you demonstrate your influence and impact on the business at large. --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## **3 tips for handling data discrepancies** It's common for sales records (like in Salesforce) to not perfectly match finance reports. We’ve already talked about the [practical challenges of revenue forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/), and how missing or imperfect data is a significant one. But how can we tackle this challenge from an alignment perspective? ### 1) Identify, agree, then move on Max brings in the **analytics team** to help. They make sure that both finance and sales are looking at the same information, [using the same forecasting rules and methods](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/). If the numbers are a little different, it's important to first understand *why,* and then agree on which sets of data to move forward with. The goal isn’t to argue about who’s right and who’s wrong. It’s for everyone to see where discrepancies stem from, learn from it, and then move towards a practical solution for [a more accurate forecast](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/). ### 2) Include sales in your conversations Max says that **sales leaders must be part of the conversations** about forecasts with finance. They need to be in the room to talk about how their deals can affect the company's forecast. Sales directors can then relay this information back to their teams. It's a mistake to leave sales out of these discussions. They might not lead the talk, but they need to know what's happening and share their thoughts. Lisa agrees, saying that all key stakeholders, [including the Chief Revenue Officer,](https://www.revenueoperationsalliance.com/cro-insights-report/) RevOps leader, and finance leader, should be in monthly meetings to talk about the numbers. ### 3) Be clear about changes Lisa learned the hard way that when RevOps changes something in their sales system, like how they filter data, **everyone using that data** needs to know about it. An email or chat message is often not enough. She now has regular meetings with her data, finance, and RevOps teams to discuss any changes. Max adds that before a reporting change happens, finance and RevOps should talk about how it will affect the numbers. They should tell sales leaders *before* the change goes live, and explain how it might make their numbers look different. This way, sales teams are ready and not surprised. 💡 ****Not surprisingly,** strong alignment and collaboration comes down to strong communication. Communicate proactively, engage key groups in conversations early, and share discrepancies as a means to further understanding, and reach practical solutions. Do these things, and alignment will improve. ## **Final advice for bridging the gap** ### 1) Over-communicate Lisa and Max both emphasize that **building strong relationships** is the most important step for connecting sales, finance, and RevOps. How do you do that? Lisa (half-jokingly) says it comes down to talking to finance *all* the time. She talks to them “a hundred times a day” to stay connected. ### 2) Speak the same language She also advises writing down **clear definitions for** [**all your metrics**](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/). For example, make sure everyone agrees on what “win rate” means, or what a “committed deal” is. This ensures everyone understands the data in the same way, no matter who is looking at it. 💡 ****Note:** If you’ve been keeping up with this series, you’ll notice that this is recurring advice. So pay attention! If you don’t already, create objective criteria for moving in and out of every sales stage. Max adds that finance teams are often open to new ideas, even if people think they are not. If sales and RevOps are the experts on sales numbers, they should suggest how to look at metrics. If you lead with your recommendation and say “let’s work together to align,” finance partners are usually willing to find a common ground. It all comes back to building good relationships. **Next step:** [**How to present your revenue forecast to the board**](https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/) [ \--> Continue the series ](https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/) ### 7 tips for greater revenue forecasting accuracy (from 3 experts) URL: https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/ Last updated: 2025-08-06T16:57:03.000Z So… We’ve covered [what revenue forecasting is](https://www.revenueoperationsalliance.com/revenue-forecasting/), and [how to do your own revenue forecast](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/). We’ve also covered [the challenges you’re likely to face](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/), and what [forecasting metrics](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) you need to keep an eye on if you want your forecasts to get better (rather than worse) over time. But what about the *practical* side of improving accuracy over time? After all, businesses love growth. If you can’t demonstrate that you’re adding more value to the business over time, you’ll struggle to progress in your career. And as one of the most strategically beneficial deliverables you can produce for your leaders, demonstrating progress in *forecast accuracy* (and therefore its utility to the business) will pay massive dividends for you as a revenue operations professional. ## **What is forecast accuracy?** To improve forecast accuracy, we first need to know what we’re dealing with. At our **Revenue Forecasting Summit** a few months ago, **Anjali Chawla, Head of Strategy & Sales Operations, Europe** at Nokia, defined forecast accuracy for us: “To answer what forecast accuracy is, let’s think about what it is that we forecast. We [**forecast those metrics**](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) that point towards business health or business growth.” These might be sales, or revenue. But the point is this: we want to be reasonably sure that what we *think* will happen in the future will *actually* happen. 💡 So… we forecast metrics that point towards **growth*. The more closely a **growth prediction* matches what **actually happens* in the future, the higher our forecast accuracy. ## **1 - Forecast accuracy relates to deal complexity** The more complex your business model, and the types of deals you’re closing, the more metrics you have to track (and the more accurate that tracking needs to be). **Dan Leva, Senior Vice President, Revenue Operations** at Cielo Talent, delineates a forecast into three components: 1. **Bookings** 2. **Revenue** 3. **Renewals** **Bookings:** For bookings, inputs come from the sales reps. They’re looking at everything coming into the pipeline, as well as metrics including deal size, the types of products reps are selling, time to sale, etc. **Revenue:** Once they win a deal, Dan’s teams split things out into two categories: services, and tech (or “product”). Technology licenses and products are tied to more stable revenue numbers than service fulfillment. **Renewals:** When it comes to renewals, Dan looks at historical renewal rates. These are critical to understanding risks to existing accounts. You can’t put a reasonable number on what the future value of your existing customers might be if you don’t have a solid grasp of your renewal rates. ### **What to do with this information** Previous articles in this series outline a very solid approach to higher-level sales forecasting for smaller businesses. At the enterprise level, and for any business that wants to take its forecasting accuracy to the next step, you need to start incorporating every figure that affects *revenue.* If, currently, you’re only looking at projected bookings, start to explore things like: - Renewals. - Revenue stability by contract type. ☝️ (Again, one-time purchases provide more stable forecast figures than service fulfillment.) ### **Why service fulfillment gets complicated** Service fulfillment gets complicated because it might not be *your* business fulfilling every aspect of the service. It’s totally normal to subcontract different aspects of the work out to other businesses. This adds complexity, and adds elements into the mix that are out of your control. This can lead to slipped deadlines for ultimate fulfillment. As a result, that can lead to revenue coming in next quarter rather than this quarter. Anjali Chawla puts it like this: > “If you’re using subcontractors or third party vendors, there could be unexpected delays. But revenue only comes in once you’ve delivered and the customer has accepted \[your work\]. So different methodologies need to be applied to make sure your forecast really takes care of all of these issues and is in the right ballpark.” ## **2 - Delegate for support as deal complexity increases** As complexity increases, so does the demand for resources. If you’re a solo RevOps practitioner, or part of a small team, a simple (but strong) sales forecast is what you should be shooting for. But if you’re set on fulfilling a full-blown *revenue* forecast for a large, mature business that closes complex deals, a lot of people start to become involved. Anjali Chawla says it’s ultimately down to the sales leaders and the RevOps team to get the forecast done, and to get it done right. But Tana Jackon, Vice President of Operations at Upright Labs, says: > “The CSMs and the account managers are responsible for tracking the multiyear contracts, or any customers that aren’t auto-renew.” Delegate tracking of those closed-won accounts and their value to the teams that work with those accounts every day. They’re close enough to each account to be able to speak authoritatively about churn risk. Tana continues: > “If you’re looking at renewals or expansion,” says Tana, “and are having a consistent conversation with those customers throughout their lifecycle, that helps the business to forecast churn.” --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## **3 - Tactical tips for CRM data hygiene** You’ve heard the maxim: “Garbage in, garbage out.” If you’re racking your brains for ways to increase the accuracy of your revenue forecast, but aren’t following best data hygiene practices, you’re missing a trick. We asked Tana Jackson for some tactical tips on maximizing data hygiene, so you can rely on rock-solid data every time you join a forecast call. 1. **Hold reps accountable** Tana says a good RevOps pro already knows the key steps in the sales process they need to follow to find buying signals. So all they need to do is “put the data hygiene ritual in place. [Hold your reps accountable](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/) with weekly pipeline reviews.” It starts, then, with holding reps accountable. They need to follow best practices when inputting their data. But that’s not just for active deals. Tana emphasizes that you must “ask questions of the deal stages, close dates, next steps… anything you can do to get that data up-to-date prior to your forecast call.” 1. **Steal Tana’s “no-update, no-forecast” policy** “I’ve even gone to the extreme of having a “no update, no forecast” policy,” says Tana. “If deals haven’t been updated in seven days, or they lack the next step, they get excluded from the forecast.” 1. **Perfect the win/loss feedback loop** It’s normal, early on in your career, to be idealistic. You strive for that “single source of truth” that everyone follows. But you have (very) limited control over what others do. But simple, basic systems that everyone can follow? These *work.* A simple (but solid) win/loss feedback loop is one such system that *just works*. Tana says that, “If everyone, throughout the sales org, understands why deals are lost, that helps the business make decisions… So long as you have a consistent meeting to keep you updated, and some agent (AI or human) is reviewing the data, that’s the key to having an accurate forecast.” [AI-powered efficiency: How to transform your revenue operationsDiscover how AI boosts organizational efficiency and revenue. Learn practical expert steps to streamline ops and engage customers.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-288.png)Revenue Operations AllianceChris Dessi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ai-powered-efficiency-revops-1.png)](https://www.revenueoperationsalliance.com/ai-efficiency-how-to-transform-your-revenue-operations/) ## **4 - Sales coaching tips for over- and under-optimistic reps** Even the simplest revenue forecasting methodologies come with their challenges. Sometimes you want a simple pulse check from your reps. Other times, you’re basing the whole forecast on your reps’ opinions. Either way, when dealing with reps, you have to know how to deal with their *temperaments*. Some are super confident. Others much less so. Some just hate to over-commit. As the ultimate owner of the accuracy of your revenue forecast, then, it’s up to you to make sure good sales coaching is happening. Good sales coaching should help train reps past making over- and under-optimistic calls. ### Set a strict coaching cadence Anjali Chawla says setting a regular cadence for coaching and review is essential: > “It’s ongoing coaching. You have to create that cadence. Whether you do it weekly or biweekly depends on your business, but it’s something that has to happen.” Tana Jackson says, if a rep is off on their forecast all the time, you need to coach them on your buying signals. If they’re making calls without a firm foundation in the buying signals you know are tied to closing deals, they have no place making those calls. **Tips #1: Watch reps’ track records.** A sales rep’s (or leader’s) track record for making accurate calls (or not) can help you add larger or smaller margins of error to their calls to help improve the accuracy of your forecast. **Tip #2: Treat sales metrics as benchmarks.** Track and benchmark metrics like win rates, time to sale, and deal velocity. Once you do, you can hold people accountable when they’re way off. This acts as a trigger to inform who you should hold coaching conversations with, and when you should hold them. **Tip #3: Create a ‘win plan’.** Anjali suggests using a “win plan.” This is a simple list of questions for salespeople to ask about each deal. For example: - Does the customer need this, and can they pay for it? - Have you told them the price, and do they agree? - How long does it usually take this customer to buy something? Your “win plan” should be tied to buy signals you know tie strongly to win rates. This makes forecasting far less subjective. ## **5 - Goodhart’s Law** 💡 ****Goodhart’s Law** states that: “**When a measure becomes a target, it ceases to be a good measure.*” Sometimes reps will (knowingly or unknowingly) try to game the system.They’ll only add deals in when they know they’re won, for example, skewing their win rate higher. Or, they’ll begin to only track deals they feel they’re close to winning. In other words, reps can start to adapt their behavior to artificially inflate their logged win rates. In the long-run, such behavior is harmful to revenue operations, and presents [a practical challenge in forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/). You need strong historical data so you can make better business decisions. When you notice reps doing this, you need to make sure they’re coached out of it fast. --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## **6 - Advanced metrics: How to predict deal outcomes** We’ve covered the basic [metrics you need to track](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) and report on to *produce* a revenue forecast. But what advanced metrics help you move towards more accurate forecasts over time? Here are a few: **1\. Internal response times:** Tana Jackson says that follow-up times on your end are incredibly important, because they’re entirely within your control. “Speed to first call and responsiveness \[matter\]. If you connect with someone within 24 hours after they’ve contracted you, it’s going to set the tone for the rest of that engagement.” Here’s a tip to keep follow-up times low and urgency high: make reps **collect multiple contacts** at every company they’re speaking with.“If you have more connections within that company, and different contacts there, you don’t get stuck with one person. If they go on vacation, and then ghost you, you don’t know what’s going on, and the deal gets stuck unnecessarily.” **2\. Buyer engagement:** The flip side of your own urgency to speak to the prospect is *their* urgency to speak to you. Not surprisingly, like a date who’s not that into you, prospects that take days or weeks to respond are less interested than the ones that get back to you immediately. Buyer engagement demonstrates their urgency to get a real, painful problem solved quickly, and their belief that yours could be the right solution for them. **3\. Push count:** How frequently are you seeing a deal get pushed back? Changes to a projected close date tell you several things. None of them good. First, the salesperson could be way too optimistic about this deal. If they are, their call is probably inaccurate. Second, the prospect might be showing the right buying signals, but internally be getting a ton of pushback. The solution to the first issue is proper coaching. But the latter is harder to solve. Either way, deals that are repeatedly pushed back are a warning sign to take note of if you want your forecast to be accurate. ## **7 - Using AI to help with forecasts** You can [use AI tools to predict *deal strength*](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/). Tana says you just need to make sure, to gauge that deal strength, the AI uses the right rules for your company. Dan and Tana are excited about AI’s new abilities to listen to sales calls. They can take notes on those calls in real-time, and even update your records automatically, leading to massive efficiency gains. Anjali suggests using AI to look at old deals that were won or lost. Someone with the right know-how can train the AI on the elements that contributed to those wins, or losses, helping it to make stronger predictions about new deals that enter the pipeline. **Next step:** [**How to achieve alignment across teams for revenue forecasting**](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/) [ \--> Continue the series ](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/) ### 10 Metrics to track for a more accurate revenue forecast URL: https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/ Last updated: 2025-08-06T16:53:35.000Z Ever delivered a forecast to your board only for it to prove… *embarrassingly inaccurate*? Trust us, you don’t want to. But if you want to deliver [**a revenue forecast**](https://www.revenueoperationsalliance.com/revenue-forecasting/) you can actually rely on, it all comes back to tracking **the right metrics**. At our recent [**Revenue Forecasting Summit**](https://www.revenueoperationsalliance.com/revenue-forecasting-summit-2025-ondemand/), we sat down with **two experts** to nail down exactly what these metrics are, so you can **get your forecast right the first time**. (And avoid the embarrassment of missing the mark.) **Our experts:** - [**Bayley Fesler,** Head of RevOps, Xactly](https://www.linkedin.com/in/bayleyfesler/) - [**Stephanie Schall**, Platform Optimization Advisor, Forecasting](https://www.linkedin.com/in/stephanieschall/) --- --- ## **1 - Deal strength** Even when you know[**how to do a revenue forecast**](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/)**,** you still need to arm yourself with knowledge of the metrics that'll guide you towards success. And, according to Bayley Fesler, Head of RevOps at Xactly, the first question to ask when considering your data is: “Should this deal even be a part of the conversation?” Meaning, should a given deal even be a part of your forecast? To answer this question, score the *strength* of each deal and account. Make the scoring criteria objective, and start to tie deal strength to win rates. The closer you can tie these metrics together, [the better you’ll be able to predict](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) how much revenue you’ll generate in a given quarter. Not only based on the *quantity* of deals in your pipeline and their projected values, but also the *quality* of the deals in your pipeline. This can drive forecast accuracy way higher. **Bayley recommends scoring deal strength according to the following:** 1. **Number of stakeholders:** The more people involved in the buying process, the more complex it becomes. The more complex it becomes, the more likely it is to go wrong. This doesn’t necessarily mean a lower quality deal, but it can. Bayley advises being aware of the impact the number of stakeholders you’re dealing with has on win rates. 2. **Stakeholder seniority:** If you’re dealing with an executive-level stakeholder or decision-maker, you have that much more influence to close the deal quickly and cleanly. These make for higher-quality deals. 3. **Time since last interaction:** The less engaged your points of contact are, the colder the deal is getting. If you just spoke with them last week, or yesterday, the deal is likely of higher quality. 4. **ICP match:** A customer that doesn’t match your ICP is probably a poor fit for your product or service. It’s also unlikely that your teams have the internal know-how to close them as effectively as those that check all your usual boxes. This, of course, means a lower quality deal. Thinking about resources and ROI, it doesn’t make sense to pursue low-quality deals. You need to be having the right conversations at the right times if you’re to maximize your revenue. With this in mind, gauging the strength of the deal as early as possible once it enters the pipeline is critical to forecast accuracy. --- ![spider diagram of 10 forecasting metrics, including total pipeline, the best-case call, and deal velocity](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/The-most-important-account-based-marketing-metrics-to-track--and-why--account-based-marketing-reporting.png) **10 critical forecasting metrics* --- ## **2 - Total pipeline (coverage)** Assessing the quality of your deals as they come in is the first step. But the second is to gauge the *quantity*. Of course, you need to know how many deals you have in the pipeline at any given time. But, while crucial, Bayley says just knowing the quantity of deals you have in the pipeline is not enough. You also need to know how realistic it is that you’ll close the deals in your pipeline. This question of realism is what ties total pipeline to deal quality. You need the *right* deals in place in the pipeline, and *enough* of them, to maximize the likelihood that you can hit your target. Stephanie Schall, Platform Optimization Advisor for Forecasting at Xactly, puts it like this: “You can have 10x pipeline, but if it’s not clean, and healthy, and filled with the right opportunities, you’re still not going to hit that number.” This doesn’t just help you gauge the likelihood of you hitting your revenue target. It gives you critical feedback on what you should be doing differently next quarter. Bayley says you should be sure you’re asking, “Where are we overstated? And, of the deals we’re bringing in that look great, what are we doing to make sure we get more that look like *that*?” ## **3 - The “commit” forecast** Your forecast should include one number that is *not* aspirational. This number, the “commit” forecast, should be deal-backed. Think of it as a worst-case call. This is the number that, no matter what, you should be able to hit. And you need the data to back this call up. Bayley says, “\[The forecast call\] should be conservative but realistic, knowing that you have additional deals in your pipeline.” In part, this will be based on historical data: your past win rates for deals that *exist* in the pipeline going into a new quarter. But the commit call is always tied to *specific* deals that exist in your pipeline *right now*. If one of these deals gets delayed, pushed into next quarter, or lost entirely, you need to know how this affects your forecast as a whole. --- --- ## **4 - In-period created and closed (IPCC)** This metric tracks the deals that don’t exist at the beginning of the quarter, but are *likely* to both enter the pipeline *and close* within the same quarter. Your IPCC is hugely helpful for a couple of reasons. First, deals that enter the pipeline and close within the same period are almost always essential for hitting revenue targets, which is “why you should always stay on top of those top-of-funnel efforts, and make sure everyone’s driving towards those pipeline targets… these are the things that will come to impact your forecast and ultimately your bookings targets.” - Bayley Fesler Second, it reveals seasonality. **Here’s an example…** You might know that pipeline is always a little light at the start of Q2\. But, you might also know that clients have always moved quickly in Q2\. Lots of deals open and then close before the end of the quarter. Armed with this knowledge, you can [work with reps to boost morale](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/) if they feel despondent about their lack of pipeline. You can also show them, in black-and-white, what they’ve achieved in the past. This is important because, as Stephanie highlights: > “Sales reps get defeated sometimes. But if you know their conversion rate on pipeline from certain sources is always good, you can show them exactly where they can go to build their pipeline and get it closed in the same quarter. Then, they not only hit their number, but it sets the business up with new pipeline for future quarters as well.” But remember, you shouldn’t count on your IPCC “because you don’t have visibility at the start of the quarter,” says Bayley. Your IPCC “shouldn’t be a part of your committed forecast.” But you should be aware of it at all times. ## **5 - Best-case call** So, you’ve got a worst-case forecast number, which is your *Commit* forecast. You’ve also got a sense of the number of deals that usually enter and exit the pipeline within the same quarter, these are crucial, too. But it’s also standard industry practice to forecast a *best-case* call. Deals that fit into your best-case call typically have more unknowns associated with them. It’s harder to gauge their quality, or the likelihood they’ll close in a given quarter. For that reason, while you don’t want to count them out entirely (they’re still in-pipeline deals, after all), you don’t feel confident, based on historical data, asserting that they *will* close this quarter. Bayley walks us through what to think about: - They might be outside our ICP. - They might be verticals we don’t work with as often. - For some other reason, we might suspect sales cycle time will be longer. - It might be a big logo customer who’s worth the investment, but whose procurement processes we’re not as familiar with. Whatever it is, there are some real intangibles around the deal and its outcome. You’ll use these deals to create a best-case call. Crucially, says Bayley, this is an “educated” forecast. “There is a path to closing this deal – maybe even a path to making it a committed deal. It’s just not committed *yet*.” Stephanie ties this back to the first metric we listed: *deal quality*. “And that’s where being able to understand the strengths and weaknesses of the deal, and the ICP, is so important: so you can automate this process, too. Not only having input on your own, but understanding which deals fall into this category, so you can understand exactly what that best case number should be.” - Stephanie Schall --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## **6 - Risks and pipeline gaps** As we mentioned in our discussion of the [**practical challenges of revenue forecasting**](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/), if you want a more accurate forecast, you should combine multiple forecasts. The easiest way for most businesses to do this is to combine bottom-up and top-down approaches. In other words, you have each of your reps forecast their own booked revenue for the quarter, and you have sales leaders forecast their own number. The discrepancies between these numbers are usually telling. They reveal hidden risks and gaps in your forecast, as Bayley explains: “We have some reps who are very excited about some of their deals. They might be committing a lot of their pipeline, but then their coaches and managers might *not* be committing the deal.” When this happens, you want to understand why the discrepancy exists. These are also important coaching conversations for sales leaders to have with their reps. Understanding them won’t just help you improve forecasts over time, it’ll also make your teams understand what really wins deals. Managers can understand exactly what makes reps feel so confident, while reps can learn more about the likelihood of particular accounts closing. ## **7 - Potential pull-forward deals** As the quarter wears on, circumstances change. The deal that once seemed like a sure-thing now seems impossible to close. What do you do? At some point, you reach an inflection point. The probability of a previously committed or best-case deal closing in this quarter is now lower than that of another deal, originally slated to close next quarter. So look for those deals which are going *better* than expected. Because at this point, the ROI shifts, and reps should spend their time pursuing the highest probability opportunities. Stephanie brings us back to focusing on deal quality, “Because of scoring, you can identify a low-risk opportunity that has momentum that you can pull forward.” However, it’s crucial that you’re looking for these deals *before* need them. This is time-sensitive. If you want to be reactive enough, as soon as a deal slips, you need your reps to be able to switch their attention to it immediately. This is crucial if you want [your presentation to the board](https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/) to go well. But Bayley emphasizes, “Hope is not a strategy. This is not wishful thinking. Is it realistic to think, if you get things right, if the on-site or the demo goes well, that you could get through the paperwork in time?” If not, then the deal should not be a part of the pull-forward call. --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## **8 - The AI projection** So, how can you [use AI to improve your outcomes](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/)? The first use case is as a sense check for each of your forecast numbers. Generate additional predictions using AI, and line these numbers up alongside your own forecast projections. “\[AI is\] great in keeping us real, and keeping us honest. If there’s a deal that has been kept around too long, \[the AI\] won’t include it in its forecast.” Crucially, this is just a check. And Stephanie highlights an unusual benefit that stems from competitive, human nature: “Leadership sometimes says, ‘I want to prove this wrong, because I think this deal can close.’” That burst of enthusiasm to close a deal when you think the AI is betting against you can, in measurable terms, lead to you closing more deals than you otherwise would have. At the same time, the AI will keep you honest, and force you to reflect on the deals you’re committing to. Alongside the discrepancies between deals your reps and your sales leaders are committing to, an AI gut check on each number usefully highlights other risks in your forecast. “Just because the AI is calling a deal out doesn’t mean that it can’t win. But it forces you to ask, ‘What are we missing?’” - Stephanie Schall ## **9 - Past performance tied to current pipeline** Your AI projection isn’t the only sense check you should have in place to gauge whether your forecast is realistic. You should also be backing up your forecast numbers with historical data. Some historical metrics Bayley suggests you look at: - Opportunity aging - Cycle time - Win rates for industries - Win rates for your segments - How often are you missing these win rates? Historical data helps you confirm that your calls are realistic. The basic premise? “It’s happened before, so it can happen again.” Remember, once you’re tracking the right things, it’s all about sense checking your numbers and keeping an eye out for human errors, slipping deals, and risks to your pipeline that could require you to take action or amend a number. ## **10\. Deal velocity & sales efficiency** The last thing Stephanie and Bayley suggest you look at to unlock a more accurate sales forecast is deal velocity. Look at the number of days you’re spending in each stage of the opportunity. Where you’re spending more time in a particular deal stage than you’d like, ask “Why?” What is it you’re doing in those stages? Why do they continually get stuck? There’s almost always something you and your team could be doing more efficiently. There are processes you can automate, tools at your disposal you could leverage, an AI tool that you could begin using… This doesn’t just improve rep performance. It improves the accuracy of your forecasts. Time spent stuck in a particular deal stage introduces elements of uncertainty that confound your forecast. When you stamp these out as much as possible, you effectively minimize uncertainty, boosting the accuracy of your forecast. **Next step:** [**7 Practical tips for greater forecasting accuracy (from experts)**](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) [ \--> Continue the series ](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) ### The 6 practical challenges of revenue forecasting (and 8 solutions) URL: https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/ Last updated: 2025-08-06T16:46:06.000Z [Revenue forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting/) can get complicated. Fast. But as a revenue operations professional, an accurate revenue forecast is one of the most strategically valuable deliverables you can produce for your organization. So how do you hand-off complexity while still [delivering a forecast to your board](https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/) and leaders that’s accurate enough to be useful? It all starts with being aware of the practical challenges involved with forecasting, and having a toolkit of solutions at-the-ready to overcome them. Below are six of the most insidious challenges, followed by eight practical solutions you can implement today to keep your forecasts fresh and accurate. ![Circular flow diagram of the 6 challenges of revenue forecasting](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/funding-meta.png) **6 Challenges of revenue forecasting* ## **1) Complexity creep** If, like us, you love data, you’ll be tempted to crunch all the numbers available to you in one go. Don’t do this. Complexity creep is real, and it’s dangerous. Sometimes, it’s unavoidable. Those at the enterprise level, building bespoke contracts for big clients, will have to overcome the challenges of tracking the many unique elements of multiple deals. But complexity invites errors (human or otherwise). When the stakes are high (and with revenue forecasting, they always are), a high-level, [directionally accurate forecast](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) is better than one that’s fancy, granular, and *wrong.* ## **2) Granular data** Data at the weekly level and below can be difficult to use in your forecasts. Why? First, the seasonal period. The number of weeks in a year is not only relatively large, it’s also a noninteger (precisely 52.1775 weeks). Daily and sub-daily data are even more complex. “Seasonal” patterns can start to show up in odd places. Sometimes, they’re fairly self-explanatory. A drop in sales around lunchtime, for example. But it’s easy to think you’re seeing signal in the noise, and granular data exacerbates this tendency. ## **3) Time series of counts with small values** Forecasting methods that use counts (e.g. X number of sales in a month), are prone to inaccuracies when those counts are low. A small business selling a few high-ticket items in a month, for example, is likely to see wild swings in revenue. A month that misses sales target by just one or two sales, might see actual revenue that’s way off what was forecast. We see a variation on this problem in businesses that sell big enterprise deals. One massive deal that’s forecast for the end of Q2, for example, can make or break revenue for the entire quarter. Should you include it, or should you not? Answering questions like these is a real practical challenge for businesses looking to produce accurate revenue forecasts. ## **4) Very long and very short time series** Most models typically don’t work well with either very long *or* very short time series. In very long time series, there’s enough data that underlying mechanisms affecting price or sales behavior can change over time. This makes the model less predictive. At the same time, for very short time series, you become limited on the number of things you can estimate with your forecast. If you only have a month’s worth of data, you need loads of data points throughout that month. (This becomes even more true if there’s a lot of noise in the data.) ## **5) Data scarcity, outliers, and missing values** A new sales rep forgets to log a field in the CRM… A data entry error creeps in… Mistakes happen, but accounting for them is difficult. Missing values can introduce bias to your forecast, while outliers can throw your forecast off. But you can’t just remove or replace outlying data without considering why it occurred. Data scarcity is a particular problem in startups. How do you forecast success (or failure) if you have no past sales data at all? ## **6) Manual processes & disconnected tools** Depending on your business’ maturity, and the maturity of your revenue operations function, you may or may not have a streamlined tech stack. If you (or your sales people) are stuck with manual processes, human error in data entry is a “*not ‘if’, but ‘when’”* scenario. Similarly, disconnected tools and sticky processes disincentivize reps from logging information well. They also make it harder for you to get your hands on the data when you need it. Finally, disconnected tools tends to mean [disconnected teams](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/). This has knock-on consequences, because the best forecasts are the ones you update frequently. --- **Wondering how to do your own revenue forecast?** **Check out John Lorenc's** [**step-by-step guide to doing a revenue forecast.**](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/) --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## **8 Solutions to these challenges** ### **1) Combine forecasting methods** It’s well-established that *combining* multiple forecasting methods makes for a more accurate forecast overall. > “The results have been virtually unanimous: combining multiple forecasts leads to increased forecast accuracy. In many cases, one can make dramatic performance improvements by simply averaging the forecasts.” - R.T. Clemen, **​​Combining forecasts: A review and annotated bibliography - International Journal of Forecasting (1989)** Using a bottom-up approach? Combine it with the top-down method. Incorporate macro market data. [Sense-check your numbers](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) against that data. This keeps you grounded in reality, and guards against getting lost in the weeds. Plus, as Clemen suggests, simply averaging the results of multiple quantitative forecasts can result in much greater forecasting accuracy. ### **2) Predictive analytics** Don’t just look backward. Look forwards, too. If performing a historical forecast, combine it with forward-looking, predictive forecasting methods. This gives you a fresh perspective on your forecast, and acts as a useful sense check. Predictive analytics ([especially when combined with AI](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/)) helps you do just that, and is handily built into many modern tools. ### **3) Prioritize your granularity** Don’t try to model every data point. Instead, ask which metrics affect decision-making the most in *your* business. Model these well, and frequently. The rest can be dealt with in a more light-touch manner. ### **4) Rolling re-forecasting** Break an overall forecasting effort down into smaller, more frequent cycles. This makes each forecast a lighter lift. Rather than relying on a single, static forecast, you can also incorporate new information as soon as it comes in. As an added benefit, by retouching your forecast more frequently, you can work-in improvements each time you revisit it. This gives you more iterations in the same unit of time, resulting in a much more useful forecast after, say, one full year. ### **5) Use decomposition techniques** If you’re working with a lot of data at an org that demands a highly technical forecasting approach, you might benefit from using decomposition techniques. Time series decomposition breaks down data into its most basic parts: trend, seasonal patterns, and residual randomness. This will give you the confidence that you’re dealing with signal, not noise. ### **6) Aggregate data to higher levels** Forecast accuracy tends to increase as granularity decreases. So an easy way to increase the accuracy of your forecast when you don’t have much data available is to aggregate the data you do have. Apply forecasting methods to this aggregated data instead. For example, if you don’t have much historical data at the monthly level, aggregate it to work at the quarterly level. This will allow you to create a sensible quarterly forecast. ### **7) Don’t ignore qualitative data** If you really don’t have much quantifiable data, don’t forget that you can still get a good forecast using qualitative data. Expert opinions, surveys, and scenario-based forecasts can offer strategic direction, even in the absence of quantifiable data. ### **8) Set up good data collection practices early** [Decide early what data you need](https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/) for a useful forecast. Then start snapshotting that data immediately. The sooner you do both these things, the larger the dataset you’ll be able to use in every forecast from that point onwards. Even small amounts of data, collected consistently, will build you a usable and useful set of data over time. Invest time in building and rewarding a data-driven culture, where reps are bought-in to documenting data in the CRM. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## Tabular summary of forecasting challenges and their solutions | Practical Challenge 😰 | Core Problem 🤬 | Key Solutions ⭐ | | Complexity creep | Over-analysis leading to errors; unwieldy detail. | Strategic granularity, rolling reforecasting, involve key stakeholders, revisit assumptions, ratify against market data, integrate AI/automation. | | --------------------------------------- | ----------------------------------------------------------------------------------------- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | ---------------- | ------------------------------------------------- | ------------------------------------------------------------------------------------------------------------------------------------------------- | | Granular data | Noise, odd seasonal patterns, misinterpreting signal. | Data cleaning & validation, time series decomposition, adaptive models, BI tools, hierarchical forecasting, cross-functional collaboration. | | | | | | Time series of counts with small values | Wild fluctuations, inaccuracies for low counts/big deals. | Aggregate data, specialized intermittent demand models, scenario-based forecasting for high-impact deals, integrate qualitative sales insights. | | | | | | Combining forecasts | Sub-optimal accuracy from single methods. | Combine substantially different methods/data sources, use formal procedures (e.g., weighted average), leverage for high uncertainty, prioritize clean data. | | | | | | Very long and very short time series | Long: changing underlying mechanisms; Short: limited parameters, noise. | Long: Adaptive ML models, frequent reforecasting, focus on recent data, decomposition. Short: Simple benchmarks, qualitative methods (Delphi, analogy), sales pipeline forecasting, industry benchmarks. | | | | | | Data scarcity, outliers, missing values | Data entry errors, missing CRM fields, outliers distorting forecasts, no historical data. | Data quality culture (accountability, gamification, automation), systematic outlier detection/contextual treatment, time series imputation techniques, qualitative forecasting for scarcity. | | | | | | Manual processes & disconnected tools | Human error, disincentivized data logging, difficult data access. | Integrate AI/automation (RPA, workflow automation), streamline tech stack (forecasting software, CRM/ERP integration), foster data-driven culture. | | | | | **Next step:** [**10 Metrics for better forecast accuracy**](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) [ \--> Continue the series ](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) ### Phase 1: How GTM engineers can build credibility and momentum in their first 30 days URL: https://www.revenueoperationsalliance.com/phase-1-how-gtm-engineers-can-build-credibility-and-momentum-in-their-first-30-days/ Last updated: 2025-07-29T15:41:40.000Z If you’re stepping into a [Go-To-Market (GTM) engineering](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) role, your first month is critical. You’re not here to automate a few tasks; your goal is to become the *force multiplier* for the entire revenue team. And the first 30 days are where you lay the foundation to do that. Most GTM engineers fail early not because they aren’t technical, but because they don’t orient fast enough around **business priorities** and **people problems**. This post is a tactical breakdown of what Phase 1 should look like and how to ship visible value in days, not months. ## 🎯 Your mission in Phase 1: Context + credibility + quick wins Before building anything significant, you must **understand the machine you aim to optimize**. You’re not building automation for elegance; you’re hunting for broken handoffs, manual pain, and messy workflows slowing down revenue. In the first 30 days, your success will come from three things: 1. **Mapping the GTM stack** 2. **Shadowing sales and marketing to find friction** 3. **Shipping 2–3 quick wins that make people’s lives easier** [GTM engineering: The simple solution everyone’s making complicatedAnkit explains why the future of GTM Engineering & marketing operations will be about going back to basics, and what went wrong in adding complexity.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-286.png)Revenue Operations AllianceAnkit K.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---demostack-Stop-the-GTM-tug-of-war-How-to-turn-friction-into-revenue-1-3.png)](https://www.revenueoperationsalliance.com/gtm-engineering-the-simple-solution-everyones-making-complicated/) ## 🔍 Step 1: Map the GTM stack Think of this like reverse-engineering a product you’ve just inherited. Document every tool in use across the GTM motion: - **CRM** (e.g. Salesforce, HubSpot) - **Marketing automation** (e.g., Marketo, Customer.io) - **Outreach** (e.g., Salesloft, Outreach) - **Enrichment** (e.g., Clearbit, Apollo, Clay) - **Analytics + attribution** (e.g., BigQuery, Looker, GA4) ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/1749748561281-2.png) **Then ask questions:** - Where is the data duplicated, lost, or old? - What strategy is the sales team employing, and how can I make their life easier? - Is the vision and sentiment of the sales team being taken into account with the strategy in place? You’re looking for **technical inefficiencies** that create **revenue drag**. ## 🎧 Step 2: Shadow and listen (Not build) Sit in on **10–15 calls across sales, marketing, and RevOps**. Don’t pitch ideas, listen. **Ask:** - What workflows feel repetitive? - What data do you wish you had when engaging a lead? - What is resonating with prospects, and what is falling flat? You’re not gathering requirements. You’re hunting for *pain*. Wherever someone says, “I wish I didn’t have to do this manually,” that’s a signal. 💡 ****Pro tip:** Keep a shared doc with time-stamped notes and screenshots. Turn it into your backlog later. Use a call recorder or Chat GPT recorder to query these conversations and build prompts. ## 🎨 Step 3: Execute a comprehensive TAM and ICP outline **TAM Goal**: Have a strong idea of 3 to 6 verticals that can leverage your platform. - Start by deeply understanding the problem your company solves - Ask what kinds of companies may have this problem - Get a clear outline and definition of each vertical **ICP Goal:** Build out 3 personas for each vertical. - Try to build each persona in the format of - General Title (With Boolean for title tagging) - What the key pains are based on industry - What are the 3 features of value props that pertain to these pains. [What a GTM Engineer ISN’TMatteo, Guillaume, and Emre explain the origins of GTM Engineering, what the role is, and more importantly, what it isn’t.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-283.png)Revenue Operations AllianceMatteo Tittarelli![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-5-2-1.png)](https://www.revenueoperationsalliance.com/what-a-gtm-engineer-isnt/) ## ⚡ Step 4: Ship quick wins (Fast) Now that you’ve found some obvious inefficiencies, fix them. Examples of great Phase 1 quick wins: - Auto-enrich leads from LinkedIn using Clay → Salesforce - Account scoring! Create a hypothesis about why accounts buy, then create triggers and prompts to uncover this information. - The gold is in the case studies and if you don’t have case studies, start looking through all the demo calls. - Push Slack alerts when high-scoring leads fill out demo forms These don’t need to be perfect. Just functional. The goal is to show, not tell: > *“Hey, I heard your pain point, and solved it in 2 days.”* Bonus points if the automation is visible (e.g., real-time alerts or automatic lead assignment). **Visibility breeds credibility.** ## 📅 Sample Week 1 Plan ### Day : Focus **Monday:** Access CRM + systems, meet with RevOps **Tuesday** : Join sales calls, document manual pain **Wednesday:** Audit campaign + outreach data **Thursday:** Build first enrichment workflow **Friday:** Present quick win + prioritize backlog [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-284.png)Revenue Operations AllianceUzair Shah![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1-4.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## 📈 What to track in Phase 1 You’re laying the groundwork for bigger results, but even Phase 1 should have impact metrics: - 🚀 1 new campaign launched focusing on a specific persona and trigger - 📥 Records cleaned and updated (Data is your foundation) - ✅ Internal feedback: “This saved me 30 minutes a day” - 🔁 Updated variables for messaging (Bonus for having it sync to and from your CRM) Remember: The GTM engineer’s value is tied to **speed-to-impact** and **revenue leverage**. ## 🧠 Why this approach works GTM Engineering isn’t about automating for automation’s sake. It’s about **reducing revenue drag**, **increasing responsiveness**, and **building trust with the teams who carry quota**. The first 30 days aren’t about solving everything. They’re about signaling: > *“I understand your world, I move fast, and I solve real problems.”* ## Next: Phase 2, owning a workflow that moves pipeline In the next post, I’ll break down how GTM engineers can go from “*helpful automation*” to **owning revenue-critical workflows**, with dashboards, scoring models, and campaigns that scale. Until then: Map. Listen. Automate. And make sure people know you are building to solve their pains. --- [*Jake*](https://www.linkedin.com/in/jake-abm-biskar/) *first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/phase-1-how-gtm-engineers-can-build-credibility-momentum-jake-biskar-fiohc/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Insider-roa-2.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### How to do a revenue forecast (step-by-step guide) URL: https://www.revenueoperationsalliance.com/revenue-forecasting-how-to/ Last updated: 2025-08-06T16:36:42.000Z For RevOps professionals, the value of an accurate forecast is self-evident. An accurate [revenue forecast](https://www.revenueoperationsalliance.com/revenue-forecasting/): - Enables proper resource planning for activities downstream from sales - Allows for strategic pivots to address gaps to budget - Gives executive leadership and investors confidence that sales has a solid grasp of their business But how many of us can proudly claim that our teams hit the bullseye more often than the barn side (as one of my fellow ops leaders used to say)? If you are feeling sheepish, you don’t need to worry. According to Xactly’s *2024 Sales Forecasting Benchmark Report*, **42%** of sales and finance leaders miss their forecast by **more than 10%**, with only **20%** of leaders obtaining the gold standard of **+/- 5%** forecast accuracy. Another report from Miller Heiman Group asserts that **80%** of sales organizations miss their forecasts by **25%** or more. > *So, if you're struggling in this area, you're in good company!* Investing time in improving your forecast accuracy can truly set you apart from the pack as a RevOps professional. In this article, I show you a step-by-step method for building a robust forecast *process* that you can improve over time to reach that gold standard of forecast accuracy. **Using this method, I have been able to reach 97% forecast accuracy on day one of the quarter, which, as they say, ain’t too shabby.** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-roa-2.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ## But isn’t there software for that? Why should you invest the time to build a forecast process when software exists in the market that has solved this problem? There are a few good reasons: ### 1\. Software costs money You don’t always have money in the budget for software, but you will always be on the hook for an accurate forecast. Building a highly accurate forecast process following this method costs you some time and effort, but *no money.* ### 2\. Most software can only produce a fairly high-level forecast If you need a granular forecast by, for example, sales team, market segment, state, and product, most forecasting modules cannot reach that level of granularity. Those that do are very expensive (see point #1) and take significant effort to implement. The method I outline can be applied to any level of granularity you need in your forecast. ### 3\. Rolling out your own forecast process is the best preparation for implementing forecasting software Rolling your own forecast process is *the best preparation* for effectively evaluating, selecting, and implementing the right forecasting software for your business. By doing it yourself, you'll have a deep understanding of the precise requirements you have for your software vendor. ## It's a process, not just a model Getting to the gold standard of forecast accuracy doesn’t just depend on a sophisticated forecast model. 💡 A model is only as good as the data that is fed into the model. Data is only as good as the processes that create that data. If you have processes that produce a high degree of variability in your data, [it will always be a challenge](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/) to produce a highly accurate model. We're all tempted to smooth out variability in the data with analytical techniques, but no amount of Excel or BI gymnastics will produce the same impact as processes that produce a reliable standard of quality. ## Define your sales process Since we are going to be doing math on Opportunity Created Dates, Close Dates, Stages, and Forecast Categories, we need to [make sure we have aligned with various teams,](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/) including with leadership, and enabled our sales teams on: --- - **When to open an opportunity?** *What are the qualification criteria for opening an opportunity?* - **When to close an opportunity as lost?** *How many days without activity do we tolerate before the close the opportunity as lost?* **What are the entry and exit criteria for opportunity stages and forecast categories?** *What are the client actions that justify setting a given stage or forecast category?* --- Answering these questions at a minimum removes a ton of subjectivity from the sales process, and dramatically improves the consistency of the elements that we will analyze in the forecast (pipeline conversion and forecast pipeline generation). The last point about using *client actions* is particularly important, since selecting the right stage and setting the right forecast category is, in the absence of clear criteria, one of the most subjective aspects of the sales process and therefore the most vulnerable to high variability. > *We want facts over feelings.* Here is an example of how I worked with our leaders to define specific client actions that should determine the forecast category of the opportunity: ![A screenshot of a computer AI-generated content may be incorrect.](https://lh7-rt.googleusercontent.com/docsz/AD_4nXeYSjSyj0QKX7DOkdpT32x-UcxEedPHz85onHgBq4ppJ8PNNENTuMfTqnnvfY1aB3PJ43fYH_5RzowbTZw23PNi-PuN3hIJIkBt11txyRuQW6gWE3SSg9p-qGF0gyNxhnc67inQMZx2NbuQwYl53dc?key=W1IxO6yVwNFLlLiIrxpRYG1Y) ## Determine your grain Identifying the correct inputs to your forecast model, and ensuring the data quality of those inputs in your forecast process, is often [a considerable challenge in revenue forecasting](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/). It requires understanding the level of granularity that you need for your forecast. That is, which dimensions do you need to measure (sales team, product, forecast range, one-time revenue vs. recurring revenue, etc.)? Do not fall into the temptation of forecasting at the most granular level possible to anticipate all possible applications of the forecast. **There are two reasons for this:** 1. The more granular your forecast is, the more up-front lift is required to set up your process and model. This will delay time to value for your effort. 2. Forecast accuracy decreases as the level of granularity increases. You will always be more accurate at higher levels of abstraction. The point is, as always, to measure what matters. What is the level of granularity you need that will create impactful insights that drive business decisions? Nice-to-know is not a sufficient criterion. Align with the key stakeholders of the forecast (sales & marketing leadership, implementation, finance, etc.) on the level of granularity you need before you start and document the decision. If you are just getting a forecast process started at your organization, I recommend starting at a high level of abstraction – such as forecasting by sales team, quarter, and total bookings amount – and then refining in future iterations only if you determine, in alignment with your stakeholders, that additional detail would provide additional value. > *Don’t try to build the crystal palace from the get-go, but build a solid house, brick by brick.* [Rolling forecast best practices: Bridging the gap between strategy & executionWhat’s the difference between a rolling forecast and a static one? How can rolling forecasts help you to optimize your revenue strategy? Keep reading to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-199.png)Revenue Operations AllianceSabrinthia Donnelly![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--30-.png)](https://www.revenueoperationsalliance.com/rolling-forecast-best-practices-bridging-the-gap-between-strategy-execution/) ## It’s elementary, Watson We are going to get into the brass tacks of building the process in a moment, but before doing so, it is helpful to step back and understand what the core elements of this forecast process are. We'll do that by looking at a number of [revenue forecasting metrics](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/)... There are four elements across two categories that you will use to build your process: - **Open Pipeline, consisting of** 1. Committed Pipeline 2. Best Case Pipeline 3. Pipeline Pipeline (not a typo, I promise) and 1. In-Period Created and Closed (IPCC) Pipeline At the highest level, the process looks at the conversion of your existing pipeline in each forecast category (I use the standard, Commit, Best Case, and Pipeline categories above) and how much pipeline will be created and closed won in the forecast period. 💡 Extract your current pipeline, apply the conversion metrics, add the IPCC, and you get your forecast. The reason it's helpful to understand the elements of your forecast process is because, however granular you may need to make your forecast, you are repeating the same steps to combine these same elements. If you're forecasting total bookings at the team level by quarter, you need to derive these elements and combine them at that level. If you're forecasting ARR vs. Implementation at the team level by quarter, you need to derive the same elements, but with the added dimension of recurring vs. non-recurring revenue. > *The elements stay the same!* ### **Model 1: Forecast total bookings by team and quarter** | Q1 | Team 1 | Team 2 | | -------------------- | ------ | ------ | | Commit Conversion | | | | Best Case Conversion | | | | Pipeline Conversion | | | | IPCC | | | | Total Forecast | | | ### Model 2: Forecast ARR vs. Implementation by team and quarter | Q1 | Team 1 | Team 2 | | | | -------------------- | ------ | ------ | --- | | | ARR | IMP | ARR | IMP | | | Commit Conversion | | | | | | Best Case Conversion | | | | | | Pipeline Conversion | | | | | | IPCC | | | | | | Total Forecast | | | | | ## Snapshot your pipeline So, let’s get into it. To show you the principles behind building a highly accurate forecast process, I'll walk you through building a simple model to forecast total bookings by team for the quarter. It all starts with getting as much relevant historical data on transformations in your pipeline as possible. The “relevant” adjective is important, since the accuracy of your forecast depends on a broad-based similarity of your go-to-market teams over time. If, for example, you fundamentally reorganized the teams at the beginning of last year, data from before the reorganization will most likely not contribute to improving the accuracy of your forecast. > *If you do not have a process to snapshot the pipeline in place already, do so as soon as possible.* You can work with your business intelligence department to do this in a data warehouse, you can pull pipeline data into a BI tool yourself and use R or Python to write it out on a periodic basis, or you can run quick and dirty and have a calendar reminder to export the pipeline. Since most teams forecast on a weekly basis, aim to snapshot at least weekly and always on the same day to create consistency. Include in your snapshot all opportunities from the current period and onward and ensure all the fields in your snapshot align with the desired granularity of your forecast. 💡 At a minimum, for our example, you need fields for the Opportunity Id, Close Date, Sales Team, Stage, Forecast Category, and Amount. Ideally you'll have at least 12 months of snapshots to work with to account for seasonality in how your pipeline changes over time, but you don’t need that much to get started. Just know that your model’s accuracy will grow in step with the amount of historical data you have available. You can start with even one month of snapshots, since understanding how the pipeline changes week by week even in one month will represent a gain in accuracy vs. nothing if you were not snapshotting before. [Sales forecasting for revenue operations \[Video\]Sales forecasting can help you predict the future of your business and make more informed decisions in your RevOps strategy. Watch the video now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-201.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/9.png)](https://www.revenueoperationsalliance.com/sales-forecasting-for-revenue-operations-video/) ## Gather your forecast elements Using your weekly snapshot data, it is time to calculate your forecast elements: pipeline conversion by forecast category and in-period created and closed won. You can work on all of your snapshots as different tabs in a spreadsheet or, if you have learned a bit of BI, can combine them into a single table using Power Query, for example. In your snapshot data, in addition to your CRM fields, you need to add fields (either calculated columns in a BI solution or table columns in Excel) for: - **Snapshot Date:** the date on which you took the snapshot - **Snapshot Forecast Week:** the week in the month for which you took the snapshot. We will be calculating conversion metrics by week so that we can reforecast each week. Now you need to enrich your snapshot data with current opportunity data, since we need to know what happened to those opportunities after the snapshot was taken. Once again, you can simply export a current view of pipeline including the same fields as in your snapshot or, with a bit more effort, query the data directly from your CRM into your BI tool of choice. Using your current opportunity data, add look-up columns to your snapshot data for: - Current Stage - Current Close Date - Current Forecast Category - Current Amount So far, your snapshot data will look like this: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfQetE1DCOa0FLvW7KbAWCHzZEWwu_SnlMLKbTzhcWIKG4jVEeX1gOh69oACDYmQoB-ok1Qcm-vxcWn8H17Ig9N-hROcYwKSBmkF9BgsZlSwZntpFPk1Ne1ja1grJhdjg0mwrvwvaissmODRWtclw?key=W1IxO6yVwNFLlLiIrxpRYG1Y) Next, add a few helper columns that will enable us to calculate the conversion metrics: - **Snapshot Date (YYYY-QQ):** the year and quarter of the Snapshot Date. We'll use this in conjunction with the Snapshot Close Date (YYYY-QQ) and the Current Close Date (YYYY-QQ) to isolate pipeline that, as of the snapshot date, was expected to close in the quarter and that actually did close in the quarter. Getting the quarter number is relatively easy in BI tools, but if you need a bit of help to do this in Excel, take a look at these resources from Exceljet: [Get quarter from date](https://exceljet.net/formulas/get-quarter-from-date) or [Get fiscal quarter from date](https://exceljet.net/formulas/get-fiscal-quarter-from-date). - **Snapshot Close Date (YYYY-QQ):** the year and quarter of the Snapshot Close Date. - **Current Close Date (YYYY-QQ):** the year and quarter of the Current Close Date. - **Pipeline in Period:** checks if Snapshot Date (YYYY-QQ) is equal to Snapshot Close Date (YYYY-QQ). We will use this as a filter to isolate the pipeline from the snapshot that had an impact to the current forecast period. - **Converted:** checks if the Snapshot Close Date (YYYY-QQ) is equal to the Current Close Date (YYYY-QQ) and the Current Stage = Closed Won. This identifies the pipeline that was expected to close in the current period that in fact did close in the current forecast period. By combining this with Pipeline in Period, we can find the pipeline that had an impact to the current forecast period that was expected to close that in fact did close. Your complete table will now look like this: ![A white sheet with black lines and text AI-generated content may be incorrect.](https://lh7-rt.googleusercontent.com/docsz/AD_4nXeH72wQygYNxSGc7pBGoV1LZ80y8RF6Lhyw0hKU6e8DZo2AD-79z6j2QWudV4HnfZiYjkuemF31Z4nQctxKjI1iDgKMB65gQ_r61jVvseBk56JQ38hKwD7FIrMW7wQ2naXL8hrkXXiDdudJ4NvHRo8?key=W1IxO6yVwNFLlLiIrxpRYG1Y) I input some sample data to illustrate how the different columns help you to find the conversion. The first row, where Pipeline in Period is TRUE and Converted is TRUE represents pipeline that converted from Best Case (Snapshot Forecast Category) to won in the forecast period. Row two did not convert. Row three did not convert and the pipeline was not in the forecast period. Row four converted, but was not part of the forecast period. 💡 With your table set up, you can now pivot this data to see your percentage conversion in each forecast category. I find that it is clearest to use two pivots: one with the snapshot pipeline value (Snapshot Amount), which is your denominator for the conversion metric; the other with the current pipeline value (Current Amount), which is the numerator for the conversion metric. The example below shows the pivots set up to calculate conversion metrics for week one in the quarter using all available snapshot data for week one. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdqbNbIyYom6Kxua6aM2psTD_PyBgTsG2D-mvtYci9Wu89FX6jxr1pUotJ13329FV8SJ6P66vNDvI6cQ04DmWd2WChVylp7faXp4vSopMAtRRTp3nb3d9MW7Gdbr_yuTqU29ebzSTP1UfzAPLNtsR8?key=W1IxO6yVwNFLlLiIrxpRYG1Y) With the two pivot tables set up, you get your conversion metric for each forecast category by dividing the Converted = TRUE values from the pivot with the Current Amount (highlighted in purple) by the Total from the pivot with the Snapshot Amount (highlighted in orange). > *In this way, you not only know how much of the original snapshot value pipeline converted, but you also account for changes in pipeline value on the journey to closed. Nifty!* If you want to look at conversion metrics for a specific snapshot, you can add the Snapshot Date to the filters. If you want to see how conversion metrics have been changing over time for week one of the forecast period to assess the degree of variance, you can add the Snapshot Date to the rows in the pivot. In short, because of the way we have structured the inputs to the forecast metrics, you have a ton of flexibility in examining those metrics. **This flexibility will be important when we pilot the model and make adjustments to it to improve its accuracy.** With the conversion metrics complete, we just need to calculate the in-period created and closed (IPCC) pipeline. You can use your snapshot data to calculate this as well, but I find it is cleaner simply to do a fresh pull (report or query) of pipeline generation data across your historical range. 💡 At a minimum, you will need to extract the Opportunity Id, Created Date, Close Date, Sales Team, Stage, and Amount. Once you have that extract, since, in this example, we are looking for pipeline that was created and closed won in the same quarter, add the following columns to your dataset: - **Created Date (YYYY-QQ):** the year and quarter of the opportunity Created Date. - **Close Date (YYYY-QQ):** the year and quarter of the opportunity Close Date. - **IPCC Converted:** checks if Created Date (YYYY-QQ) is equal to Close Date (YYYY-QQ) and if Stage = Closed Won. Your complete table will look like this: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXd4ViRI56wD1T3hbwBEGheusIJ2IQWeGFwEpSLymLHKXtg0mJ0NR2ZFd7ZD18adeqeJSa5IFkC87m01wEu62-YWsSrbLIw4xaSdSshBEyer5bzY6_YlkHg2opWOd9coVsVoD1rkhx6tMHvYnWXc8Qs?key=W1IxO6yVwNFLlLiIrxpRYG1Y) In the first row IPCC Converted = TRUE because the Created Date and the Close Date are in the same quarter and the Stage = Closed Won. In row two, IPCC Converted = FALSE since the Created Date and Close Date are in different quarters, even though the opportunity is Closed Won. In row three, IPCC Converted = FALSE since the Stage is not Closed Won, despite the fact that the Created Date and the Close Date are in the same quarter. Using this data, we can create the following pivot to summarize in-period created and closed pipeline by team and quarter: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXctsj3A5GL4oLjdI52up_MCBhf-3RljvTkiZbIvRF_nSzA7WFwA9IgmMHaRoDo9xJgFHExGVUhDnAR9Z5pNJZiqdN5P-s52AdYXkLh-LhJ-xZJgFDgtiVXr8oBDOV66C4_x7ea9bEb9YL0D3gxVSQ?key=W1IxO6yVwNFLlLiIrxpRYG1Y) Each time you reforecast, you will adjust the Created Date filter to remove days that have already transpired in the forecast period you are analyzing, so as not to inflate the in-period created and closed amount. For example, if you are reforecasting Q2 on April 7, you will remove April 1-6 from the Created Date filter; otherwise, you will be inflating the IPCC number in your analysis. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-roa-3.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## Forecast … assemble! With our elements complete, we can now create the forecast analysis. Most of the heavy lifting is behind us at this point and we are now just putting the elements together. As a reminder, in our example we are assembling a total bookings forecast by team for the quarter. The first step in assembling the forecast is to extract the current open pipeline for the quarter. 💡 As in the case of the snapshot, at a minimum you will need the Opportunity Id, Close Date, Sales Team, Stage, Forecast Category, and Amount. We will now combine the current open pipeline data, the conversion metrics for each forecast category, and the in-period created and closed pipeline in a summary table to produce the forecast. This will tell us how the pipeline that already exists in the forecast period will convert to bookings as well as how any pipeline that is creating during the forecast period will convert to bookings. Your summary table will look like this: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXccpRJwiByGj0rs_AMxELhx2AKII0qbwT9lBsFwGdAqkLmqqr9ckYwcwQyz2zvxtc94eNHl_niBVUjlAbDExpPcBho7lKRRl3rWm0W4vY8o3EG1NWM-XuaFPkJIU5-Ct8ax880O3JLyZgIUBSo3iw?key=W1IxO6yVwNFLlLiIrxpRYG1Y) - **$ Won Bookings:** the sum of Amount on Closed Won Opportunities. - **$ Commit Pipeline:** the sum of Amount on Opportunities with Forecast Category = Commit. - **% Conversion (Commit):** the conversion element we calculated above for Forecast Category = Commit. - **$ Conversion (Commit):** returns the % Conversion (Commit) times the $ Commit (Pipeline) to yield the Amount of pipeline currently in Forecast Category = Commit that is anticipated to convert to bookings. - The same definitions apply to the Best Case and Pipeline forecast categories in the adjacent columns, for those respective forecast categories. - **IPCC:** the in-period created and closed element we calculated above. - **$ Forecast:** the sum of the $ Won Bookings, $ Conversion (Commit), $ Conversion (Best Case), $ Conversion (Pipeline), and IPCC (highlighted in purple). **This is the forecast we have been working so hard to calculate!** That’s it! You put in the hard work to calculate the forecast elements. The last step was just to bring them together in a harmonious symphony of data-driven accuracy. Repeat this process weekly, deriving the elements using the corresponding week number from the Snapshot Data. For example, in the second week of the quarter, you would use the conversion metrics from the pivot for Forecast Week = 2 as well as remove any days from the IPCC metric that had already transpired by the time of the reforecast. ## Control, monitor, improve To maintain and improve the accuracy of your forecast, you need to understand and control the elements that make it up. > *That means documenting your specific process to ensure the elements are produced the same way each time.* This is especially important if you have a team working on producing the forecast or if you are handing the forecast process off to another team member. In this way, if your accuracy is suffering, you know that it is not due to variation in your process, but rather a deficiency in one of the elements that you may need to re-examine. **How do you know if you need to re-examine one or more elements?** You need to compare forecast with actuals after every forecast period is completed for each of the elements (Commit Conversion, Best Case Conversion, Pipeline Conversion, and IPCC) and for each weekly reforecast. If any of these elements begin to fall outside the gold standard of +/-5% forecast accuracy, you may need to examine your historical periods to determine if you are including periods that represent significant outliers compared to the overall trend. > *Outliers will skew the elements and throw off your forecast accuracy.* When the historical dataset you use is not extensive, outliers will have an outsized impact on accuracy; however, as the size of the historical dataset grows, the elements tend to become more stable, resulting in [greater forecasting accuracy over time](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/). [20+ RevOps automation workflows to align, streamline, and scale.The RevOps Automation Playbook shows how fast-scaling teams at Asana, Zoom, and Hexagon automate their data flows to unify marketing, sales, and customer success for faster, smarter revenue generation.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-202.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_TractionComplete_eBook_Meta_2025_.jpg)](https://www.revenueoperationsalliance.com/20-automation-workflows/) ## But is past always prologue? Since this model relies heavily on historical data to predict future performance, you might ask what happens when the present stops looking like the past? What happens when we expand headcount? Won’t that increase IPCC? What about adopting a new sales methodology? Shouldn’t that improve conversion rates? **The answer, of course, is yes.** But that doesn’t mean it is time to abandon this model. That means it is time to go deeper on our elements. If we have new headcount, we can use the historical data, combined with distinct counts of opportunity owners, to figure out the IPCC rate per headcount. We can then increase the IPCC rate in the model by the IPCC rate per headcount times the number of new headcount (and even add a ramp percentage if the reps are not yet fully ramped). Similarly, we can chart conversion rates over time to monitor their variation and make educated [inferences about their future trajectory](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) if a new sales methodology is installed. We can also make conservative assumptions of the impact on conversion rates using industry benchmarks and assess the accuracy of the model using those assumptions. ## Elemental power The power of this model is the power of abstraction that the elements provide. Understanding the extent to which the past is representative of the present and how present factors may create differences to past conditions is essential to creating an accurate forecast, but the elements remain your steady guide as you travel from past to present and future. Embrace the elements, and you will be well on your way to a consistently accurate forecast. **Next step:** [**Solutions to the 6 biggest forecasting challenges**](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/) [ \--> Continue the series ](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/) ### Intro to revenue forecasting URL: https://www.revenueoperationsalliance.com/revenue-forecasting/ Last updated: 2025-08-06T16:30:49.000Z Looking for a way to have greater impact as a RevOps professional? Revenue forecasting could be your ticket. It’s one of the most strategically valuable deliverables you can produce for your leadership team. But what is it? And how do you do it? Let’s find out… ## **What is revenue forecasting?** Revenue forecasting, in revenue operations, is the process of making an educated guess about how much money the company will make over a given period of time. That could be next quarter, the upcoming half, or next year. Revenue forecasting can be a simple or a complex process, depending on the needs (and complexity) of the business. ## **Why should RevOps teams care?** Even the simplest revenue forecast can help a business’ *strategy*. This is true even for: - Small businesses - Businesses without much available data - Businesses without great internal resources Since they’re of direct strategic benefit to your business, revenue forecasts have implications for your career (and salary) progression. Revenue operations professionals have access to all the revenue data necessary to come up with a good top-down forecast. While sales reps themselves can make educated guesses about how much revenue they think they’ll bring in, it takes someone with oversight of the entire business to make a good *overarching* revenue forecast. A revenue operations team (especially one good at [aligning other teams](https://www.revenueoperationsalliance.com/revenue-forecasting-alignment/)) is well-placed to do that. ## **How are revenue forecasts of strategic value to businesses?** Going to the trouble of putting together [a good, accurate revenue forecast](https://www.revenueoperationsalliance.com/revenue-forecast-accuracy-tips/) has a number of strategic benefits: - **Better decision-making**: Revenue forecasts allow leaders to make data-backed decisions, based on the amount of cash they’re likely to have available at some point in the future. - **Setting financial goals:** Businesses love growth. Armed with a specific, forecasted revenue figure, your leaders can decide how much they want to stretch that target. - **Evaluate performance:** Tracking industry trends, as well as your own performance, allows you to benchmark your performance. At worst, you realize you’re underperforming, and leaders can devise a strategy to get the business back on the right path. - **Manage cash flow:** Cash flow is the lifeblood of any business. Accurate revenue forecasts can reveal seasonal trends that might put cash flow at risk at certain times of year. This can inform spending strategy at these times. - **Attract/report to investors:** Public companies have a duty to [report revenue forecasts to their investors](https://www.revenueoperationsalliance.com/revenue-forecasting-reporting-to-boardroom/). But, for companies looking to go public, accurate revenue forecasts are essential for painting an attractive picture of the business that can win it new investors. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## **Forecasting revenue vs. forecasting sales** A revenue forecast is not the same as a sales forecast. Sales forecasts are simpler. Yes, they deal with revenue. But they deal only with revenue from predicted sales over a given period of time. For some businesses, this is perfectly adequate. And if you’ve never built out your own revenue forecast before, this is where we’d recommend you start. But other businesses will need to incorporate: - Renewals - Recurring revenue - Projected up-/cross-sells (perhaps around renewal periods) This is where complexity starts to creep in. And, as we’ll see in later articles in this series, complexity is one of [the main practical challenges](https://www.revenueoperationsalliance.com/revenue-forecasting-challenges-solutions/) you’ll deal with when creating a revenue forecast. ## **Revenue forecasting models and methodologies** Not only in the past, but in many companies around the world today, revenue forecasting comes down to the *intuition of the sales leader.* But the “art” of revenue forecasting is no longer enough. Today, we have models, AI, and abundant data. Together, they make the *science* of revenue forecasting accessible to every RevOps professional. Below is an overview of the models, methods, and [forecasting metrics](https://www.revenueoperationsalliance.com/revenue-forecasting-metrics/) you need to know to construct an accurate, data-backed revenue forecast. ### **Data types for revenue forecasting** When it comes to methods of data collection, you can prioritize qualitative data, or quantitative data. ***• Qualitative forecasting methods*** Qualitative approaches tend to lean on expert opinions and market research. Resources can include: - Industry experts - Internal stakeholders - Your customers - Third-party market research ***• Quantitative forecasting methods*** Quantitative methods, instead, look at your historical numeric data. These can get very complex, especially at the enterprise level in the finance sector. Moving averages, exponential smoothing averages, regression analysis, and even Monte Carlo simulations become options. For most businesses, though, something simpler (and faster), with a lower skill floor, is more appropriate. Dan Leva, Senior Vice President of Revenue Operations at Cielo Talent, breaks forecasting methodologies down into the following buckets: - **Holistic historical**: You look at the number of deals in your pipeline, the historical win rates of those types of deals, and similar metrics. - **Subjective historical**: You have your reps take a look at their pipeline, and they come back to you with a number, based on how likely they think it is they’ll win those deals. - **Forward-looking:** Rather than historical data, these tend to use activity-based outreach metrics. For example, the number of calls reps are making, or the number of meetings they’re booking. We’ll look at each of these in more detail in the next section. --- [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ## **Forecasting methodologies you need to know** There are several types of forecasts. ### **Bottom-up and top-down forecasts** There are two types of forecasts relating to *perspective* that most revenue operations professionals will need to know: - Bottom-up forecasts - Top-down forecasts ***• Bottom-up forecasts*** A simple bottom-up forecast is owned by your sales team. First, your reps look at their pipeline. Then, they decide how much they’re likely to close. The numbers they come up with, taken together, make up your bottom-up forecast. The bottom-up forecast is focused on *individuals*. Individual reps, products, and sales channels. It starts at this granular level, and works upwards and outwards. 💡 ****Note:** Not all “subjective” forecasts are bottom-up. Those that lean most heavily on reps’ opinions are, but those that lean on the opinions of revenue leaders might not be. It depends how much that opinion is based on broad market conditions vs. the pipelines of individual reps. ***• Top-down forecasts*** A simple top-down forecast is owned by someone with some distance from individual deals. That could be you, as the RevOps professional. Or, it could be someone in your leadership team. Top-down forecasts begin with a general, broad view of the market data. The size of your total addressable market, your projected market share potential, and patterns of historical growth inform this type of forecast. ### **Backward vs. forward-looking forecasts** There are several other types of forecasts that relate to *directionality*: - Historical forecasts - Forward forecasts ***• Historical forecasts*** Historical forecasts use (surprise!) historical data to create a forecast. There are a couple of different approaches: **The subjective historical forecast** is a subjective approach that leans on sales reps for their own sense of what *they feel* they’re likely to close. They’ll decide this based on what’s in their pipeline, and their experience with past deals. **The holistic historical forecast** goes much more in-depth. You’ll look at all your historical data, and perform a comprehensive analysis that gets you to a firm number. John Lorenc runs you through how to do this in his article on [**rolling out your own forecasting process**](https://www.revenueoperationsalliance.com/want-to-produce-an-accurate-forecast-you-need-to-master-the-elements/). Using historical data is a good approach for businesses with consistent revenue cycles. But there are always risks. Market conditions change, and historical data doesn’t account for such changes. ***• Forward forecasts*** **Predictive analytics** uses AI and machine learning techniques. It applies them to real-time data on things like market trends and your own sales pipeline. The result? A solid, [AI-powered forecast prediction](https://www.revenueoperationsalliance.com/ai-for-revenue-forecasting-efficiency/) about what’s likely to happen in the future. Bespoke tools are likely to do the best job at this. But, you can outsource this to your favorite LLM, or do it manually. This approach works best for businesses with revenue cycles that are very dynamic. **Subjective forward-forecasts** offer you a quick-and-dirty way of getting a ballpark forecast from real-time data. These are derived from qualitative data, like expert opinions, as well as educated theories about where revenue will end up, based on the data you have right now. They’re useful when a business doesn’t have a lot of numeric data available. For example when: - Launching new products. - Entering new markets. - Operating in very changeable markets. ***• Hybrid approaches*** A great solution to many of the **practical challenges of revenue forecasting** is to combine forecasts. This almost always improves their accuracy, but it also involves more work. This is why it’s crucial to get crystal clear on what you’re trying to achieve with a given forecast. If you only need a vague idea of what you’re likely to close next quarter, using your reps’ opinions can be enough. But if you need an ironclad forecast you can deliver to stakeholders, which will be scrutinized by investors and world markets, you should combine several of the more technical approaches. **Next step:** [**How to do your own revenue forecast**](https://www.revenueoperationsalliance.com/want-to-produce-an-accurate-forecast-you-need-to-master-the-elements/) [ \--> Continue with the series ](https://www.revenueoperationsalliance.com/want-to-produce-an-accurate-forecast-you-need-to-master-the-elements/) ### Onboarding AI agents like people: The secret to 10x RevOps results URL: https://www.revenueoperationsalliance.com/onboarding-ai-agents-like-people-the-secret-to-10x-revops-results/ Last updated: 2025-07-25T16:00:17.000Z As RevOps professionals, we’ve all been there. We start a new job, and it feels like we’re thrown into the deep end. I’m talking about those first few days when you get a new task, and the instructions are… well, let’s call them a bit vague. Picture this: someone tells you, “Go figure out our competitors,” and doesn’t tell you who they are. Or how about, “Send out emails to SDRs, but we won’t give you the format”? It’s like a bad first day on the job. That’s exactly how we treat AI in many cases today. AI agents are more than just a tool – they’re team members. And if we want them to succeed, we need to onboard them the right way. Just like you would onboard a new hire, AI agents need clear roles, access, [training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/), and feedback loops. Let’s dive into how we can onboard AI agents like people and how that leads to 10x RevOps results. ## **Why onboarding AI like people matters** Onboarding isn’t just for new employees – it's also for the tools we bring into our teams, especially AI. However, when it comes to AI, a lot of us still treat it like it's a “magic button” that will solve everything without the necessary setup. That’s where things go wrong. Think of it this way: you’re new to a job, and you get handed a bunch of tasks with no clear instructions. You're expected to know things you don't, be good at things you haven’t learned yet, and, of course, do it all perfectly. We wouldn’t treat a [new hire](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) this way, so why do we treat AI agents like this? If you just “plug in” an AI agent and expect it to start delivering results right away, you're setting it up to fail. Here’s the truth: **AI agents are like interns**. They may be smart, but they need context, training, and clear instructions to succeed. When I say "onboarding AI like people," I mean giving them a role, the right access, proper training, feedback, and clear measures of success. If you’re not giving your AI agent these things, you’re basically telling this new intern to research competitors but not giving them any resources or directions. It just doesn’t work. [How AI is changing the RevOps landscape, with SK Ramakuru & Chris Hunter \[Video\]SK Ramakuru and Chris Hunter join host Sandy Robinson to discuss their work at MongoDB, the future of AI in RevOps, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-279.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-16-1-3.png)](https://www.revenueoperationsalliance.com/how-ai-is-changing-the-revops-landscape-with-sk-ramakuru-chris-hunter-video/) ## **Understanding AI agents: What exactly are they?** Before we can onboard AI agents properly, we need to understand what they actually are and how they fit into our workflows. I’ll start by saying this: AI agents are more than just simple [automation tools](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-with-jeremy-steinbring/). They’re designed to handle tasks that can evolve and adapt over time. In RevOps, we already use AI in a lot of ways, like in chatbots, data entry automation, or even basic sales workflows. But when it comes to AI agents, we're talking about something a little more dynamic and intelligent – something that works like an intern who doesn’t need a specific prompt to get started. ### **AI in RevOps** AI agents aren’t just chatbots that only respond to questions or a workflow automation that performs a simple task. AI agents can handle much more complex and ongoing tasks. For example, you could set up an AI agent to run competitive analysis every day at 8 am, gather the latest updates about your competitors, and send them to your Slack channel. It’s like having someone who works tirelessly, improves over time, and learns from its own actions. ### **The role of AI agents in the workflow** Unlike a typical automation tool, which simply executes one-off tasks, an AI agent can be a more holistic solution. For instance, while Zapier [automates workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/), an AI agent can proactively monitor these workflows and make decisions based on the data it has access to. It’s much more dynamic. [Leveraging AI analytics and predictive insights to drive business strategyDalip Jaggi explains how you can leverage AI analytics in your organization, and shares LLM prompts to get you started.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-280.png)Revenue Operations AllianceDalip Jaggi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/To-buy-or-build-Making-the-right-business-software-decisions-1.png)](https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/) _This post is for paying subscribers only._ ### GTM engineering: The simple solution everyone's making complicated URL: https://www.revenueoperationsalliance.com/gtm-engineering-the-simple-solution-everyones-making-complicated/ Last updated: 2025-08-05T06:27:56.000Z ## Let's talk about what we've done to ourselves Here's the thing about GTM engineering: It was supposed to make our lives easier. Instead, we've turned it into this monster that eats budgets, confuses teams, and requires a small army of specialists to keep running. I've seen marketing teams spend six months building attribution models that nobody uses. I've watched companies hire consultants to build workflows so complex that when someone quits, the whole system falls apart. And I've sat in way too many meetings where everyone nods along to technical explanations that sound impressive but solve problems that don't *actually* exist. If you're tired of your marketing stack feeling like a Rube Goldberg machine, you're in the right place. Let's figure out how we got here and, more importantly, how to get back to something that actually works. ## What GTM engineering really is (Spoiler: It's not that complicated) GTM engineering is just making sure your marketing and sales tools talk to each other nicely and help you sell more stuff. **That's it**. It's about: - Getting your data to flow between systems without breaking - Automating the boring, repetitive tasks that make your team want to quit - Making sure everyone can see what's working and what isn't - Building processes that don't fall apart when someone goes on vacation Notice what's missing from that list? Anything about "*sophisticated multi-touch attribution algorithms*" or "*advanced predictive lead scoring matrices*." Those might sound cool in a conference presentation, but they're usually just expensive ways to avoid doing the basic work. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-271.png)Revenue Operations AllianceUzair Shah![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1-2.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## How we turned simple into complicated ### The vendor sales pitch problem Let's be honest about something – software vendors make money by convincing you that marketing is more complicated than it actually is. They'll show you demos with features you'll never use, integrations you don't need, and workflows that would make a NASA engineer weep. 🤯 I once watched a marketing automation demo where the salesperson spent 20 minutes explaining how their platform could track when someone opened an email, clicked a link, visited three specific pages, downloaded a whitepaper, and then came back within 48 hours. The whole room was impressed. But nobody asked the obvious question: > *"So what do we do with that information?"* Most successful marketing teams I know use maybe 20% of their platform's features. The rest is just expensive digital clutter. ### The consultant complexity game Here's something nobody talks about: Consultants and agencies have every incentive to make your GTM setup as complex as possible. Complex = more billable hours, longer engagements, and ongoing maintenance contracts. I've seen simple lead routing turned into six-month "*digital transformation*" projects. I've watched companies pay consultants to build custom integrations for problems that could be solved with a $50/month Zapier subscription. And I've heard too many horror stories about teams that can't make basic changes to their own systems because "*only the consultant knows how it works.*" **If your GTM setup requires a PhD to understand, you're probably being sold complexity you don't need.** ### The marketing conference show-off effect Go to any marketing conference and you'll see presentations about attribution models that require statistical software to interpret, lead scoring systems with 47 different variables, and customer journey maps that look like subway systems. Everyone claps. Everyone takes notes. Nobody asks if any of it actually worked. We've created this culture where simple solutions are somehow less impressive than complicated ones. > *But here's the thing, the most successful marketing teams I know have boring, reliable systems that just work.* They're not winning awards for innovation. They're just making money. [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-272.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles-5.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) ## Where marketing ops went wrong ### The data hoarding problem Marketing ops teams have become data pack rats. We collect every click, every scroll, every micro-interaction because we might need it someday. We build scoring models with dozens of variables because more data must be better data, right? **Wrong.** I know companies that track 200+ metrics and can't tell you their cost per customer. I've seen lead scoring models so complex that when they break (and they *always* break), nobody knows how to fix them. Meanwhile, the companies that are actually growing? They usually track 5-10 metrics that matter and ignore the rest. They know their conversion rates, their customer acquisition costs, and their lifetime values. Everything else is just noise. ### The integration addiction The average marketing department uses 120+ tools. The natural response? "*Let's connect everything to everything!*". This creates what I call integration spaghetti – a mess of connections that breaks every time someone updates their API. I've seen companies spend months building real-time syncing between tools that update once a week. I've watched teams create bidirectional data flows that create more problems than they solve. And I've helped clean up systems where a single tool failure brought down half the marketing stack. 💡 ****Here's a radical idea:** Maybe we don't need to integrate everything. Maybe some things can just exist as separate tools, and maybe that's okay. ## How digital marketing made it worse ### The campaign structure nightmare Digital marketing has embraced automation, but we've gone overboard. I've seen Google Ads accounts with 1,000+ campaigns that nobody can navigate. I've watched Facebook campaigns targeting audiences of 50 people (yes, really). I've reviewed email sequences with so many decision points that they look like flow charts from hell. > *The irony? The campaigns that perform best are usually the simple ones.* Broad targeting, clear messaging, easy-to-understand structures. But simple doesn't feel sophisticated, so we keep adding complexity. ### The attribution obsession We've become obsessed with perfect attribution, and it's making us crazy. I've seen teams spend months debating whether to use first-touch, last-touch, or some exotic multi-touch model. I've watched companies build tracking systems so complex that they need data scientists to interpret them. Here's what I've learned: imperfect attribution that you can actually use is better than perfect attribution that paralyzed your team. > *Sometimes "good enough" is actually better than perfect.* [Motivate your team with account-based marketing attributionDiscover the best practices and challenges associated with measuring your account-based marketing efforts with attribution.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-274.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---abm-attribution-3.png)](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) ## The simple way forward ### Start with problems, not solutions Before you implement any tool or process, ask yourself: - What specific business problem am I trying to solve? - How will I know if I've solved it? - What's the simplest thing that could work? Most of the time, the simplest solution is the right one. If someone's proposing a complex solution to a simple problem, be suspicious. ### Build for humans, not systems Your GTM setup should be understandable by normal humans. If you need to draw a diagram to explain how your lead routing works, it's probably too complex. If your attribution model requires a statistics degree to interpret, it's probably too complex. If your campaigns have structures that would confuse a NASA engineer, they're definitely too complex. ### The 80/20 rule actually works Focus on the 20% of features that drive 80% of your results. In most cases, this means: - Basic tracking and measurement - Simple automation for repetitive tasks - Clear, reliable data flows - Straightforward reporting Everything else is probably just expensive distraction. ## A simple stack that actually works ### The core four - **Your CRM:** This is where customer data lives. Keep it simple. Use standard fields. Don't create custom objects for every edge case. If your sales team can't navigate it easily, it's too complex. - **Your email platform:** This is for nurturing leads and staying in touch with customers. Build linear sequences that make sense. Avoid branching logic that requires a flow chart to understand. - **Your web analytics:** This is for understanding what happens on your website. Focus on conversion events and traffic sources. Don't track every click and scroll unless you're actually going to use that data. - **Your advertising platform:** This is for finding new customers. Use broad targeting and let the algorithms optimize. Avoid complex campaign structures that require constant maintenance. ### Keep integration simple Use your CRM as the hub – everything else connects to it. Minimize direct tool-to-tool connections. Use batch processing instead of real-time syncing for most things. Design systems that don't break when one tool has problems. [Strategic impact and CRM efficiency with Tyler Hooper \[Video\]Tyler Hooper joins our host Sandy Robinson on the podcast to discuss the importance of managing the CRM, achieving strategic impact, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-275.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-7-2.png)](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/) ## What success actually looks like ### The metrics that matter: - **System uptime**: Are your tools working when people need them? - **Data quality**: Can you trust the numbers you're seeing? - **Process efficiency**: How much manual work have you eliminated? - **User adoption**: Are people actually using what you've built? ### The business results that matter: - **Lead velocity**: How fast are qualified leads moving through your funnel? - **Cost per customer**: How much does it cost to acquire a new customer? - **Revenue attribution**: How much revenue can you tie back to marketing? That's it. If those numbers are moving in the right direction, you're doing it right. Everything else is just vanity metrics. ## The future is simple The next wave of marketing technology is actually making things simpler, not more complex. No-code platforms let marketers build their own solutions. AI handles the complex optimization tasks. APIs make integration easier. But here's the thing – simple will always beat complex. **The companies that figure this out first will have a huge advantage**. While everyone else is drowning in complexity, they'll be focused on what actually matters: finding customers, serving them well, and growing their business. ### Getting back to basics **GTM engineering exists to solve problems, not create them**. When your marketing stack requires a manual to operate, when your attribution model needs a statistician to interpret, or when your automation workflows break every time a vendor updates their API, you've lost the plot. The most successful marketing teams I know have boring, reliable systems that just work. They don't win awards for innovation. They're not speaking at conferences about their cutting-edge attribution models. They're just quietly making money while everyone else is debugging their overcomplicated systems. - Start simple. - Build incrementally. - Measure what matters. ⭐ ****And remember:** the best GTM engineering is invisible. It just works, letting your team focus on strategy, creativity, and growth instead of fighting with their tools. The next time someone proposes a complex solution to your GTM challenges, ask them: "*Is this solving a real business problem, or are we just making things complicated because complicated feels more professional?*" Your sanity (and your marketing budget) will thank you for choosing simple. --- [*Ankit*](https://www.linkedin.com/in/ankit-koushik/) *first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/gtm-engineering-simple-solution-everyones-making-ankit-koushik-mfkxf/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Insider-roa.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### New research: The biggest lever CROs can pull for greater impact URL: https://www.revenueoperationsalliance.com/new-research-biggest-lever-cros-can-pull-for-greater-impact/ Last updated: 2025-08-04T14:42:53.000Z CROs are caught in a paradox. The role is one of the most powerful seats in the C-suite – yet it’s also the most vulnerable. Average tenure? Less than *18 months*. Expectations? Deliver immediate revenue results, orchestrate cross-functional teams, and future-proof the business. No pressure, right? But there’s one lever that makes or breaks every CRO’s impact: **alignment**. Not just a buzzword or a quarterly strategy slide – [alignment](https://www.revenueoperationsalliance.com/the-critical-role-of-gtm-alignment-in-revops-and-revenue-growth/) is the operational backbone that separates thriving CROs from those watching the exit door In our research for the [**CRO Insights Report**](https://www.revenueoperationsalliance.com/cro-insights-report/), we dug deep into how 30+ chief revenue officers are bridging these divides, and how alignment is turning from a buzzword into a full-blown operating system. Here’s what you need to know. ## **Why alignment is the ultimate CRO lever** Alignment isn’t just another initiative to tick off. It’s the lever that keeps teams working in the *same* direction, driving towards the *same* goals, and help CROs reach their full potential. To foster true alignment, CROs need to **prioritize shared goals, KPIs, and consistent planning rituals across teams**. When teams from sales, marketing, and customer success all measure their performance against the same goals, it drives collaboration and encourages mutual accountability. It's not just about hitting numbers, it’s about creating a unified revenue engine that moves forward together, not in silos. Equally important to alignment is **operational cadence**. Successful CROs build regular rhythms of communication, where teams share updates, troubleshoot issues, and align strategies. These regular touchpoints help keep all departments in sync, ensuring that goals aren't just communicated but actively pursued with a shared sense of purpose. Perhaps most importantly, alignment means having a **shared understanding of the customer journey**. By placing the customer at the center, CROs create a natural focal point for unifying teams. This shared vision across the revenue engine – from awareness through to post-sales – ensures that everyone is working towards a seamless experience that adds value at every stage. So how do our CROs actually do this in practice? [![CRO insights report revenue operations data Clari Gainsight](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/ROA_CRO_Insights_2025_ArticleBanner--1-.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) ## **The four dimensions of alignment CROs must master** ### **1\. Alignment across revenue teams** **60%** of CROs we spoke to for our recent [**CRO Insights Report**](https://www.revenueoperationsalliance.com/cro-insights-report/) prioritized shared goals, [KPIs](https://www.revenueoperationsalliance.com/measuring-the-kpis-that-matter-for-gtm-teams-video/), and planning rituals across teams to ensure alignment. It’s about more than the odd review. It’s about creating a shared language across Sales, Marketing, CS, and RevOps. Sara Rasmussen, CRO at Telness Tech, puts it like this: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Screenshot-2025-07-23-at-16.23.18-1.png) That North Star aligns metrics, sure, but also behavior, incentives, and culture. It kills the old blame games between Sales and Marketing, or between CS and Product, ensuring everyone’s progress is measured by the same yardstick. ### **2\. Alignment with the CEO and C-Suite** Without CEO buy-in, a CRO is just another sales leader with a fancy title. Yet **40%** of CROs report misalignment with their CEO on the scope of their role and the revenue strategy itself. Warren Zenna, Founder of the CRO Collective, nailed it when he told us: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Screenshot-2025-07-22-at-17.30.22-1.png) Fix this early: - Is the CRO owning the entire revenue engine or just Sales? - Is the CRO expected to drive strategy or execute someone else’s? - Are we aligned on short-term targets vs. long-term growth bets? If the answers are muddy, expect strategy drift, micromanagement, and a short tenure. [New Research: 3 Challenges CROs Face in 2025In our research for the CRO Insights Report, we spoke to 30+ chief revenue officers from various industries to uncover the challenges CROs are facing right now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-267.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_2025_Meta-2-1.png)](https://www.revenueoperationsalliance.com/3-challenges-cros-face-in-2025/) ### **3\. Alignment around the customer journey** High-impact CROs map the full customer journey as their blueprint for revenue alignment. From first touch to renewal and expansion, each team understands their role in the customer experience, and how that experience drives revenue. Tony Aurigemma, CRO at Anomali, frames this well: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Screenshot-2025-07-21-at-16.49.30-1.png) The result? A revenue engine where handoffs are seamless, data flows cleanly, and every team knows how their work contributes to growth. ### **4\. Cultural alignment: Trust, transparency, and shared purpose** Alignment isn’t established through metrics and meetings alone. It’s human. Trust, transparency, and shared purpose are therefore the true fundamentals to a revenue engine that runs smoothly. As one CRO put it: > “Alignment isn’t a memo – it’s a movement.” That movement is built through open communication cadences, cross-functional collaboration rituals, clarity on the ‘Why’ behind strategy shifts, and the psychological safety to challenge, question, and improve. These aren’t just soft skills, either. For CROs who want to thrive, they’re operational necessities. [Why CROs need complexity to maximize impact, with Joshua Trott \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Joshua Trott, CRO at Patch.io.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-270.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Warren---Guest-6-2.png)](https://www.revenueoperationsalliance.com/why-cros-need-complexity-to-maximize-impact-with-joshua-trott-video/) ## **How CROs can operationalize alignment** Alignment doesn’t happen by accident, it’s built into the fabric of how the organization operates. It requires systems, rhythms, and frameworks. Here’s how leading CROs embed alignment into their day-to-day: - **Shared KPIs:** Define metrics that unite teams, rather than dividing them. For example, revenue retention, net new revenue, and customer advocacy rates. - **Regular rituals:** Weekly syncs, bi-weekly risk reviews, monthly voice-of-the-customer sessions... Nicholas Ghitti, CRO at Native Teams, recommends defined SLAs per team and repeat rituals to build engagement. - **Strategic segmentation:** Divide initiatives into short-term performance and long-term strategic bets. Naomi Brezi, CRO at Ruffalo Noel Levitz, runs dual operating rhythms to separate these lanes. - **Momentum mapping:** Peter R. Platten, CRO at Protos Security, creates “momentum maps” aligned to five- and ten-year growth [roadmaps](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/), integrating product strategy, market expansion, and retention into a single growth view. Alignment becomes real not in strategy documents, but in the cadence of meetings, the KPIs on dashboards, and the conversations happening across leadership and teams. ## **What alignment looks like in practice** Every CRO sits somewhere on this CRO lifecycle: ![Why alignment is the ultimate CRO lever CRO lifecycle RevOps research](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/Screenshot-2025-07-21-at-16.47.55.png) **Misunderstood:** CRO is seen as a VP of Sales. No alignment. **Strategic:** CRO owns [revenue strategy](https://www.revenueoperationsalliance.com/proactive-vs-reactive-revops-strategy-video/) but lacks structural support. **Aligned:** Teams and C-Suite share goals, but cadence is ad hoc. **Empowered:** Alignment is built into daily operating rhythms, data flows seamlessly, and the CEO/CRO partnership is a true co-leadership. The goal? Get to ‘Empowered’ as soon as possible, because that’s where impact becomes inevitable. ## **Conclusion** For CROs, the biggest lever isn’t a new tool, tech stack, or playbook. It’s alignment. Master alignment across teams, up to the C-Suite, and through the customer journey, and you’ll not only extend your tenure, you’ll redefine what the CRO role can achieve. Without it, even the sharpest strategy falls flat. Play the long game. Pull the alignment lever first. In the next article in this series, we’ll explore how CROs can future-proof themselves in 2025 and beyond. From the skills to master to the mindsets that sustain long-term success. Stay tuned. --- [Download the full report](https://www.revenueoperationsalliance.com/cro-insights-report/) [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/ROA_CRO_Insights_2025_ArticleBanner--1--1.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) ### How RevOps is shaping the future of the entertainment industry URL: https://www.revenueoperationsalliance.com/how-revops-is-shaping-the-future-of-the-entertainment-industry/ Last updated: 2025-08-05T07:01:43.000Z If you’ve ever enjoyed the magic of Disney or marveled at an interactive exhibit, you’ve experienced **global-themed entertainment (GTE)** firsthand. But behind every magical moment is a well-oiled machine of revenue operations that ensures these experiences are not only unforgettable but also *profitable*. I’m **Allison Niedermeier Lee**, **Founder** and **President** of **Evie Productions**, and I’ve spent over 20 years immersed in the world of entertainment, from film and TV to large-scale events and experiential experiences. In this article, we’ll explore how RevOps can be the secret ingredient in making entertainment experiences both impactful and profitable. We'll dive into the world of GTE and LBE (location-based experiences), the consumer journey, and the different ways RevOps helps optimize revenue streams. Ready to see how we can turn entertainment into not just a great experience, but also a long-term business success? Let’s get started. ## **What is global themed entertainment?** If you haven’t heard of global-themed entertainment (GTE) before, don’t worry – you’ve probably experienced it without realizing it. GTE refers to entertainment experiences built around a specific theme, narrative, or franchise. Think about places like Disney World, Universal Studios, or any of the major theme parks you’ve visited – they’re all examples of GTE. But it doesn’t just stop there; GTE spans across multiple categories: 1. **Theme and amusement parks**: Disney, Universal, Six Flags, and others. These iconic parks dominate the industry and are massive revenue generators. The scale and reach of these parks make them household names. 2. **Themed resorts and restaurants**: Places like Hard Rock Café, Rainforest Café, and even LEGO Land, where the theme carries through to every detail of the environment. 3. **Live entertainment shows**: Cirque du Soleil, Blue Man Group, or Broadway performances. These shows often take place in immersive environments, where the [experience](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) goes beyond just watching a performance. 4. **Attractions and exhibits**: Museums, aquariums, and zoos – where technology, storytelling, and the environment come together to engage visitors in unique ways. 5. **Location-based experiences (LBE)**: This is where it gets particularly interesting for me. LBEs are entertainment experiences designed to take place in specific physical locations. Think escape rooms, interactive exhibits, and even the immersive Color Factory in New York, where the entire experience is built around the concept of color. [Revenue in plain sight: What’s really hurting growthIn this live session, you’ll hear from Curtis Schroeder, Head of Research & Insight, Varicent, and Zach Faithful, Sales Performance Management, Deloitte as they walk through what is really hurting your revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-263.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/DO-NOT-OVERRIDE-PMA_Webinar_Meta_Template_--13-.png)](https://www.revenueoperationsalliance.com/revenue-in-plain-sight/) ## **The role of RevOps in GTE and LBE** Now that you know what GTE is, let’s talk about how RevOps fits into all of this. RevOps isn’t just for SaaS or tech companies – it’s incredibly valuable in the entertainment world too. One of the core elements that makes RevOps so effective is **cross-functional collaboration**. In the entertainment industry, you have development, [marketing, operations](https://www.revenueoperationsalliance.com/what-is-marketing-operations/), and customer service teams all working together to bring an experience to life. But these teams don’t always speak the same language, and this is where RevOps steps in. It [breaks down silos](https://www.revenueoperationsalliance.com/revops-challenges-alignment-silos-and-more-2/) and ensures everyone is aligned, working towards the same revenue-generating goals. For example, my experience in GTE has shown me how important it is for the creative teams to collaborate with marketing and operations. As a producer, my job isn’t just to create something that looks good or sounds good – it’s to ensure that we can make money off of it. RevOps helps us figure out the best way to bring a product to market and generate sustainable revenue streams. And it doesn’t stop once the product is launched; RevOps continues to optimize and improve revenue potential throughout the entire lifecycle of an entertainment experience. Let’s take ticketing as an example. With RevOps, we’re able to [analyze data](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/), optimize pricing, and identify the most profitable ticket types. It’s not just about the number of people attending the event – it’s about understanding their behavior and adjusting pricing and offerings in real time. [How customer journey testing can improve your CXDiscover how customer journey testing can transform your customers’ experience through iteration based on data. And why RevOps should manage this process.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-264.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-customer-journey-testing-can-improve-your-CX--1--1-1.png)](https://www.revenueoperationsalliance.com/how-customer-journey-testing-can-improve-your-cx/) _This post is for paying subscribers only._ ### The 25 internal barriers blocking your growth (according to 1,400 leaders) URL: https://www.revenueoperationsalliance.com/internal-barriers-undermine-growth/ Last updated: 2025-08-13T12:12:40.000Z The most overlooked threats to revenue *aren't* hidden. They're just so familiar they no longer feel urgent. Varicent asked 1,400 revenue leaders what is holding back growth - and the most common answers weren't external. They were internal: misalignment, unreliable performance signals, and mismatched motivation. Get your free copy to discover how thousands of orgs are facing **internal barriers** that are undermining growth. ## Inside you'll find Varicent's research reveals staggering statistics about the challenges facing today's revenue leaders, and the alarming lack of urgency when it comes to solving them: - What a staggering **79%** of sellers say improves their performance (but only **12%** of companies do it). - The surprising thing leaders name the *top barrier* to hitting targets (but only **20%** call a top priority to fix). - **92%** of leaders say this costs them revenue. But only **21%** are actively working to solve it. ## Get your copy Download the free **2025 Market Spotlight** from Varicent and find out how high-performing organizations are moving beyond incremental fixes to dismantle the barriers that previously stalled revenue growth. [Download your copy ](https://www.revenueoperationsalliance.com/internal-barriers-undermine-growth/) T&C's: By downloading this report, you consent to receive follow-up communications from Varicent regarding its content and related solutions. ### Having a product background in RevOps, implementation, & more with Ethan Lippman URL: https://www.revenueoperationsalliance.com/having-a-product-background-in-revops-implementation-more-with-ethan-lippman/ Last updated: 2025-07-04T13:01:41.000Z ## More resources: [How AI is changing the RevOps landscape, with SK Ramakuru & Chris Hunter \[Video\]SK Ramakuru and Chris Hunter join host Sandy Robinson to discuss their work at MongoDB, the future of AI in RevOps, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-262.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-16-1-2.png)](https://www.revenueoperationsalliance.com/how-ai-is-changing-the-revops-landscape-with-sk-ramakuru-chris-hunter-video/) ### Revenue in plain sight: What 1,400 revenue leaders say is really hurting growth URL: https://www.revenueoperationsalliance.com/revenue-in-plain-sight/ Last updated: 2025-08-21T07:44:10.000Z The most overlooked threats to revenue aren’t invisible. They’re just so familiar, most leaders have stopped seeing them as threats at all. When we surveyed more than **1,400** revenue, operations, and executive leaders to find out what’s slowing growth, we expected the usual answers: Economic headwinds, shrinking budgets, AI disruption. Instead, we found something else. **Growth** isn’t being lost **outside** the business. It’s being lost **inside** it. [On Demand](https://pmmalliance.ondemand.goldcast.io/on-demand/88e572ee-38d6-4c74-af0c-76d3d136e0fa) ## What's it about? In this live session, you’ll hear from: - Curtis Schroeder, Head of Research & Insight, **Varicent** - Zach Faithful, Sales Performance Management, **Deloitte** - James Roth, CRO, **Zoominfo** They will walk you through what is really hurting your revenue growth. Misaligned teams. Incentives that reward the wrong outcomes. Performance signals no one trusts. Most leaders didn’t create these problems. But they’re the ones living with the consequences. ## What you’ll learn: - Why misalignment is the **silent revenue killer**. - How to build an **incentive plan** that rewards things that actually drive seller motivations. - How to make up for all the signals **quota attainment** is covering up. For anyone responsible for planning, enabling, or leading sales, this is your chance to tackle the issues your competitors are ignoring. Gain an edge that others aren’t ready to address. ## About your hosts: **Curtis Schroeder, Head of Research & Insight, Varicent** *Curtis Schroeder brings nearly 15 years of experience optimizing sales and marketing strategy for companies ranging from Fortune 100 enterprises to high-growth mid-market teams. He has held leadership roles at Oracle, Gartner, and Varicent, where he focuses on helping organizations improve revenue performance through data-driven insight and practical innovation.* ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/08/Curtis-Updated-Headshot-1.jpg) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/varicent-varicent.webp) **Zach Faithful, Sales Performance Management, Deloitte** *Senior leader in Deloitte's Customer & Marketing offering, helping companies better connect with their customers through interconnected back, middle, and front office operations and platforms. Cross industry expert with deep domain knowledge in high-tech, media, wealth management, and banking.* ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/1539820814229.jpg) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/deloitte-logo_brandlogos.net_d1uq0-512x512.png) **James Roth, CRO, Zoominfo** *James joined ZoomInfo in 2022 and oversees ZoomInfo’s revenue organization, including the global sales, account management, customer experience, partnerships, and solutions engineering teams. He previously led Field and Enterprise Sales for Vonage, where he spent eight years after the acquisition of Icore networks, a cloud services company where he ran go-to-market strategy.* ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/08/james-roth-1--3-.png) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/ZoomInfo_logo_(2024).svg%20(2).png) T&C's: By signing up, you consent to receive follow-up communications from Varicent and Deloitte regarding its content and related solutions. ### Revenue Operations Summit London (June) 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-london-june-ondemand/ Last updated: 2025-07-02T12:03:33.000Z Catch up on all the sessions from London, including talks from Xero, Personio, Amazon, and more. _This post is for paying subscribers only._ ### Stop the GTM tug-of-war: How to turn friction into revenue URL: https://www.revenueoperationsalliance.com/stop-the-gtm-tug-of-war-how-to-turn-friction-into-revenue/ Last updated: 2025-08-04T14:48:05.000Z Have you ever played tug-of-war? You know, two teams pulling as hard as they can in opposite directions, holding the rope tight so it doesn't slip through their hands. Now, imagine how it feels to hold that rope. Your hands start to burn. If you let go even a little, there’s tension, maybe even chaos. And if you let go completely? Someone falls, and you lose all control. That’s what **go-to-market (GTM) alignment** often feels like inside organizations. But here’s the thing: the problem isn’t that friction exists. It’s how we *manage* it. Friction isn’t inherently bad. In fact, when handled strategically, it can be one of your greatest growth levers. Let’s talk about how to stop the [GTM](https://www.revenueoperationsalliance.com/tag/go-to-market/) tug-of-war that’s quietly costing your company revenue – and how to start using friction to your advantage instead. ## **Reframing friction – from enemy to opportunity** We usually think of [friction](https://www.revenueoperationsalliance.com/reducing-friction-in-sales-contract-creation-with-joe-aurilia-jr-2/) as a bad thing. It slows us down, causes inefficiencies, and leads to frustration. But friction, by definition, is neutral. It’s neither good nor bad – it’s what you *do* with it that matters. Steve Jobs had a great metaphor for this. He once told a story about a neighbor with a rock tumbler. You put some rough rocks in a can with grit and let them roll around together. They knock into each other, make a racket, and slowly, they come out polished and beautiful. That’s what a great team does. It argues, debates, challenges assumptions – and emerges stronger for it. So, my goal here is to help you stop thinking of friction as something to eliminate entirely and start seeing it as something you can *engineer strategically*. I call this the virtuous cycle of friction: find it, manage it, and turn it into something that fuels growth. [GTM engineering: Growth playbook of the futureUzair explains why a GTM engineering approach can scale your efforts with ease, helping you avoid the headaches that come with adding headcount.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-253.png)Revenue Operations AllianceUzair Shah![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-2-1-1.png)](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/) ## **Where GTM friction really hurts – and how it shows up** You probably hear it all the time: - “Too many meetings.” - “We’re going in circles.” - “It’s always someone else’s fault.” Those are symptoms. But the underlying issue? Poorly managed friction. And your customers feel it too. According to [Forrester](https://www.forrester.com/report/how-to-calculate-customer-lifetime-value-for-your-business/RES157640), misaligned GTM teams lead to **36%** shorter customer lifetimes. Stronger alignment, on the other hand, can increase closed deals by up to **67%**. So this isn’t just about internal harmony – it’s a **revenue problem**. [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-255.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles-4.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) _This post is for paying subscribers only._ ### Navigating market waves: Mastering the art of strategic pricing and value creation URL: https://www.revenueoperationsalliance.com/navigating-market-waves/ Last updated: 2025-08-05T12:11:12.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** July 31, 2025 **Time:** 5:00pm BST **Location:** Online [Watch OnDemand](https://www.linkedin.com/events/7351501601347358720/comments/) Navigating today's unpredictable market requires mastering strategic pricing and value creation. It is essential to understand how to benchmark your market, define your value, and adapt to challenges with innovative pricing strategies for turning market waves into opportunities for growth. --- ### Key takeaways: - **Benchmark to Stay Competitive** Understand your market position by benchmarking against competitors to identify gaps and opportunities. - **Define and Communicate Your Value** Clearly articulate the unique value your product or service delivers to justify pricing and build customer trust. - **Adapt with Innovative Pricing Strategies** Stay agile in volatile markets by leveraging creative pricing models that turn uncertainty into strategic advantage. --- ### Meet the speaker: [Maud Saunier Luce](https://www.linkedin.com/in/maudsaunierluce/), Former Chief Revenue Officer at [Universal Pictures](https://www.linkedin.com/company/universal-pictures/) Maud is a strategic marketing and operations leader with a passion for helping companies monetize their offerings through cross-functional alignment and customer-centric innovation. With deep experience working alongside major retailers like Amazon, Leclerc, and FNAC, she specializes in building unified strategies across Sales, Marketing, and Operations to drive profitability and enhance sales performance. Maud brings expertise in multichannel B2B2C marketing strategy, demand planning, and customer success—ensuring exceptional operational execution tailored to each distribution network. Her leadership is marked by a commitment to innovation, leveraging AI and new technologies to boost team productivity and foster internal growth. Empathetic, curious, and endlessly enthusiastic, Maud is known for her “out of the box” mindset and her ability to inspire, connect, and mobilize teams toward shared success. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/image-2.png) ### New research: 3 challenges CROs face in 2025 URL: https://www.revenueoperationsalliance.com/3-challenges-cros-face-in-2025/ Last updated: 2025-08-04T14:43:13.000Z In 2025, the CRO role is as strategically vital as it is operationally vulnerable. It’s high stakes, but often poorly understood. CROs are being asked to unify fragmented teams, build scalable systems, hit near-term goals, and lead transformation across functions that don’t report to them. But they’re set up to fail. How? Through misalignment, lack of clarity on the role’s scope, and cultural resistance. In our research for the [**CRO Insights Report**](https://www.revenueoperationsalliance.com/cro-insights-report/), we spoke to 30+ chief revenue officers from various industries to uncover the challenges CROs are facing *right now*. What we found was startling. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Screenshot-2025-06-26-at-13.09.29-1.png) Three challenges cropped up again and again: 1. Misunderstanding of the CRO role 2. Balancing short-term targets with long-term growth 3. Lack of organizational readiness Let’s explore each in turn. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/ROA_CRO_Insights_2025_ArticleBanner.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) --- ## 1 - Misunderstanding of the CRO role A full *half* of the CROs we spoke to cite role ambiguity, lack of scope clarity, or being “miscast as a glorified VP of Sales”, as a key challenge. (It seems this is especially common in less mature companies.) Where does this misunderstanding come from? Our research suggests it stems from a lack of history with the role. Some industries have used, and benefitted from, a figurehead revenue leader for a long time. SaaS and high-growth tech spring to mind. In many other industries, however, things are different. **Damian Saunders, CRO at RipeMetrics,** brings up the challenge of being “a CRO-with-a-small-C”. A scenario where you’re left with “all the accountability \[but\] none of the control.” In his experience, “this leads to friction, high-stress levels, and is the reason so many CROs burn out so quickly.” ### The correct view of the CRO What exactly should the CRO role entail, then? Three themes emerged: ### **1 - Ownership of revenue across the go-to-market function** Where the CRO is strongest, chief revenue officers are understood as the owners of the **entire revenue cycle**. In fact, **70%** of all the CROs we spoke to actively describe the ideal CRO in this way. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Screenshot-2025-06-26-at-13.11.08.png) That means responsibility for teams including: - Sales - Marketing - Customer Success - RevOps - Partnerships In such organizations, the CRO is seen as an *orchestrator of alignment* between revenue-generating teams. > “We believe a Chief Revenue Officer is responsible for all aspects of revenue spanning marketing, sales, and customer success, to have holistic and integrated approaches to three different revenue streams: acquisition, retention, and expansion.” - **Mark Osborne, Fractional CRO** ### ***2 - Not* simply a sales leader** The second theme we discovered? A poor understanding of the CRO role can manifest internally, or at the industry-level. This misunderstanding most often manifests as the view of the CRO as a “mere” sales leader. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Screenshot-2025-06-26-at-13.12.03.png) We don’t say “mere” to detract from sales leadership. But *revenue* leaders who want maximum impact must manage more than sales. More affects the revenue cycle, after all, than what goes on before a deal is closed. Retention, for example, can (and should) be a part of revenue strategy. Without authority over Customer Success, and insight into the data that team has at its fingertips, the CRO is unable to even access a crucial revenue lever. Marketing, too, impacts the revenue cycle. The better your marketing, the easier it is to close deals when they come along. The right data-led approach can transform the view of marketing from cost-center into a revenue driver. This is something a CRO has the power to do… *if* marketing falls under their purview. ### **3 - Growth accountability and revenue strategy** The true CRO, say our experts, is accountable for growth and revenue *strategy*. **30%** of the CROs we spoke to called attention to the part *they* play in being directly accountable for value creation and growth in their org. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Screenshot-2025-06-26-at-13.12.40.png) > “At Protos, we define the Chief Revenue Officer role as the strategic, visionary leader responsible for driving enterprise value creation and business growth…” - **Peter R. Platen, CRO, Protos Security** For CROs to succeed, they must first know what is expected of them. When this differs from company-to-company, it becomes difficult both (i) for companies to know what kind of CRO they’re hiring, and (ii) for CRO applicants to know what they’re in for during the job application process. This leads to revenue leaders building sets of skills that their next employer might think redundant, or be unable to make use of. Worse still are the cases where organizations hold their CROs accountable for success in areas like revenue growth, without giving them the authority or the resources they need to succeed. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/ROA_CRO_Insights_2025_ArticleBanner.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) --- ## 2 - Balancing short-term targets with long-term growth One third of the CROs we spoke to feel intense pressure to deliver results *now*, while being expected to build scalable systems, with very little slack. > Being able to develop a long-term vision while still facing short-term targets \[is a great challenge\].” - **Ivo Mertens, CRO, iBanFirst** Whichever you think is more important, it’s clear that CROs are expected to deliver on both. We asked our CROs how they strike a balance between short-term targets and long-term goals. Those who are most effective: ### **1 - Create dual-operating rhythms** 53% of CROs emphasize managing two distinct tracks in their work. One is focused on delivering near-term results, while the other ensures progress on long-term strategic bets. **Naomi Brezi, CRO of Ruffalo Noel Levitz**, described focusing on quarterly performance on the one hand, and “longer-horizon planning” on the other. In practice, this involves “weekly pipeline and forecast reviews”, and in parallel, pushing through initiatives “like pricing strategy, market expansion, and product-channel fit” with her leadership team. ### **2 - Plan strategically while segmenting workstreams** 40% of those we spoke to, though, take a more granular approach. They explicitly segment initiatives, pipeline, or investment by more timeframes than simply short- and long-term. Monthly, quarterly, yearly, and multi-year timeframes were all mentioned. **Peter R. Platen, CRO of Protos Security**, builds a “momentum map” that he uses alongside both five- and ten-year roadmaps, while **Subir Dutt, CSO of Xometry**, operates “with strategies and tactics to optimize across three time horizons: current month, next 6 months, next 18 months.” ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Screenshot-2025-06-26-at-13.13.14.png) ### **3 - Strong partnership with CEO, CFO, and board** Securing executive alignment, particularly around trade-offs between short- and long-term focus, and resource allocation, is considered critical to success by 37% of the CROs we spoke to. Without buy-in from these players, CROs will struggle to defend investments that, though they may not pay off this quarter, will define the next chapter of growth for the company. A strong partnership also allows CROs to speak candidly about the inherent trade-offs in splitting attention between long- and short-term targets. > “There is always a trade-off in any strategy. The balance of doing it successfully is that the business understands and buys into the trade-offs that are being made. > > \[For example, a\] big client with specific requirements means we lose control of the product roadmap. A strong focus on product vision rather than listening to \[the\] client needs means that we risk missing near-term revenue goals. > > Where possible, the best way I've found to help the business understand these sacrifices is \[by\] putting a revenue number against the scenarios.” - **Nick Buxton, Founder at Stealth Mode** ## 3 - Lack of organizational readiness 43% of CROs we spoke to cite a lack of organizational readiness and/or structural misalignment as a great challenge. Coined by **Warren Zenna, Founder of the CRO Collective**, “CRO Readiness is… about organizational mindset, operational maturity, and leadership alignment.” Organizations that hire a CRO too early risk misalignment, underperformance, and a revolving door at the top of revenue leadership. We asked CROs for their view on the prerequisites an organization should hit before looking to hire a CRO: ### **1 - Product-market fit and a repeatable sales motion** 53% of CROs we spoke to agree that product-market fit (PMF) is a prerequisite. The company should already be selling consistently, with repeatable and scalablerevenue processes in place. If these aren’t in place, CROs are forced to create them from scratch before they can begin on the work of scaling, and reaching for revenue targets. If CEOs expect quarter-on-quarter growth from their revenue leaders, while those leaders are still trying to build the systems necessary for such growth, CROs will struggle to impress, no matter how much they accomplish. ### **2 - Executive alignment on revenue strategy** 40% of the CROs we spoke to say that strong alignment among the CEO, board, and executive team on the role and expectations of the CRO is critical. Beyond this, alignment on the revenue strategy itself matters. If leaders agree that the CRO is coming in to scale revenue by working across all go-to-market functions, they’re setting them up for success. But even with such agreement, a CRO will struggle to have an impact if other members of the executive team block their strategy. ### **3 - Organizational scale, cross-functional complexity, and infrastructure maturity** 37% of CROs suggest that the role is best suited to scale-stage companies where complexity across GTM functions (sales, marketing, CS) requires orchestration. Readiness is not so much about company size, as it is about operational maturity (systems, GTM structure, and leadership alignment). CROs need a baseline of data, reporting, and tech infrastructure to make strategic decisions. Otherwise, they’ll get stuck building the basics. ## How CROs can succeed CROs must enter interview processes with their eyes wide open, aware of the risks involved with joining a business before it’s mature enough to warrant the role, or where expectations around the role and its responsibilities are misaligned. CROs must filter out such organizations *while* they’re applying for work. Once hired, CROs should work to reinforce the role of CRO as leader of the entire revenue function. Most crucially, they must develop strong relationships. Both laterally, with the rest of executive leadership and the company board, and downwards. Keeping the revenue engine humming, and all its teams in sync, is the CRO’s signature role. In the next article in this series, we’ll examine how our experts achieve alignment at every level to succeed. [Download the full report](https://www.revenueoperationsalliance.com/cro-insights-report/) [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/ROA_CRO_Insights_2025_ArticleBanner.png)](https://www.revenueoperationsalliance.com/cro-insights-report/) ### The power of relationships, people, and partnerships in driving revenue URL: https://www.revenueoperationsalliance.com/the-power-of-relationships-people-and-partnerships-in-driving-revenue/ Last updated: 2025-08-05T07:16:00.000Z How often do you truly feel heard and understood when engaging with a brand? If you're like most people, the answer is probably "not often enough." Today, it's easy for businesses to get caught up in the [latest systems, tools](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-with-jeremy-steinbring/), and AI solutions. But while technology can streamline processes and improve efficiency, it’s the human touch that builds real trust, drives lasting relationships, and ultimately, fuels revenue growth. Having worked in sales for over 25 years, I’ve seen firsthand how crucial authentic human connections are to driving success. We often hear about the value of AI and automation, but as we lean more into these tools, it’s important to ask: Are we losing the personal connections that are at the heart of meaningful business relationships? In this article, I’ll be diving into the power of relationships, people, and partnerships – why they matter more than ever, and how they directly impact revenue growth. So, let’s take a step back from the technology for a moment and focus on the people who make your business thrive. ## **Trust: The foundation of every successful partnership** Let’s talk about trust – the foundation of everything. You’ve heard, “You buy from people you trust.” Well, that’s not just a catchy slogan. According to the latest [Trust Barometer](https://www.edelman.com/trust/2025/trust-barometer), **79%** of customers say that they need to trust a brand before they’ll make a purchase. Think about that. *79%!* That’s a *huge* number, and it tells us something important: trust is no longer just a nice-to-have. It’s a must-have. But it’s not just about acquiring customers – it’s about keeping them. We’ve all heard that it costs **five to 25 times more** to acquire a new customer than it does to retain an existing one. [Harvard Business Review](https://hbr.org/2014/10/the-value-of-keeping-the-right-customers) published this research, and every RevOps professional should keep it in their back pocket. *Why?* Because when you’re talking about customer retention, you’re talking about building long-term relationships that continue to generate revenue over time. And that’s where partnerships come in. Partnerships aren’t just about closing deals – they’re about trust. Think about your strongest relationships, either in business or in life. Did they start off with you giving everything away for free? Probably not. It took time, understanding, and [trust-building](https://www.revenueoperationsalliance.com/building-revops-from-scratch-creating-trust-and-more-with-leore-spira-video/). And that’s exactly what we need to be doing in our businesses – investing in relationships that will continue to pay off over time. [Building RevOps from scratch, creating trust, and more with Leore Spira \[Video\]Leore Spira joins our host Sandy Robinson to discuss building a RevOps function from scratch, creating trust, account-based “everything”, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-245.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-10-1.png)](https://www.revenueoperationsalliance.com/building-revops-from-scratch-creating-trust-and-more-with-leore-spira-video/) ## **Building trust through authenticity and active listening** Now that we know trust is critical, how do we go about building it? For me, it starts with **authenticity** and **active listening**. We’ve all had those sales calls, right? The ones where the person on the other end is talking *at* us instead of *with* us. We’ve all been there, and I think it’s one of the reasons many salespeople get a bad rap. But let me be clear: being authentic and really listening to your customers makes all the difference. In my career, I’ve learned the importance of being genuine. It took me a while to find my own voice, but now, I wouldn’t trade my “unconventional” approach for anything. I’m a firm believer that your authenticity is your superpower. I’ve had many colleagues over the years tell me they admire how I show up as myself, and that’s because I’m not trying to be someone else. I’m Melanie Mills, and I want my customers to know the real me. Active listening goes hand in hand with authenticity. You can’t build a relationship without listening to what the other person needs. And I don’t mean just hearing the words – they have to be processed. When I meet with customers, I don’t just want to know what problems they’re facing – I want to understand *why* those problems matter. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/coaching-others-using-active-listening-skills-infographic-center-for-creative-leadership.webp) [Image Source](https://www.ccl.org/articles/leading-effectively-articles/coaching-others-use-active-listening-skills/) _This post is for paying subscribers only._ ### How to nail account based marketing segmentation (full guide) URL: https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/ Last updated: 2025-06-26T12:24:40.000Z ## **What is account based marketing?** In brief, [account based marketing (ABM) ](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/)is the act of personalizing your marketing efforts for specific accounts. Why? Not all accounts are equally valuable. That goes for both the accounts on your books already, *and* the ones you haven’t converted into paying customers yet. Some of your accounts hold massive, untapped potential. Some are *already* very valuable – maybe they’re responsible for a large chunk of your MRR spend, or they’re heavily invested in providing valuable user feedback. ![Infographic with the title "ABM segmentation", and three value levels (low, medium, and high value) connected with arrows, with bulleted text underneath explaining that lower value accounts require low-touch communications and lower personalization, while higher value accounts should get higher touch communication, and more personalization.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/ABM_segmentation_value_levels.png) **The value levels of ABM segmentation* Some of the accounts you chase after might be very unlikely to convert or, if they do convert, unlikely to spend a great deal with you over the course of their entire customer lifetime. But it’s not just about value. At its core, account based marketing comes down to effectivelysegmenting the different accounts on your books accordingto **things they have in common.** These attributes affect the way you’ll interact with them (your marketing efforts, for example). ### **What does ABM have to do with RevOps?** If it’s called “account-based marketing,” what does it have to do with RevOps? The truth is, it’s not just your marketing team that’s responsible for account-based marketing. It’s *all* revenue teams. That includes customer success, marketing, and sales (at a minimum). And when the entire revenue function is involved with something, RevOps is also involved. ### **Why should RevOps pros care?** But why should RevOps teams care about how the revenue function segments accounts, and how it interacts with different account segments? Two words: Crazy ROI. Segmenting by account allows you to target existing customers in ways that *they* like. This leads to shorter sales cycles, higher conversion rates, and lower marketing costs. According to ITSMA, ABM campaigns generate **208%** more revenue than all others. That’s not a typo. ***208%.*** A number like that makes it a no-brainer for the entire revenue engine to be involved. And that includes RevOps. Your CS ops, MarOps, and sales operations all need to be flowing at the highest possible efficiency if you’re to make the most of the money-making machine that is ABM. --- --- ### **What is RevOps’ role in ABM?** When it comes to segmenting accounts, the RevOps team is uniquely well-placed. You guys have access to data across the entire revenue function, and can use that data to help other teams produce effective, hyper-targeted campaigns. Here are some examples: | RevOps Function | ABM Impact | | ---------------------------- | ---------------------------------------------- | | Data analysis & insights | Target and prioritize high-value accounts | | Tech stack management | Seamless integration and reduced user friction | | Process standardization | Consistent ABM execution and enablement | | Cross-functional alignment | Unified teams and shared KPIs | | Personalization coordination | Relevant, timely engagement across touchpoints | | Performance measurement | Ongoing optimization and ROI tracking | ## **The (many) benefits of segmenting your accounts** No matter what part of the revenue function you work in as you’re reading this, know that if you’re not currently segmenting your accounts, your org is sleeping on a *massive* revenue win. And *you* could be the one to own the initiative that gets it moving. Let’s start with a rundown of some of the many benefits you’ll see soon after you begin segmenting your target accounts and targeting them with ABM: ![Infographic with the title "Benefits of ABM segmentation" and five circular icons, accompanied by text corresponding to the five subheaders of this section](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/ABM_segmentation_benefits.png) **Key ABM segmentation benefits* ### **1 - Alignment between revenue teams** Remember that stat from ITSMA we referenced earlier? ABM campaigns generate **208%** more revenue than other types of campaigns. Effectively [report this jump in ROI to stakeholders](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-account-based-marketing-reporting/), and you’ll likely hear a response like: “Sounds like a no-brainer. Let’s give it a shot.” Good ABM requires solid cross-collaboration between teams, but the rewards for doing it successfully are so huge that they can’t help but unify teams under a single common purpose. (Hint: First, you'll need to be able [attribute your results back to your ABM efforts](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/#6-ways-to-monitor-abm-attribution).) ### **2 - Greater retention** Effective ABM segmentation (which we’ll teach you how to do in the next section) leads to greater retention. You already know how much cheaper it is to retain existing customers than to win new ones, so we won’t beat around the bush with this one. Suffice it to say, lower churn helps your bottom line. When you segment effectively, you can more effectively capture: - Accounts at risk of churn, based on established patterns. (AI and predictive analytics can help here.) - Leads with a high probability of converting, based on interaction data with lead magnets and warming campaigns. There’s more besides this list, but once you know about these, you can intervene to make sure you save those accounts from churning, or touch base with your highest quality leads to maximize deals closed. Even better, you can now use modern tech to help automate these interactions, *and* use machine learning to increase the personalization-levels of those interactions. ### **3 - Meet customer demands** Today’s customers are jaded. Brands have a bad habit of over-promising and under-delivering. And poor application of AI is making people more wary than ever. But that doesn’t mean you can’t use modern technology to help you market effectively. Quite the opposite. You just have to choose the *right* applications of the technology for your audience. Effective ABM segmentation solves this problem *too*. You can use data to figure out how different account-types are likely to respond to different types of messaging. As discussed, you can deeply personalize your approach – something more and more customers are coming to demand. Remember, business customers (yes, even them) are *humans first*. And effective segmentation will help you generate account-specific *assets,* not just generalized campaigns, to help you convert and retain them. ### **4 - Create a competitive advantage** The more data you have, the better. If you have enough of it, it can constitute its own competitive advantage. But you have to put that data to work. What better way to do that than to give target accounts the information, the messaging, and the resources that are most valuable to them? You’ll experience lower churn, higher retention, better conversions, and higher customer lifetime values when you get this right. That means more dollars to put towards acquiring new customers (which, too will be cheaper), or for re-investment in any other part of the revenue engine. ### **5 - More efficient use of resources** Let’s say your marketing and community teams are struggling to engage your highest paying enterprise clients. Some of these accounts are at risk of churning. They’re paying for your platform, but their reps aren’t using it. There’s an education problem, but you can’t get them to bite when you send them material. You’re starting to worry. Instead of your teams hammering them with newsletters they're not reading, divert those resources into putting on a monthly webinar with an industry expert. **This sounds great in practice**, but before you can do this, you need to know how different groups of accounts are *actually* responding to your communication and your materials. Better data, and intelligent segmentation, don’t just result in wins. They help prevent inefficient use of human resources. As a result, they can help reduce burnout and churn within your own organization. Yet more ROI unlocked! --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## **How to do account based marketing segmentation** Okay - so how do you actually segment your accounts to experience all these benefits? Crucially, this depends on whether you want to apply these principles to those who *aren’t yet customers* (acquisition) or those who are *already* customers (retention). Both have value, and we’ll deal with each in turn. Whichever one you want to incorporate, the end goal is to get your hands on a list of target accounts, segmented into different groups based on shared pain points. This allows you to start producing hyper-personalized campaigns that speak to these pain points and promise to solve them in the most effective way for each segment. ### **Aside: Why segment at all?** The best shortcut we know to figure out how and who to segment? Ask yourself: *“Why am I segmenting?”* We’ve already spoken about the benefits… You’ve heard it all before. “Supercharge your revenue growth blah blah blah…” What are you actually aiming to *achieve* when you segment your accounts list? One objective is to identify the **messaging** that is most likely to translate into **conversions.** We already spoke about this briefly, and how it’s likely to be different for different segments. But let’s go deeper…How do you *know* what messaging translates into greater conversions, and for whom? Let’s start by thinking through a short list of attributes you could segment accounts by: - Company Revenue - Employee Count - Core Industry Let’s take segmenting by company revenue and/or employee count. What does this tell you? --- --- Something about the company’s **rate of growth** for starters (if you’ve tracked these data points over time). It might also tell you something about the **maturity** and **growth stage** of the businesses in question. How about segmenting by core industry? Companies in different industries experience different challenges. ***This* is the crux of segmentation.** You want to segment your accounts in ways that help you gain wizard-like understanding of their pain points and challenges. But there’s something else, a second element… You also want to understand which *types* of accounts (by segment) hold the most value for your business. This way, you know both which accounts to go after to maximize the probability of getting the best ROI, *and* your other teams can then craft high probability messaging strategies for *extracting that value* from those accounts. We’ll say that again… We segment to: 1. Understand the ***types* of accounts** that hold the most value. 2. To understand **how to communicate** with those accounts to *extract* that value. Okay - you’ve waited long enough. Here’s how to do it. ### **Acquisition: Segmenting those who aren’t yet customers** The three basic steps are: 1. Identify your total addressable market (TAM) 2. Create an accounts list 3. Segment your accounts #### **1 - Identify your TAM** Start broad, work small. Starting broad in this context means starting with your total addressable market, or your “TAM”. This ensures you’re not missing out on any valuable opportunities. It’s always valuable to do a quick [refresh on what your TAM is](https://www.productmarketingalliance.com/total-addressable-market-why-its-important-and-how-to-calculate-it/), just in case industry shifts have begun to pull new players in, or legacy players out, of the total set of those you should be targeting. #### **2 - Create a universal accounts list** Now, you’ll want to use your TAM to create a list of accounts that most closely match with your ideal customer profile (ICP). 💡 ****Pro tip:** If creating the ICP isn’t your responsibility, work with the relevant stakeholders (e.g. your product marketing team) to learn what your org’s ICP is. From there, you can judge which accounts fit best. There are other attributes you can use to segment your accounts and determine their probable value. We’ll list these just after the next section. Here’s an anchor link in case you’d like to view them right away. #### **3 - Split the list by customer journey stage** At this stage, you’ll want to split your accounts list into two: 1. Those who aren’t yet ready to buy 2. Those who are ready to buy **How do you know which is which?** To answer this question, turn to your tools, and the data within them. Your CRM is a great place to start and, as mentioned before, leverage predictive analytics to help you determine which accounts are most likely to be ready to buy. **What to do with those who are ready to buy** When you find an account you suspect is ready to buy, you don’t need to waste time bucketing them for long-term campaigns. You can just go ahead and reach out. When you identify leads that you suspect to be this warm, do your sales team a favor and pass them over. **Why segment accounts in this way?** Segmenting your target accounts according to their stage in the buyer journey helps you allocate resources more efficiently. Those who are a long way off buying might only require a low priority, one-to-many approach. Those who are very close to buying might deserve one-to-one, 100% personalized messaging. Most businesses adopt this approach in some form, whether they know it or not. Marketing teams develop campaigns aimed at those at the top and middle of the funnel, while those at the very bottom get passed on to sales for a more time-intensive, personalized approach to getting those accounts to buy. --- [10 account-based marketing email examples to level up your campaignBoost your ABM strategy with 10 proven email templates to engage high-value prospects and convert leads into loyal customers![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-242.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---10-account-based-marketing-email-examples-to-level-up-your-campaign--1--1-1.png)](https://www.revenueoperationsalliance.com/tools/10-account-based-marketing-email-examples-to-level-up-your-campaign/) --- ### **Retention: Segmenting existing customers** The process for segmenting those who already pay for your products and services is a little different. Retention is one of the primary reasons you’d want to segment your existing customers. Some may be highly engaged, while others might not be. Successfully identifying those who are most likely to churn and intervening to prevent that is a hugely valuable action – no matter your industry. Another reason to segment is that it helps you identify the common threads between the accounts that hold the most value for your business. You’ll be able to use this data to inform how you prioritize the accounts you try to win over in the future. Here’s the basic process: 1. Identify your highest value accounts 2. Figure out what those accounts have in common 3. Create two new segment groups for existing accounts #### **1 - Identify your highest value accounts** This step should be easy. You find the accounts on your books that generate the most money for your business. Should that be revenue, or profit? We think it should be revenue. Some accounts are so demanding, and put such pressure on your teams, that they drain the ROI on the revenue they bring in. But this can be true of any account, whether they’re paying you a lot, or a little. Plus, the next step is all about looking for patterns in those accounts that hold a lot of value for your business. Being more liberal with the list of accounts makes it less likely you’ll miss something big. Even if those patterns have to do with, for example, the types of accounts that bring in high revenue, but also drain that revenue by drawing on your resources. #### **2 - Figure out what those accounts have in common** Now you’ll look for patterns between your segmentation attributes and revenue. Your approach here will be: “I have this list of valuable accounts. What do they have in common that might inform future prospecting strategies?” Maybe all your most valuable accounts are at the enterprise level. Great, that’s good info. But what’s the ROI vs. the effort it takes to pursue and win an account of that size? The same amount of resource might win you three slightly less valuable accounts for smaller businesses, but in total, those accounts might add up to be more valuable than the single enterprise account. As a RevOps professional, you have the data and the oversight to really help your organization’s revenue engine understand what types of accounts you should be targeting and where the ROI is. #### **3 - Create two new segment groups for existing accounts** Now, you’ll want to create two sets of segments that work in parallel. One will inform your prospecting strategy, and inform the types of new accounts that you should go after, based on how valuable they’re likely to be. (The segments you’ve created via the steps in the *Acquisition* section will help you determine how to target those accounts, based on their probable pain points.) The other will serve the same purpose as that aforementioned *Acquisition* segment group. You’ll group your existing accounts according to exactly the same segments, and use what you know of the associated pain points for each of those segments to inform communications to your existing customers. This should help you and your teams to: - Consistently deliver greater value to existing accounts than your competitors can. - Do this by speaking directly to their most top-of-mind challenges and pain points. Deliver content relevant to those customers that helps them solve their problem. - Once you’ve fed them enough value, suggest an upsell/cross-sell that solves the next stage of their problem. ### **Attributes to segment by** Here’s a list of the types of attributes to look for: ### **1\. ICP fit score** - **Why it matters**: Prioritizes accounts that match your best customers. - **Based on**: Industry, company size, use case, and deal history. - **Use it for**: Tiering (or prioritizing) accounts and aligning go-to-market efforts. ### **2\. Technographic profile** - **Why it matters**: Reveals compatibility with your product or GTM motion. - **Examples**: CRM, marketing automation, competitors in stack. - **Use it for**: Personalizing outreach, qualifying accounts early. ### **3\. Intent signals** - **Why it matters**: Shows which accounts are actively researching or expressing interest. - **Examples**: 3rd-party intent data, site visits, content engagement. - **Use it for**: Timing outreach, prioritizing warm accounts.4\. Buyer persona presence - **Why it matters**: Ensures your sales team can actually connect with decision-makers. - **Examples**: Presence of CRO, RevOps lead, CMO, or Director-level roles. - **Use it for**: Segmenting outreach by persona and tailoring content. ### **5\. Firmographics: Industry and company size** - **Why it matters**: Still foundational for segmenting messaging and tailoring offers. - **Use it for**: Campaign themes, vertical-specific playbooks, capacity planning. ### **6\. Account engagement** - **Why it matters**: Indicates whether ABM efforts are landing or if an account is warming up. - **Examples**: Email opens, webinar attendance, content clicks. - **Use it for**: Triggering sales follow-up or progression to next ABM stage. ### **7\. Strategic value** - **Why it matters**: Some logos matter more. Big logos, partners, and category leaders offer massive social proof that can help break you into new markets or start winning bigger deals. - **Use it for**: White-glove ABM plays, executive outreach, co-marketing potential. --- ## **What next?** Once you’ve gotten to this stage, it’s more than likely time to pass the baton to your marketing and sales teams. If you wish, you can go deeper on segmentation by continuing to: - Measure and iterate - Repeat the process for slightly lower-value accounts Remember, account-based marketing is a complex activity that involves many departments, but has huge rewards. Leverage the data available to you, help those teams get it right, and unlock masses of new revenue for your business. [![Promotional banner image with the text "Become a ROA insider" and the subhead, "Access exclusive content and templates for free"](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/06/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### The AI adoption blueprint for revenue operations URL: https://www.revenueoperationsalliance.com/ai-adoption-blueprint/ Last updated: 2025-06-11T12:43:42.000Z Most sales organizations are drowning in tools and still falling short on results. The problem isn’t access to AI - it’s the lack of a clear, realistic strategy. If your RevOps team is stuck maintaining a bloated tech stack or struggling with adoption, this guide is your roadmap. It’s time to turn automation into actual acceleration, in partnership with [similarweb](https://www.similarweb.com/). ## Key findings 1. **Only 1% of sales orgs have reached true AI maturity.** Despite widespread availability, most teams underuse AI due to messy data, tool overload, and low adoption. 2. **Disconnected tech stacks are tanking efficiency.** Sales reps use 10+ tools daily, and 66% say their tech stack feels more like a burden than a boost. 3. **Outdated CRM data = poor personalization.** 30% of CRM data becomes stale annually, undermining outreach and buyer alignment. 4. **External AI tools vs. Sales-specific AI? It's complicated.** Public LLMs like ChatGPT are powerful but disconnected from your internal data. Sales tools are better integrated, but less evolved. The trick is aligning capabilities with your workflow and security needs. 5. **The four pillars of successful AI implementation:** 1. Strong data foundations 2. Aligned and compatible tech stack 3. Cross-team buy-in 4. Clear KPIs and continuous optimization ## This guide will help you: ✔️ **Build a realistic, RevOps-friendly AI rollout plan** Learn how to align tools, timelines, and teams, from sales reps to execs, with structured KPIs that prove value early. ✔️ **Drive adoption, not shelfware** Discover proven methods to get reps, managers, and leadership engaged and keep them accountable. ✔️ **Measure what matters** From MoM usage to conversion lifts and rep feedback, learn how to quantify impact and course-correct with confidence. ### The limitations of OKRs and the power of mindset, with Nick Buxton [Video] URL: https://www.revenueoperationsalliance.com/the-limitations-of-okrs-and-the-power-of-mindset-with-nick-buxton-video/ Last updated: 2025-06-18T11:09:01.000Z ## More resources: [Why CROs need complexity to maximize impact, with Joshua Trott \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Joshua Trott, CRO at Patch.io.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-241.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Warren---Guest-6-1.png)](https://www.revenueoperationsalliance.com/why-cros-need-complexity-to-maximize-impact-with-joshua-trott-video/) ### Revenue Forecasting Summit 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-forecasting-summit-2025-ondemand/ Last updated: 2025-06-04T08:53:05.000Z _This post is for paying subscribers only._ ### 6 projects that guarantee RevOps impact (even if you’re short on resources) URL: https://www.revenueoperationsalliance.com/6-projects-for-outsized-impact-2/ Last updated: 2025-08-04T15:08:20.000Z Want more impact, without working harder, or for longer hours? Prioritize the right projects. We’ve got a list of 6 of them your team can get started on *today.* [ Give me my copy! ](https://share-eu1.hsforms.com/1e2NH2jF1RymEqzqf9tKOPQ2b1vun) ## The benefits: - Stop friction between teams, so collaboration feels effortless. - Keep deals piping hot (even when reps can’t close them immediately), to boost conversion rates higher than ever. - Tweak your processes to facilitate flow state for reps, powering-up their effectiveness. - Fix buyer journey drop-off, so more leads make it to the close. …all without asking your team to work harder, or for longer hours. Stop guessing. Start leading with clear direction. Download your copy and start making a bigger difference. Brought to you in partnership with ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Black_white_pd_brandmark-500x171-35744ac%5B73%5D.png) ### Fuel revenue growth with win-loss analysis URL: https://www.revenueoperationsalliance.com/fuel-revenue-growth-with-win-loss-analysis/ Last updated: 2025-08-04T14:44:19.000Z Ever wondered why some deals slip through your fingers, even when your [pipeline](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/) looks healthy? Hi, I’m **Andrew Peterson**, **Co-Founder** and **CEO** of **Clozd**. Over the years, I’ve helped hundreds of B2B companies uncover the hidden reasons behind their sales wins and losses. The truth is, having a robust pipeline is only half the battle. The real challenge – and opportunity – is improving your [win rate](https://www.revenueoperationsalliance.com/9-expert-strategies-to-double-your-sales-teams-win-rate/). So in this article, I’ll share why focusing on win-loss analysis can be the game-changing [strategy your revenue operations team needs](https://www.revenueoperationsalliance.com/proactive-vs-reactive-revenue-operations-strategy/). You’ll learn how diving deep into why you win or lose deals unlocks insights that help you close more business, improve product-market fit, sharpen messaging, and ultimately fuel sustainable revenue growth. Let’s get started. ## **Why win-loss analysis matters for revenue growth** When I talk to sales leaders, I often hear the same thing: **pipeline generation is king.** And don’t get me wrong – generating pipeline is crucial. But pipeline is only half the story. The other side of the coin, just as important, is win rate – how well you convert that pipeline into actual deals. If you focus too much on just getting more pipeline, you might miss a huge opportunity right in front of you: improving how you win with the pipeline you already have. Moving your win rate even a little bit can offset a big shortfall in pipeline. It’s just math at the end of the day, a small boost in win rate can translate into significantly better [sales outcomes](https://www.revenueoperationsalliance.com/the-evolution-of-b2b-sales-new-digital-era/). But here’s the catch, win rate isn’t a number you brute force by just dialing more phone calls or sending more emails. It’s a number you have to understand deeply and analyze strategically. That’s where **win-loss analysis** comes in. It’s a tool that lets you uncover the real reasons why deals are won or lost, so you can make the right moves as a company. This requires [cross-functional collaboration](https://www.revenueoperationsalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/): working with product teams to address gaps, marketing teams to sharpen messaging, and sales to improve execution. And you need accurate, honest buyer feedback to make smart decisions. [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-235.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--46--3.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) ## **The win-loss analysis mindset** Let me give you an analogy I love. Think about two athletes: Kobe Bryant, a legendary NBA champion, and Kyler Murray, a rising NFL star. Kobe was obsessive about film study. He constantly went back, reviewing every win and loss, asking himself, *why*? This relentless analysis helped him improve and dominate the game, winning five championships and boasting a 64% playoff win rate. Kyler Murray, on the other hand, famously said he didn’t like watching film. He believed he was gifted enough to “see it before it happens” and didn’t need to kill himself watching past games. Despite signing a massive contract, he hasn’t won a playoff game yet. Now, think about your company’s approach to win-loss analysis. Are you a Kobe, obsessively digging into every deal to learn and improve? Or a Kyler, assuming you already know why you win or lose, and moving on without deep analysis? I’m here to tell you that the Kobe approach is what drives consistent revenue growth. Win-loss analysis is your film study, your secret weapon to understanding your [sales performance](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) and making better decisions. [9 expert strategies to double your sales team’s win rateDiscover a CEO and Founder’s 9 proven strategies to double win rates, boost sales performance, and drive real revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-236.png)Revenue Operations AllianceTom Lavery![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---9-expert-strategies-to-double-your-sales-team-s-win-rate-1.png)](https://www.revenueoperationsalliance.com/9-expert-strategies-to-double-your-sales-teams-win-rate/) _This post is for paying subscribers only._ ### What it really takes to build a high-performing revenue engine URL: https://www.revenueoperationsalliance.com/what-it-really-takes-to-build-a-high-performing-revenue-engine/ Last updated: 2025-08-05T06:54:09.000Z What does it *really* take to build a revenue engine that scales? It’s one of those questions that seems simple – until you’re in the thick of it. And if you work in RevOps, chances are you’re there right now: juggling [strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) and execution, people and process, tooling and transformation – all while trying to make revenue more predictable and [customer experiences](https://www.revenueoperationsalliance.com/how-customer-journey-testing-can-improve-your-cx/) more seamless. It’s *a lot*. Before co-founding Tango, I started out in [venture capital](https://www.revenueoperationsalliance.com/cros-guide-to-raising-capital-attracting-investors/). In VC, you get this high-altitude view of the business world. You see all the macro trends, you get to think about market shifts, big opportunities, and how to create value. But what you don’t get is an appreciation for the nitty-gritty operational grind it takes to actually *do* the thing – to build something meaningful, to generate revenue, to serve customers. Turns out, building a company means building a revenue engine and aligning every piece around delivering real value to your customers. The faster you learn that lesson, the better off you are, so let’s dive straight in! ## **Keep it simple, seriously** One of the earliest and most important lessons? Keep it simple. *Seriously*. We leaned on the KISS principle – "keep it simple, stupid" – from day one. When you’re setting up a revenue motion, it can feel like there are a million shiny tools and ideas pulling you in every direction. You want to dive into this metric or adopt that platform. But if you’re not careful, complexity creeps in. Then it compounds. Suddenly, you’re drowning in systems and processes no one understands. So what did we do instead? We made the **customer journey** our anchor. Every process, system, even our headcount – we mapped it back to the [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/). Where is the customer in their journey? What do they need? What are we doing to help them get value faster? And just as importantly, we built in space for continuous learning. In the early days, we carved out time to ask better questions: - Why *didn’t* we hit our booking targets this week? - What was different? - What are we hearing in onboarding? These moments of curiosity let us catch problems early and get smarter over time. You won’t get a second chance to learn like this once you start scaling. So don’t skip it. [RevOps, Enablement, & Accountability, with Keenan \[Video\]Keenan joins our host Sandy Robinson to discuss the relationship between Ops and enablement, what makes a sales process great, frontline manager accountability, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-230.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-15-2.png)](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/) ## **Impact players > box checkers** One of the frameworks we use internally is "impact players vs. typical contributors." It shows up in performance reviews, feedback conversations, and growth discussions. Here’s the difference: typical contributors wait to be told what to do. They do what’s on the job description. They play it safe. **Impact players take agency**. They find the problems no one else is talking about. They make their boss’s job easier. They drive results that move the business forward. That mindset is non-negotiable for us at Tango. Since you work in RevOps, I’d argue it has to be non-negotiable for you too. Why? Because this role doesn’t come with a clean playbook. Most people don’t fully understand RevOps. You’re often the first one in the role. You’re starting up processes from scratch, and you’re doing it while keeping everything running. It’s not about checking boxes. It’s about solving problems that matter, and that takes **initiative**, not just execution. ## **The blessing (and curse) of revops** I have so much respect for RevOps professionals because the job demands this rare combo of high-level strategy and deep-in-the-weeds execution. You need to be able to see the big picture – what’s changing in the market, how your go-to-market motion needs to evolve, what risks and opportunities are out there. But you also need to roll up your sleeves and fix a pipeline issue, rebuild a workflow, or clean up dirty data. You don’t get the luxury of choosing one or the other. RevOps *is* both. Done well, this is a leadership role. Whether or not you have the title, you’re shaping how your company grows revenue, which means you're in one of the most influential seats at the table. [How CROs are driving 95% forecasting accuracy with AIJoin us for a live session that’ll reveal why simply bolting AI onto broken revenue systems is a recipe for failure.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-231.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/DO-NOT-OVERRIDE-PMA_Webinar_Meta_Template_--9-.png)](https://www.revenueoperationsalliance.com/forecasting-accuracy-with-ai/) ## **AI is here. Learning is no longer optional** The other side of the job? Keeping up with the tools. You can’t wait for a conference or a quarterly vendor email to learn what’s out there anymore. That playbook’s dead. The [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) is evolving too fast, and you need to be curious *now*. You need to understand what’s possible. Not everything will be relevant today, but it might be tomorrow. Take demos. Ask better questions. Build a mental model of your stack. Don’t just ask if a tool integrates – ask *how*. What does the integration *actually* do? What does it push into your CRM? What will your reps have to learn? We talk to RevOps folks all the time who say, "We’re just here to learn." And that’s the right approach. You don’t need to chase every trend. But you do need to know what’s coming so you can be ready when it matters. ## **Your biggest obstacle** One of the biggest mistakes I see? Spreading your source of truth across too many tools. If your reps are logging insights in Gong, but your CRM doesn’t reflect them, you’re in trouble. If you’re doing core forecasting work in Clari, but your finance team lives in Salesforce, you’ve created silos. [Your CRM](https://www.revenueoperationsalliance.com/the-secret-to-retaining-your-customers-lifecycle-marketing-crm/) should remain the single source of truth. Every customer interaction. Every data point. Every insight.And if a new tool makes that harder? Think twice before adopting it. Yes, integrations exist, but most aren’t fully bi-directional. Some require ongoing dev support. Some create user behavior changes that add friction. All of that creates more work for RevOps. Choose tools that *support* your CRM, not ones that require you to work around it. [What a GTM Engineer ISN’TMatteo, Guillaume, and Emre explain the origins of GTM Engineering, what the role is, and more importantly, what it isn’t.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-234.png)Revenue Operations AllianceMatteo Tittarelli![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-5-2.png)](https://www.revenueoperationsalliance.com/what-a-gtm-engineer-isnt/) ## **What we're building with Tango** This problem is part of what inspired us to build Tango. Let’s face it: RevOps wasn’t designed to spend half their time as CRM tech support, but here we are. You’re managing requests, updating workflows, creating validation rules, and trying to support a growing sales team with limited resources. Tango acts like your AI-powered CRM admin. It automates updates, enforces pipeline rules, and removes manual data entry – all through a browser extension. No code. No dev time. No behavior change. It’s not replacing RevOps. It’s freeing you up to *be* RevOps again. When we say it’s no-code, we mean it. You don’t need to build flows. You don’t need to learn syntax. You just drop in the process you want, and Tango helps make it happen – in the systems your team already uses. That’s the future we believe in: automation that works *with* your stack, not around it. [Why more RevOps tools won’t solve your problems \[Video\]The Founder of RevOnyx discusses how piling tools onto your revenue tech stack won’t solve your revenue operations problems. Watch now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-233.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Sally---Guest--5-.png)](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-video/) ## **How to make your case for budget (without whining)** If you're in RevOps and need budget for a tool or a headcount, here's the playbook I recommend: 1. Start with the problem. 2. Show the cost of doing nothing. 3. Offer two or three solutions (including the one you recommend). 4. Tie your pitch to a company goal or leadership priority. Don't show up saying, "We need a tool." Show up saying, "We have a bottleneck that's stopping us from hitting X. If we fix it, we get Y. Here's what it'll take." [Hiring](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) is expensive. It's slow. It requires onboarding and ongoing overhead. But a well-positioned tool with clear ROI? Much easier to get across the line. ## **Final thoughts** If I can leave you with one thing, it’s this: stay curious. AI isn’t a trend – it’s a platform shift. And the RevOps role is evolving fast. That’s exciting, but it also means you can’t afford to sit still. Stay plugged into the community, and learn from your peers. You don’t need to reinvent the wheel every time. You just need to stay in the game. The revenue engine you build today will look very different in a year. But if you stay focused on the customer, keep things simple, and never stop learning, you’ll always be ahead of the curve. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/05/Insider.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ### How AI is changing the RevOps landscape, with SK Ramakuru & Chris Hunter [Video] URL: https://www.revenueoperationsalliance.com/how-ai-is-changing-the-revops-landscape-with-sk-ramakuru-chris-hunter-video/ Last updated: 2025-06-18T12:30:41.000Z --- ## More resources: [RevOps, Enablement, & Accountability, with Keenan \[Video\]Keenan joins our host Sandy Robinson to discuss the relationship between Ops and enablement, what makes a sales process great, frontline manager accountability, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-229.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-15-1.png)](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/) ### Chief Revenue Officer Amsterdam, May 2025 URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-amsterdam-may-2025-2/ Last updated: 2025-05-22T15:31:12.000Z Catch up on every session from Chief Revenue Officer Amsterdam with sessions from the likes of Just Eat Takeaway.com, Trustpilot and more. _This post is for paying subscribers only._ ### Shift gears, not resources: The CRO's guide to partner-led growth URL: https://www.revenueoperationsalliance.com/partner-led-growth/ Last updated: 2025-06-20T12:27:54.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** June 19, 2025 **Time:** 5:00pm BST **Location:** Online [Watch OnDemand](https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-san-francisco-2024-ondemand/?wchannelid=qu976rsfyb&wmediaid=c1y52zm6bh) Studies consistently show that strong partner programs significantly accelerate customer acquisition. But are you maximizing your sales engine by leveraging the power of partnerships? --- ### This session dives deep into the strategic shift to a partner-led sales model and how you can: - Craft a winning partner strategy - Empower your partner network - Drive seamless collaboration - Measure and optimize your partner program --- ### Meet the speaker: [Angelique Kamara](https://www.linkedin.com/in/angeliquekamara/), Director of Corporate Business Development at [Intuit](https://www.linkedin.com/company/intuit/) Angelique Kamara is a dynamic Partnerships, Business Development, and Go-to-Market executive with over 15 years of experience driving growth at the intersection of community, commerce, and innovation. Her career spans both startups and global tech giants, including PayPal and Facebook, where she built and scaled impactful partnerships and led cross-functional teams to deliver business-critical outcomes. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/05/image-1.png) ### 9 expert strategies to double your sales team’s win rate URL: https://www.revenueoperationsalliance.com/9-expert-strategies-to-double-your-sales-teams-win-rate/ Last updated: 2025-08-05T06:36:06.000Z [Sales teams](https://www.revenueoperationsalliance.com/culture-shift-unlocking-your-sales-teams-full-potential/) today are being asked to do more with less. Budgets are tighter, sales cycles are longer, and expectations are higher. That pressure isn't going away. So, since you’re reading this, you probably work in revenue operations, and you're probably already thinking ahead to how to squeeze more results from the same resources in 2025. At Jiminny, we managed to double our win rate without increasing our [pipeline](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/). We didn't throw more leads into the top of the funnel. We didn't hire twice as many reps. We looked inward – at the conversations we were already having, the tools we were already using, and how we coached and developed our team. Let’s dive into the top nine strategies we used, so you can do the same. ## **1\. Mastering call performance by breaking it down** The first thing we did was look at how we coached calls. Not just "are reps having good conversations?" but *really* breaking it down into three key areas: 1. **Talk tracks** 2. **Call structure** 3. **Methodology** Let’s start with **talk tracks**. If your product team is putting all this investment into a new feature, are you actually coaching your reps on how to explain that feature clearly, in a value-led way? We treated each feature like its own training unit. We measured how well reps were talking about it, not just whether they mentioned it. That made a huge difference. Then there’s **structure**. A good call, like a good story, has a beginning, a middle, and an end. But a lot of sales conversations are all over the place. We started coaching on how to run a conversation properly – not just what reps said, but how they structured it. Did they open strong? Did they close with clear next steps? Were they controlling the flow? Finally, we layered in **methodology**. Whatever you use – MEDDIC, BANT, or something custom – you need to apply it consistently to manage your deals. But don't confuse methodology with call structure. One CRO told me they were using MEDDIC as their call framework. That’s not what it’s for. It’s a deal management approach, not a guide for how to run the call itself. Breaking call performance into these parts helped us train and measure more effectively. And more importantly, it gave our team clarity. [RevOps, Enablement, & Accountability, with Keenan \[Video\]Keenan joins our host Sandy Robinson to discuss the relationship between Ops and enablement, what makes a sales process great, frontline manager accountability, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-222.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-15.png)](https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/) ## **2\. Scoring calls to define what good looks like** Once we had those building blocks, we started scoring calls. This doesn’t have to be automated. You can start small. But if you’re not scoring calls in some way, you’re flying blind. You have no way of knowing what “best-in-class” looks like inside your org. For us, it wasn’t about quantity. We weren’t trying to listen to every call. It was about quality. We picked the calls that mattered most and built a system to track and improve those. And yes, we used [AI](https://www.revenueoperationsalliance.com/tag/ai/). But here’s the thing – AI doesn’t mean anything if you don’t act on the data. If the insights don’t lead to better coaching, you’re just collecting vanity metrics. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-223.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_training_development-1.jpg)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) _This post is for paying subscribers only._ ### RevOps, Enablement, & Accountability, with Keenan [Video] URL: https://www.revenueoperationsalliance.com/revops-enablement-accountability-with-keenan-video/ Last updated: 2025-06-18T13:04:27.000Z ## More resources [Adaptability & relationship-building in RevOps, with Ali Spinelli \[Video\]Ali Spinelli joins our host Sandy Robinson to discuss the importance of adaptability and relationship-building in RevOps, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-218.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-13.png)](https://www.revenueoperationsalliance.com/adaptability-relationship-building-in-revops-with-ali-spinelli-video/) ### How CROs are driving 95% forecasting accuracy with AI URL: https://www.revenueoperationsalliance.com/forecasting-accuracy-with-ai/ Last updated: 2025-08-05T06:36:28.000Z Are you a revenue leader facing the relentless pressure to hit ambitious growth targets amidst data chaos and unreliable forecasts? You're not alone. In this live session, you'll discover the power of a unified approach to sales execution and learn how today's top Chief Revenue Officers (CROs) are achieving unprecedented forecasting accuracy (over 95%) while streamlining their operations. [On Demand](https://pmmalliance.ondemand.goldcast.io/on-demand/802247cd-e591-4b41-93d6-2e17456650ec) ### Insights you'll walk away with: - **Revenue context is the missing link:** Understand why AI alone isn't enough and how connected data fuels accurate forecasting. - **Execution, not just insights, is what matters:** Learn to orchestrate your revenue engine for true accountability across all teams. - **A new model for predictable growth:** Discover the AI-powered framework for 95%+ forecast accuracy without adding headcount. ### With solutions on: - Inaccurate forecasts & surprise misses - Gain real-time pipeline visibility and eliminate surprise misses. - Disconnected tech & siloed data - Break down data silos and create a single source of truth. - Lack of accountability across GTM teams - Implement clear processes for proactive execution across all teams. Hosted by: **John Queally, Sr. Director Revenue Operations, Clari** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/05/1709846360595.jpeg) John is Senior Director of Revenue Operations at Clari, with 10+ years in financial services and tech. He’s held key roles at American Express, JPMorgan, and Qualtrics. At Clari, he shapes foundational strategy and champions RevOps as the engine of scalable growth. A 2024 RevOps Award winner, John is passionate about turning RevOps into a driver of proactive, data-driven strategy. He holds a BBA in IT Management and a Master’s in Business Analytics from Notre Dame. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/clari-logo-sm-removebg-preview.png) ### Chief Revenue Officer Summit Silicon Valley, April 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-silicon-valley-april-2025-ondemand/ Last updated: 2025-05-13T14:50:42.000Z Catch up on every session from Chief Revenue Officer Summit Silicon Valley, including talks from Hewlett Packard Enterprises, Process Street, Time Doctor and Aptum. _This post is for paying subscribers only._ ### Why CROs need complexity to maximize impact, with Joshua Trott [Video] URL: https://www.revenueoperationsalliance.com/why-cros-need-complexity-to-maximize-impact-with-joshua-trott-video/ Last updated: 2025-06-18T11:11:58.000Z --- ## More resources [Defining the Chief Revenue Officer role, with Nicholas Ghitti \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Nicholas Ghitti, Chief Revenue Officer at Native Teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-217.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Warren---Guest-5-1.png)](https://www.revenueoperationsalliance.com/defining-the-chief-revenue-officer-role-with-nicholas-ghitti-video/) ### GTM engineering: Growth playbook of the future URL: https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/ Last updated: 2025-08-05T06:28:15.000Z > **TL;DR:* GTM engineering scales your go-to-market like code – automated, personalized, and always on.* > *In 2025, APIs + no-code + AI make this possible in a way it wasn’t even 12 months ago.* Growth used to mean hiring your way through the funnel – more sales reps, more marketers, more engineers. But piling on headcount doesn’t scale the way it used to. The more people you add, the more coordination overhead you create. But what if growth wasn’t a headcount problem at all? What if it were an **engineering problem**? Take [Snyk](https://snyk.io/), for example – they didn’t scale to a $6-7 billion valuation by throwing bodies at the problem. They found the right motion early on and [scaled it through systems](https://www.unusual.vc/post/how-snyk-found-product-market-fit-guy-podjarny-on-building-a-dev-centric-security-company), not headcount. This is the systems-first mindset at the heart of **GTM engineering** and how it solves this exact problem. [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-203.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles-3.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) ## The default way of running growth teams In traditional setups, driving growth was a team sport. You’d have a *full-stack growth team* with marketers, sales reps, data analysts, maybe a growth PM and an engineer, all juggling different pieces of the funnel. There are different ways growth teams are structured, but below is how a product growth team might be structured: 1. **Growth PM:** Prioritizes experiments, manages the growth roadmap, and aligns team efforts 2. **Growth marketer:** Crafts campaigns, manages channels, runs A/B tests, and optimizes messaging. 3. **Engineer:** Builds the tooling, landing pages, and integrations needed for growth experiments. 4. **Data analyst:** Pulls insights from product and marketing data, informs decisions, and measures impact. 5. **Sales rep:** Conducts outbound outreach, follows up on leads, and runs discovery calls. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/1745610987284.png) We've built growth teams and engines repeatedly for our partners at [Alt Ventures](https://www.linkedin.com/company/altventurespk/). It worked, and it still does for many, but things are changing, and there's a problem with the above approach: **It's built around individual effort rather than scalable systems.** ## What exactly is "GTM engineering"? Think of it as the love child of a growth marketer and a software engineer. Similar to software engineering, GTM engineering takes a systematic approach to designing, developing, testing, and maintaining GTM systems. This could be designing automations, workflows, or data orchestration between different components of the GTM tech stack. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/1745575362646.png) The GTM engineering role includes all roles typically done by different individuals in a growth team. In plain English, GTM (Go-To-Market) engineering means applying an engineer’s mindset to sales and marketing, instead of siloed teams manually grinding out tasks. GTM Engineering's core capabilities include: - Custom data sourcing & enrichment - AI prompt engineering - Automating manual processes - Building workflows between disparate tooling - Using SynthAI and GenAI to automate manual research (for sales reps) - Content at scale (such as personalized emails or even videos) Here's how the old way of growth compares to the GTM Engineering way in a sales context: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/1745583664490.png) The old way vs the GTM engineering way in a sales context. GTM isn’t one-size-fits-all. If you’re B2C, you’re chasing users. If you’re B2B or enterprise, it’s all about deals and pipeline. Account-based marketing is still one of the best plays in B2B, but scaling it by hand is slow and painful. GTM Engineering makes these motions actually scale, whether you’re running PLG, ABM, or anything in between — automating the research, enrichment, and personalized outreach that would normally take a whole team. [10 account-based marketing email examples to level up your campaignBoost your ABM strategy with 10 proven email templates to engage high-value prospects and convert leads into loyal customers![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-204.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---10-account-based-marketing-email-examples-to-level-up-your-campaign--1--1.png)](https://www.revenueoperationsalliance.com/tools/10-account-based-marketing-email-examples-to-level-up-your-campaign/) ## The GTM Engineering Principles What really sets GTM Engineers apart is **how they approach growth problems,** all while the fundamentals of growth stay the same. Just as a software engineer writes code once and lets it run millions of times, a GTM engineer designs growth processes that can execute 24/7, without hand-holding. **Key elements of GTM engineering include:** - **Personalization at scale:** “Automation” doesn’t mean blasting generic spam. A GTM engineer uses data and AI to keep the human touch. The outreach and campaigns coming out feel hand-crafted for each recipient. - **Engineer’s mindset for growth:** Design repeatable processes for acquiring and converting customers, similar to how engineers design scalable apps. It’s all about *architecture*. - **Automation at every step:** Whenever there’s a manual task slowing things down, find a way to automate it. Data entry, lead qualification, email sending – you name it, use tools or scripts so it happens automatically in the background. - **Continuous improvement:** Just like any good engineer, measure everything. Track how the automated workflows perform – open rates, response rates, conversion rates down the funnel – and iterate. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/1745580235659.png) The GTM engineering growth loop: Fundamentals stay the same. ## Real-World GTM engineering playbooks Let’s peek into what **GTM Engineering** means in the real world. It’s not about any single magic tool; it’s about the *mix* and how they’re wired together. Here are a few real-world combos GTM engineers are using to drive growth: ### 1\. Social listening + outreach automation: **Problem:** Sales teams manually monitor social media platforms to identify potential leads, a process that is time-consuming and prone to missed opportunities. **Tools Used:** Social Listening Platforms (e.g., Brandwatch, Sprout Social) & Automation Tools (e.g., Zapier, HubSpot) & Cursor **How It Works:** 1. Social listening tools monitor social platforms for keywords or phrases indicating potential interest in a product or service. 2. When such a mention is detected, it gathers relevant information about the person who posted it. 3. Trigger a personalized outreach email to the prospect, referencing their specific comment and any publicly available data about them. 4. Email is written based on the above context + your learnings database on what kind of emails got a reply and what didn’t. ### 2\. Voice AI + content writing automation: **Problem:** Getting what’s in your head onto paper takes too long, with too much explaining, too many briefs, and drafts that still miss your tone and structure. **Tools Used:** [Alt Voice](https://www.linkedin.com/company/altvoice/) & Cursor **How It Works:** 1. Have a natural conversation with an AI voice bot, like [**Alt Voice**](https://interviews.altvoice.ai/)**,** to give it context on what you are thinking. 2. Transcribe responses and analyze content for key themes. 3. Cursor uses your interview transcript and does GPT Deep Research on the subject. 4. Cursor then uses your previously written articles as a reference and understands your natural tone. 5. The system takes those learnings and drafts a full article, ready for review and light polishing. I actually used this exact process to help draft this article. The bot captured the key points, understood my usual tone and flow, and gave me a first draft that felt was 90% there – all I did was tweak, refine, and add my own final touches. This ***isn’t fantasy***; this is the kind of scalable system GTM engineers create. And the best part: it keeps running whether you’re asleep, on vacation, or focusing on strategy. [RevOps Architect vs. GTM Engineer: Redefining technical revenue leadershipSpencer Tahil dives into the differences between RevOps Architects and GTM Engineers, and why the real value comes from making a major mindset shift.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-205.png)Revenue Operations AllianceSpencer Tahil![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---To-buy-or-build-Making-the-right-business-software-decisions-2.png)](https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/) ## The Rise of GTM engineering as a role Companies are realizing you can’t hire your way to hyper-growth. Adding headcount yields diminishing returns. The smart play is to **build systems that multiply output**. If one engineer can automate what ten people used to do, that’s a game-changer for a lean team. There’s also a **tech explosion making this possible**. Thanks to APIs, no-code tools, and AI, a growth marketer today can accomplish tasks that once required whole departments. **GTM engineering is riding that wave**, turning growth ideas into automated workflows overnight. The term took off thanks to [**Clay**](http://clay.com/), a startup that collapsed its sales and ops roles into a single *GTM engineer* position. But you don’t need to work at Clay to use this idea. ## How to start today The basics are simple: build small workflows, learn to prompt well, and connect the dots between your tools. But like any craft, it takes practice (and a few failed automations) to get really good at it. If you want to start playing with this today, here’s where I’d recommend: - [**Clay University**](https://www.clay.com/university) – the building blocks of automation and enrichment. - [**OpenAI Prompt Engineering Guide**](https://platform.openai.com/docs/guides/prompt-engineering) – because good prompting is half the game. - [**Anthropic Prompt Generator**](https://console.anthropic.com/login?selectAccount=true&returnTo=%2Fdashboard%3F) – get AI to write smarter prompts for you. - [**GTM engineering Interview Bot**](https://app.altvoice.ai/agent/6d440f3e-04ac-4e28-b2b4-99c9d43b6a2a) – practice the skills and polish your thinking. We’ve been building these kinds of growth systems & engines, even before AI made it cool. If you’re thinking about how to bring this into your org or just want to discuss ideas, feel free to reach out. Cheers! --- [*Uzair*](https://www.linkedin.com/in/uzairshah32/) *first shared this post on LinkedIn* [*here*](https://www.linkedin.com/pulse/gtm-engineering-growth-playbook-future-uzair-shah-krgjf/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-roa-4.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### Why RevOps should own the GTM model: A step-by-step guide to building it right URL: https://www.revenueoperationsalliance.com/why-revops-should-own-the-gtm-model-a-step-by-step-guide-to-building-it-right/ Last updated: 2025-08-04T15:08:43.000Z Have you ever wondered who truly owns the [go-to-market](https://www.revenueoperationsalliance.com/revops-meets-enablement-building-gtm-strategies/) (GTM) model in your organization? Is it Sales? Marketing? Or could it be RevOps? This question became the center of my focus when I joined **Pinpoint**, a growing SaaS startup, as **VP of Strategy and RevOps**. With hundreds of competitors in our space, getting our GTM model right wasn’t just important – it was essential. But the bigger question was: *Who should own it?* The answer, for me, was simple: **RevOps**. Here's why, and how we built the model from scratch, aligning teams and [using data to drive growth](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/). Along the way, I'll walk you through the practical steps we've taken, the tools we use, and the lessons learned from our successes and failures. Let’s explore how RevOps can not only own the GTM model but also use it to create alignment across teams and drive sustainable growth. ## **The role of RevOps in SaaS and go-to-market models** A go-to-market model is essentially the blueprint for how a company generates and manages revenue. In [SaaS](https://www.revenueoperationsalliance.com/thriving-as-a-chief-revenue-officer-in-the-saas-industry/), it’s especially critical, as our revenue is often tied to subscriptions, renewals, and upsells. It’s a living, breathing document that tracks the health of the business, often across multiple teams, each with their own perspective on what the numbers mean. Now, what does the GTM model look like? It’s not just about top-level revenue goals. It’s about understanding the “how” of those numbers – what activities and tactics we’ll use to hit them. In many organizations, this could live in a massive Excel spreadsheet, or more commonly, it might be a shared tool among the finance team, marketing, and sales. But there's a better way, and it starts with **RevOps taking ownership**. Why? Because RevOps sits at the intersection of every team involved in generating revenue. We're tasked with knowing the revenue cycle inside and out, without bias. That means we’re in a unique position to look at things objectively and ensure all the teams are pulling in the same direction. We can build a model that considers all the risks, all the angles, and truly drives alignment. In a startup environment, where resources are tight and growth is essential, it’s even more crucial that RevOps owns the GTM model. [Keys to building the revenue engine, with Dan Giovacchini \[Video\]Dan Giovacchini joins our host Sandy Robinson to discuss building a revenue engine, AI in RevOps, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-214.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-14.png)](https://www.revenueoperationsalliance.com/keys-to-building-the-revenue-engine-with-dan-giovacchini-video/) ## **Setting the foundation for a successful RevOps-driven GTM model** Once we knew that RevOps should own the GTM model, the next step was figuring out **how to set the foundation**. Here’s where it gets a little tricky, but it’s also where the magic happens. ### **Understanding business metrics** The first thing I did was take a deep dive into the [metrics](https://www.revenueoperationsalliance.com/why-are-metrics-important-in-revops-video/). I can't stress enough how critical this is for building a sustainable GTM model. You need to understand not just the top-level goals, but also the nitty-gritty metrics that feed into them. Think about things like **ARR vs. CAR (Committed ARR)**, churn rates, upsell potential, and more. For example, ARR (Annual Recurring Revenue) is often based on contract start dates, but CAR takes into account the revenue we’ve actually committed to today. It's a leading indicator of where the business is going. And it’s these kinds of distinctions that make a difference when building a GTM model that’s future-proof. At Pinpoint, we started by defining the business’s North Star metrics. These would become the foundation for everything else we did. From there, we could break down all the dimensions that influence these metrics – like deal size, geographic location, and sales cycle length. We also had to get our data governance in order. You can’t build a solid model without clean, consistent data. We spent a lot of time setting up our **business data dictionary**, which, if you don't have one already, I highly recommend it. It’s the key to ensuring all your teams (Sales, Marketing, CS, and even Finance) are using the same language when discussing metrics. [How to lead change at scale: Google’s framework for RevOps change managementWho wants change? Probably everyone reading this. But who actually wants to lead change? That takes guts.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-213.png)Revenue Operations AllianceRohit Angle![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-lead-change-at-scale-Google-s-framework-for-RevOps-change-management-1.png)](https://www.revenueoperationsalliance.com/how-to-lead-change-at-scale-googles-framework-for-revops-change-management/) _This post is for paying subscribers only._ ### Why the CRO role is still misunderstood (and what we can do about it) URL: https://www.revenueoperationsalliance.com/why-the-cro-role-is-still-misunderstood-and-what-we-can-do-about-it/ Last updated: 2025-08-04T14:48:39.000Z When you hear "Chief Revenue Officer" (CRO), what's the first thing that comes to mind? If you’re thinking of someone solely in charge of sales, you wouldn’t be alone. But here’s the thing: there’s *so* much more to the [CRO role](https://www.revenueoperationsalliance.com/tag/cro/) than just driving sales. I’m **Grainne Maycock**, **Chief Revenue Officer** at **Acolad Group**. In my role, I get to work across functions, across countries and cultures, and across a lot of complexity – and I love it. But one thing I’ve found consistently, regardless of geography or company size, is this: the CRO role is *often* misunderstood. So in this article, I’m going to aim to add some clarity around the CRO role. I’ll explain how it goes beyond sales, encompassing everything from what you sell, the technical and services solutions that you select for [market optimization](https://www.revenueoperationsalliance.com/leveraging-revops-for-true-success-measurement/), to your marketing and positioning strategy. I’ll share my journey, offer insights on collaborating with other C-suite leaders, and discuss how the role continues to adapt. So, whether you’re building the engine, supporting the CRO, or aspiring to be one yourself, I hope this gives you a useful perspective. Let’s dive in! ## **Understanding the true scope of the CRO role** Let’s start with a simple but important point: a CRO is not the same as a Chief Sales Officer. As a CRO, I’m responsible for everything from solution ideation to pre-sales, marketing, pricing and positioning to revenue operations, sales excellence, and even managing our company’s Sales Academy. But it doesn’t stop there – my role also involves guiding strategic decisions about what we sell, who we sell to, and how we sell it. It’s all about understanding market conditions and how we evolve our offerings accordingly. It’s also a deeply cross-functional role. I work closely with our CTO, operations, and field teams to deliver a [seamless customer experience](https://www.revenueoperationsalliance.com/how-customer-journey-testing-can-improve-your-cx/). This way, I’m thinking not just about today, but about tomorrow, which is key, especially in a time where AI is changing the landscape fast. But quite simply, when you take on a CRO role, you’re not just driving revenue. You’re helping shape the company’s strategic direction. [From CRO to founder: 7 key lessons in leadership and growthDiscover how Alex Schaefer transitioned from CRO to founder, sharing lessons on leadership, growth, and building meaningful relationships.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-206.png)Revenue Operations AllianceAlex Schaefer![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---From-CRO-to-founder-7-key-lessons-in-leadership-and-growth-RevOps-C-Suite-1-1.png)](https://www.revenueoperationsalliance.com/from-cro-to-founder-7-key-lessons-in-leadership-and-growth/) ## **The right time to hire a CRO** I often get asked: When is the right time for a company to hire a CRO? In my view, the timing is crucial, you can be too early or too late. If you're too early, what you really need is more sales. You need to hire great sellers, understand your markets, and grow your recurring revenue. That’s a sales-focused problem, not a CRO one. But when you're entering a fast-growth or evolving industry landscape, that’s when a CRO can really make a difference. You need alignment of offerings, removal of tech debt, integration of teams, and a customer-centric approach across everything. That’s more than just sales. That’s about building an engine that’s predictable, scalable, and ready for complexity. [Navigating the CRO to CEO career path, with Michael Reid \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Michael Reid to discuss making the move from CRO to CEO, the characteristics of a great Chief Revenue Officer, deconstructed CRO models, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-207.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_Podcast_GuestSpeaker_Meta_-2-1.png)](https://www.revenueoperationsalliance.com/navigating-the-cro-to-ceo-career-path-with-michael-reid-video/) ## **Why the role is still misunderstood** Despite the importance of the CRO role, I still see it being misunderstood. Sales is only one part of what a CRO should own. The CRO is responsible for removing blockers to revenue. That means working across [data](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/), [technology](https://www.revenueoperationsalliance.com/the-revops-pentagon/), org design, pre-sales, [marketing](https://www.revenueoperationsalliance.com/what-is-marketing-operations/), positioning – the works. Companies sometimes struggle with where these responsibilities sit. But the more clearly the CRO’s role is understood, the more effective the whole revenue engine can be. I was lucky. My CEO and board understood what a true CRO brings to the table. I didn’t have to convince anyone. But I know that’s not always the case. That’s why it’s so important to educate organizations on the full scope of the CRO role. Once everyone understands the true value of this position, it becomes much easier to work towards common goals. [A CRO’s perspective: What today’s RevOps teams need to knowDiscover what a CRO wants from RevOps in 2024\. Get insider tips on metrics, relationships, and data-driven strategies to drive revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-209.png)Revenue Operations AllianceJavier Molina![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/What-today-s-RevOps-teams-need-to-know--CRO-1-3.png)](https://www.revenueoperationsalliance.com/cros-perspective-what-todays-revops-teams-need-to-know/) ## **The ideal CRO profile** A lot of CROs come from a sales background – and that’s not a bad thing. You need that passion for revenue and experience in growing sales regions. But it’s not enough. A great CRO needs to have a well-rounded skill set, one that includes a deep understanding of the market, the ability to collaborate with various departments (especially technology and finance), and a strategic vision for growth. You also need to understand technology and how it supports your GTM strategy. You need to be able to speak your CFO’s language and understand financial levers like pricing, profitability, and EBITDA (earnings before interest, taxes, depreciation, and amortization). You need to align closely with your CEO and other C-suite leaders, and most of all, you need to have a customer-centric view of the market. In short, the ideal CRO is someone who can look at the bigger picture and understand all the ingredients that go into creating a successful [revenue engine](https://www.revenueoperationsalliance.com/keys-to-building-the-revenue-engine-with-dan-giovacchini-video/). This isn’t a hero role. It’s a **vision**\-**execution**\-**alignment** role. You’re there to help the company build the future. We all have a shared goal: driving growth. By working together, we can ensure that our efforts are aligned, and we can remove any barriers that might prevent us from reaching our objectives. [A CRO’s guide to partner-led growthVP of Partnerships at Attentive explains why Chief Revenue Officers should care about partner-led growth and how to implement one strategically.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-210.png)Revenue Operations AllianceAngelique Kamara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---CRO-guide-to-partner-led-growth-2.png)](https://www.revenueoperationsalliance.com/cro-guide-to-partner-led-growth/) ## **How the CRO role evolves as the company grows** As companies scale, demands change, and the role of the CRO evolves. When you’re in the early stages of growth, the focus is on building systems and processes that will help the company achieve its revenue goals. But as the company matures, the role of the CRO becomes more about optimizing those systems and ensuring that revenue generation is predictable, efficient, and sustainable, rather than focusing on transformation. The strategy of the business dictates what’s next. Whether it’s expansion, exit, or entering new markets, the CRO role flexes to support that vision. You also can’t talk about evolving and the future of revenue without talking about AI. From pipeline analysis to forecasting to sales enablement, [AI](https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/) is already changing how we work. It’s about doing more with less, identifying patterns faster, and unlocking efficiencies. But it’s not just about AI in the CRO role – AI is reshaping every function we touch, and that means the CRO needs to care deeply about technology. Not just the hype, but the practical application. What’s real, what drives impact, and what talent do we need to make it work? We also need to think about how AI changes who we hire. What’s the skill profile of a future sales leader? A future RevOps pro? These are questions I’m already asking. You need to ensure that your team is not only equipped with the right skills but also aligned with the company’s long-term vision. [From sales leadership to CRO to CEO: A career journeyMichael Reid, CEO of Megaport discusses his career path from sales leadership to CRO to CEO. Including why the leap from sales to CRO is so challenging.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-212.png)Revenue Operations AllianceMichael Reid![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---From-sales-leadership-to-CRO-to-CEO-A-career-journey--1--1.png)](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/) ## **What makes a great CRO?** So, what does it take to be a great CRO? My take is that it’s more than just having the right technical skills or revenue expertise. It’s about having the right mindset, [leadership ability](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/), and a passion for driving growth. As a CRO, you need to be a visionary who can inspire others, unblock challenges, and align teams across departments to achieve common goals. Strength of character is key. How you lead and how you interact with your team and the various teams across the organization will determine your success as a CRO. You need to be able to motivate and empower those around you to do their best work, even in challenging situations. A great CRO also understands the importance of building strong relationships with other C-suite members, especially the CEO, CTO, and CFO, as well as with external stakeholders like investors or boards. Ultimately, being a great CRO is about understanding what needs to be done to drive growth and having the ability to execute on that vision. It’s a tough job, but it’s also incredibly rewarding. ## **Final thoughts** Being a CRO is, in my view, a rewarding and challenging role that gives you insights and influence across a great number of areas. You get to shape strategy, solve complex problems, and work across every part of the business. Empowering teams to be the best they can be, to innovate, drive solutions, and succeed is core. Those you work with should feel a sense of clear vision, purpose, energy, and appreciation for what they do as part of that vision. The amazing teams we hire, promote, and collaborate with are the leaders who execute on that vision. But it only works when the role is clearly defined, well understood, and properly supported. For those of you in RevOps, enablement, or aspiring for the CRO seat – keep asking the big questions. Keep building alignment. And don’t settle for a title that doesn’t match the mission. At the end of the day, the CRO role is about more than just hitting revenue targets. It’s about creating a vision for growth and aligning every function within the organization to support that vision. It’s a challenging and rewarding role, and it’s one that will continue to evolve as the business world changes. If we want more companies to build great revenue engines, we need to keep clarifying what this role is really about. And that starts with us. --- This article comes from [**Grainne Maycock**](https://www.linkedin.com/in/grainnemaycock/)’s brilliant episode of CRO Insights with host [**Warren Zenna**](https://www.linkedin.com/in/warrenz/). Check out their [**full discussion**](https://open.spotify.com/episode/2CvLuT7rpY6dJBnDwHfUMN?si=803840db592e4406) and the wealth of expert CRO wisdom waiting for you in our [**other episodes**](https://open.spotify.com/show/6XdnRXXbyp7ourx0WJEHo3?si=43cf946689344eac). ### Keys to building the revenue engine, with Dan Giovacchini [Video] URL: https://www.revenueoperationsalliance.com/keys-to-building-the-revenue-engine-with-dan-giovacchini-video/ Last updated: 2025-06-18T13:05:54.000Z --- ### More resources: [Bottom-up vs. top-down RevOps, with Lonny Sternberg \[Video\]Lonny Sternberg joins our host Sandy Robinson to discuss bottom-up vs top-down RevOps approaches, RevOps’ expanding role, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-198.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/1-2.png)](https://www.revenueoperationsalliance.com/bottom-up-vs-top-down-revops-with-lonny-sternberg-video/) ### Leveraging AI analytics and predictive insights to drive business strategy URL: https://www.revenueoperationsalliance.com/leveraging-ai-analytics-and-predictive-insights-to-drive-business-strategy/ Last updated: 2025-08-05T06:36:45.000Z AI technology is everywhere these days, and it’s proven to be a game changer for pretty much *every* industry – but you might still be wondering if using it in your business is really right for you. While you might be a little apprehensive at first, the reality is, AI technology isn’t going anywhere. > *The sooner you adopt it, the sooner you can benefit from it.* We know by now that AI and automation go hand in hand, but one of the most exciting things it brings to the table is helping you really understand your business data. **It’s essentially a business assistant that can pull out important insights from your data that would take you days or weeks to find, if at all.** By leveraging AI analytics tools, you can effectively eliminate the guesswork associated with growing your business while making data-driven decisions that bring you more success. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-roa.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ## Unlocking AI-driven analytics for modern businesses Chances are you’ve put a lot of time and energy into understanding your customers and the markets you’re trying to explore – for most businesses this means wrestling with complicated spreadsheets or juggling a variety of different tools. > *But there’s a common problem with this.* Even the best market intelligence tools available still give you a bunch of manual work to do when trying to pull helpful information from them. You may have even had to hire a team of specialists or analysts *just* to help you make sense of all the numbers. **This is what’s so helpful about AI. It’s like flipping an automation switch on all of these activities.** AI-driven analytics tools analyze your data in real time and help you spot patterns or trends that would normally fly under the radar. Then, they can take this data and help you predict what other trends might come up for your business based on historical patterns. ## How predictive insights can be leveraged for more accurate decision-making Every business would love to be able to predict the future. Unfortunately, AI isn’t exactly a crystal ball. That being said, the technology *can* help you to better understand the ups and downs of your industry, while giving you actionable insights you can use. 🤖 AI essentially handles the same tasks as a data analyst can, but the main difference is that it’s not burdened with the same potential for human error. Because of this, AI views data unbiasedly, which makes it easier to pick apart legitimate patterns that are useful for predicting where and how things might change for your business. > *All of this is done without being weighed down by gut feelings or leaning one way or the other.* Now, this doesn’t mean that AI needs to or should replace your teams. Businesses still need real humans to pick apart why things might be happening in their business and what these AI-driven insights mean for them. That being said, AI is the perfect solution for double-checking your assumptions and backing up your decision with proven data. Below are some of the ways you can leverage the predictive analytics your AI tools provide you: [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-roa-1.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ### **More accurate demand forecasting** AI tools can act like your business’s inventory manager. This is achieved by using features like time series analysis and machine learning to look through past sales, seasonal demands, and even weather patterns that can impact deliveries. This gives your business a clearer picture of what stock levels it needs to keep on hand, meaning less wasted product and fewer out-of-stock nightmares. ### **Customer behavior prediction** It’s important to really know who your customers are, especially when it comes to what they buy or tend to click on. AI tools help you to create marketing campaigns that will actually resonate, giving you the data to offer spot-on product recommendations and maximize their engagement. [How customer journey testing can improve your CXDiscover how customer journey testing can transform your customers’ experience through iteration based on data. And why RevOps should manage this process.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-195.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-customer-journey-testing-can-improve-your-CX--1--1.png)](https://www.revenueoperationsalliance.com/how-customer-journey-testing-can-improve-your-cx/) ### **Risk assessments** Business risk is everywhere. It’s important that you have the tools necessary to help you navigate it effectively. If your business is centered around finance, AI can help you evaluate everything from credit scores, personal income, and job histories to make smarter decisions regarding lending or client risk. ### **Market guidance** AI can also be your secret weapon when approaching real-estate selling. Whether you need information on new housing markets or looking for high-value renovation ideas, AI can move through market data fast and efficiently, giving you the data you need to [make the right buying or selling decisions](https://www.revive.realestate/post/how-much-do-you-lose-selling-a-house-as-is) at the right time. ## Incorporating AI into the customer experience Caring for your customer’s needs is everything. But what they want is always changing. No matter how large or small your business is, following these changes in their preferences is critical. > *But as you grow, this isn’t easy. You need to always have your finger on the pulse of your customer satisfaction and adapt when necessary.* So how do you achieve this? Of course, you always have the option to scale your support team. But while this might help in the short term, you’re also making it harder to sustain profits. [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-197.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--27--2.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) **AI tools can be a great alternative solution for addressing your customer needs.** AI chatbots and virtual assistants can operate 24 hours a day. They can answer your customer’s questions when they need them most, even outside your standard operating hours. > *AI tools also help to automate many of the routine tasks your business has.* This frees up your teams to focus on the things that really matter for your business while still giving your customers the personalized service they’ve come to expect. For example, many [CRM tools](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) like Zendesk, Freshdesk, and HubSpot leverage AI-powered solutions to not only create a seamless support experience for customers but also assist agents in providing faster, more accurate responses. Many solutions also include native support of generative AI tools like ChatGPT and other tools that use LLM (Large Language Models) to allow agents to interact with CRM data using natural language through text-based prompts. [Strategic impact and CRM efficiency with Tyler Hooper \[Video\]Tyler Hooper joins our host Sandy Robinson on the podcast to discuss the importance of managing the CRM, achieving strategic impact, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-193.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-7-1.png)](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/) ### LLM prompts that can simplify common tasks Some of the prompts that could be used to simplify common tasks include: - “*Summarize \[CUSTOMER’S NAME \]'s recent feedback and summarize key areas of concern.*” - *“Draft a follow-up to all customers who inquire about \[SPECIFIC PRODUCT OR SERVICE\].”* - *Analyze the last six months of customer reviews and categorize them as “Positive,” “Neutral,” or “Negative.”* - *“Create a list of frequently asked questions based on recent customer interactions that can be added to the company knowledge base.”* These are just a few examples of how AI tools can be used to simplify support activities and automate a wide range of business processes. ## Optimizing all areas of business operations Making better business predictions and keeping your customers happy are both big wins. But AI can do so much more than that. It can inject optimization into every element of your business. For example, you no doubt have a lot of necessary but time-consuming tasks you need to do every day. You may even be hesitant to pass them off to others because of how important they are. But this doesn’t have to be the case. AI tools are incredibly flexible when it comes to business process automation. You can train AI assistants to carry out tasks the same way you would, with much less likelihood of error and in considerably less time. You can automate everything from order processing, IT support, employee onboarding, and customer service. This not only helps you to keep your business running more smoothly, but it also keeps extra administrative burden off your teams while significantly improving your bottom line. ## Start to leverage the power of AI in your business If you're ready to unlock the full potential of your business, AI technology can be the answer you’ve been looking for. By leveraging the flexibility of AI and predictive analytics capabilities, you’ll help your business stay ahead of the curve while keeping customers happy and streamlining your operations. #### ****About Dalip** Entrepreneur, technologist, and passionate business leader sum up the core of Dalip Jaggi, co-founder of [Revive Real Estate](https://www.revive.realestate/), a PropTech company with a goal to democratize house flipping. Since its 2020 inception, Revive has since become the smartest solution for homeowners to maximize their home’s sales value across the nation. --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification. And gain the necessary knowledge to measure your RevOps impact with confidence. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) ### Mastering RevOps: Stories from the trenches URL: https://www.revenueoperationsalliance.com/mastering-revops-stories-from-the-trenches/ Last updated: 2025-08-04T15:09:30.000Z *This article is adapted from Ali’s appearance on RevOps Unboxed with Sandy Robinson. Listen to the full episode* [*here*](https://www.revenueoperationsalliance.com/adaptability-relationship-building-in-revops-with-ali-spinelli-video/)*.* --- Hi there, I’m Ali Spinelli, VP of Revenue Operations at PandaDoc. If you’re in RevOps – or thinking about getting into it – you’ve probably heard a lot about what RevOps “should” look like. But what does it actually look like in the trenches? Spoiler: It’s not all about shiny tools and big budgets. It’s about solving real problems. Let’s break it down. 👇 ### **My accidental path into RevOps** I get asked a lot how I ended up in revenue operations. Honestly, it wasn’t something I’d planned or even knew existed when I first started out in my career. My journey started in business and legal affairs, then I moved into contract management, like a deal desk function. As I navigated this role, I got closer and closer to the operational side of the business while still staying connected to the go-to-market world. Then, I started getting opportunities looking for someone who could help scale their revenue organization. It all just organically happened. So, while I didn’t set out to be in RevOps, I found my skills aligned with what’s needed in this field. One of my first roles was at a foreign currency trading platform, where I negotiated contracts with some serious players like Apple and major multinational banks. Let me tell you, there were moments where I felt like a complete imposter, chatting with lawyers who knew more about contracts than I ever would. But it taught me some things that I use every day in RevOps: - How to listen actively - How to put the pieces together to solve a problem [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-4-2.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ### **Building the RevOps engine at PandaDoc** I joined PandaDoc in December of 2024, and as I stepped into my role, one of the first things I did was observe and listen. What does our data look like? What are our reporting and analytics like? What’s the state of our systems? How is our team structured? This phase of learning was key. I wasn’t looking to overhaul everything right away; I wanted to understand how we were doing things first. PandaDoc was already doing some great work, but as a company grows, revenue operations needs to evolve. > *What RevOps looks like at a $10 million company is different from what it looks like at $100 million, and that’s something I really wanted to dig into.* From there, I realized that our organization needed more alignment – especially across marketing ops, sales ops, and customer success ops. We needed to think about customer acquisition, retention, and the whole customer journey, not just the separate silos of each department. That meant working to consolidate functions like marketing ops and sales ops under one leader and ensuring that each part of the revenue engine was working together smoothly. ### **A unified RevOps structure: What that actually looks like** Over the last few months, we’ve been creating a more cohesive structure for RevOps between marketing operations, sales operations, CX ops, and RevTech. As companies grow, you need to evolve from thinking of these departments as isolated teams to thinking of them as part of the entire customer journey. For example, we’ve brought marketing ops and sales ops under one leader to streamline customer acquisition. We don’t want silos between the two – sales and marketing should be on the same page, looking at the same data, and driving the same objectives. > *This allows us to take a more holistic approach to the customer journey.* We also started centralizing our revenue insights and strategy, which includes forecasting, comp modeling, and analytics. This is key because it helps us align the revenue function with our data strategy, ensuring that we have a single source of truth for all revenue-related decisions. Finally, we’re also creating centers of excellence within the organization. This means building up specialized expertise in certain areas like RevTech, forecasting, and analytics. It’s about creating a deeper level of understanding and skill in these areas as we scale. [How revenue analytics can drive exponential growthKun Li explains three key areas of focus for organisations looking to tackle revenue analytics seriously.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-189.png)Revenue Operations AllianceKun Li![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/pedro-forester-da-silva-Fqw7jHFZRZ0-unsplash.jpg)](https://www.revenueoperationsalliance.com/how-revenue-analytics-drive-growth/) ### **RevTech as a strategic function, not just support** If you’ve worked in RevOps, you know that there’s always a big focus on tools – especially when it comes to Salesforce, CRM systems, and integrations. But let me tell you, it’s not just about being an admin. At PandaDoc, we’ve taken a strategic approach to RevTech. It’s not about just managing Salesforce; it’s about looking at the bigger picture: how do these tools integrate with each other to provide insights that help drive revenue? We’re moving away from what I’d call a “help desk” approach – where the RevTech team is just reacting to tickets and requests – and evolving into a more proactive, strategic function. This involves constantly looking for ways to optimize our systems, automate processes, and become a true business partner within the organization. > *In my experience, the biggest mistake companies make is thinking that technology is a silver bullet. It’s not*. What you need to do first is identify the problems you’re trying to solve. From there, you can decide how technology fits in. It’s about the right processes, the right data, and the right tech. **Without that alignment, no tool will solve your problems.** 0:00 /0:58 1× ### **The critical role of CX Ops (and why most companies overlook it)** I’ve seen firsthand how focusing only on customer acquisition and ignoring post-sale processes can be detrimental. At PandaDoc, I was fortunate enough to have buy-in from the executive team on having a CX ops function. Why? Because customer success doesn’t end when the sale is made. It’s just the beginning. We need to think about retention, loyalty, and stickiness – things that aren’t just driven by marketing and sales. That’s where CX ops comes in. When I worked at a previous company, we had a “leaky bucket” problem. Our customer acquisition efforts were strong, but we weren’t focused enough on keeping those customers happy and engaged. Every customer would get five hours per month in support, and that made me think: “Well, that means we treat every customer the same”. I'm a strong believer in treating every customer right, but if you're running a business, are you going to treat a customer who's bringing you a million dollars a year in annual revenue exactly the same as a customer who is bringing in $5,000 a year? Folks tend to, historically, think about customer acquisition first and not pay attention to post-sale until there’s a problem, but this is shifting – which is fantastic. > *The value of CX operations lies in having operational resources that are focused strategically and tactically across the customer journey, and proactively getting ahead of issues that might cause churn.* Building loyalty brings you more customers, because you have people that are happy and spread the word about the value that you bring to them to their peers and their friends. CX ops is often overlooked, but I would argue it is just as significant of a priority for an organization, if not even more of a priority than customer acquisition. Some companies have a smaller customer base or specific verticals that they're selling into, and there's only so many customers that exist in that space. There's a wealth of knowledge that you can glean from your customer base and bring to your product team, marketing team, and sales teams – so having operational resources focused on that is just critical. [Improving CX by utilizing customer journey in your RevOps strategyUnderstanding the experience your customers are having along their customer journey can help you spot the problems hidden in your revenue organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-191.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--40--4.png)](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) ### **Breaking silos through influence, not org charts** One of the most important things I’ve learned in RevOps is the power of influence. Whether you’re in a senior position or not, you can break down silos and drive change through relationships. I’ve been fortunate to work with fantastic teams, but I’ve also seen the challenges that come with having different departments using different tools and working in isolation. The key to overcoming this is building trust. You don’t need a fancy title to drive change; you just need to bring your authentic self to the table and understand the problems people are facing. > *That’s where you can make a real impact. A big part of that is asking the right questions and genuinely listening to the answers.* Understand the challenges each team is facing, and then help solve them. When you take the time to build these relationships, it makes it easier to collaborate and drive change. It's not like anyone chooses to operate in a silo, right? It's just what happens sometimes organically – and even though folks may be open to the change, it's still a change. ### **The future of RevOps: Evolving roles, not replacing people** As technology continues to advance, there’s a lot of talk about AI and automation replacing human jobs. I don’t believe that’s true. What I believe is happening is that technology is changing the roles we play. Take sales, for example. With the help of AI, sales reps can spend more time actually selling and less time on admin tasks like updating CRM systems. The same goes for RevOps. We’re not going anywhere, but our roles are evolving. We’ll focus less on tactical tasks and more on high-value activities like strategy, process optimization, and using data to drive decision-making. I think we’re going to see more roles like “[go-to-market engineer](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/)” emerge, roles that focus on integrating technology, optimizing processes, and aligning teams. These roles will become even more critical as organizations scale and technology becomes an even bigger part of the equation. My words to anyone considering RevOps – enjoy the ride, because it's an exciting one, and it's one that I'm very glad I accidentally discovered! --- *This article is adapted from Ali’s appearance on RevOps Unboxed with Sandy Robinson. Listen to the full episode* [*here*](https://www.revenueoperationsalliance.com/adaptability-relationship-building-in-revops-with-ali-spinelli-video/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-4-3.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ### 20+ RevOps automation workflows to align, streamline, and scale. URL: https://www.revenueoperationsalliance.com/20-automation-workflows/ Last updated: 2025-08-04T14:40:10.000Z **Fragmented processes. Siloed data. Sluggish revenue cycles.** RevOps leaders are under constant pressure to streamline operations, but without automation, you're stuck fighting fires instead of building growth. **It’s time to flip the script.** The RevOps Automation Playbook shows how fast-scaling teams at Asana, Zoom, and Hexagon automate their data flows to unify marketing, sales, and customer success for faster, smarter revenue generation. ## Inside, you'll find workflows that'll help you: - Instantly **clean, enrich, and normalize records** with mass deduplication and lead-to-account matching. - Automate lead, contact, and **opportunity routing** based on territory, hierarchy, availability, and scoring. - Route onboarding cases, renewal tasks, and **expansion opportunities** automatically to the right team members. - Visualize and act on account hierarchies to **uncover cross-sell, upsell,** and expansion opportunities. - Use **relationship mapping** and rollup metrics to drive deeper, more strategic customer engagement. ... just to name a few. ## Why download this playbook? - **Actionable frameworks:** 20+ real-world automation flows you can start building today. - **Proven results:** Learn from leaders at Asana, Zoom, Hexagon, YMCA, and more. - **Time-saving strategies:** Stop manual data cleanup and start scaling faster. Brought to you in partnership with **Traction Complete**. ### How to lead change at scale: Google’s framework for RevOps change management URL: https://www.revenueoperationsalliance.com/how-to-lead-change-at-scale-googles-framework-for-revops-change-management/ Last updated: 2025-07-10T14:49:18.000Z This article comes from **Rohit Angle**’s insightful talk at our **San Francisco 2024 Revenue Operations Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=exwwxe0gd5) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- Who wants change? Probably everyone reading this. But who actually wants *to* *change*? That’s a different story. And *leading* change? That takes guts. If you work in revenue operations, chances are you’re not just experiencing change – you’re the one rolling it out. That means you’ve also felt the resistance that comes with it. Across two decades of driving change, from my days at Bain to my current role at Google, there’s one truth that sticks: change is hard. **And it fails. A lot.** [Research shows](https://www.mckinsey.com/capabilities/transformation/our-insights/common-pitfalls-in-transformations-a-conversation-with-jon-garcia) that **70%** of corporate change programs don’t deliver their intended outcomes. Why do they fail? Because people resist. Not out of stubbornness, but because of two things: mistrust and lack of awareness. In this article, I’ll walk you through how I approach managing change at scale, using a simple framework I’ve honed over time: *Who, Why, What, How*. It’s not flashy, but it’s effective. I’ll also share stories from the field – some wins, some lessons learned the hard way – all with the goal of making your next big change a little smoother. Let’s get started. ## **Understanding the types of change you're driving** The first step in [managing change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) is knowing what kind of change you're dealing with. Not all change is created equal. I like to think about change using two dimensions: - **Depth**: How different is this from the status quo? - **Breadth**: How many people are impacted? This gives you four buckets: - **Adaptive** (shallow + small): Pipeline stage tweaks or [CRM ](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/)form updates - **Broad + shallow**: Minor reporting changes rolled out org-wide - **Deep + focused**: Redefining one role significantly (like up-leveling account managers and outsourcing 20% of their tasks) - **Transformative** (deep + broad): Major overhauls like implementing a new CRM or shifting to customer-centric selling All of these require change management. But the level of planning, buy-in, and energy you invest will depend on where your initiative lands on that grid. If you’re leading a *transformative* change, you’ll likely need executive sponsorship, a full change management office, and months (or years) of coordination. For something *adaptive*, you still need communication and alignment, but the scope is more contained. [Mastering change management in revenue operationsRevOps experts Serena Cordon, Karli Brophy, and Nicholas Gollop discuss the secrets to a successful change management strategy in revenue operations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-186.png)Revenue Operations AllianceSerena Cordan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--63--1.png)](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/) _This post is for paying subscribers only._ ### RevOps Architect vs. GTM Engineer: Redefining technical revenue leadership URL: https://www.revenueoperationsalliance.com/revops-architect-vs-gtm-engineer-redefining-technical-revenue-leadership/ Last updated: 2025-08-04T15:09:49.000Z Listen, there's been a lot of buzz lately about "GTM Engineers" - this hot new hybrid role supposedly combining go-to-market strategy with technical implementation capabilities. But after building revenue systems for companies ranging from series A startups to enterprise organizations, I'm seeing a fundamental disconnect in how we're approaching technical [revenue leadership](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/). ### The GTM Engineer identity crisis The "GTM Engineer" title suffers from a core problem: it suggests both engineering chops AND strategic GTM expertise living in the same person. > *In reality, this unicorn barely exists.* Most self-described GTM Engineers fall into one of two camps: 1. **Former RevOps folks** who've upleveled their title but still focus primarily on technical implementation of someone else's strategy 2. **GTM strategists** who've learned just enough technical skills to be dangerous but can't actually build robust systems What's interesting is that the work I've been doing as a Systems Architect encompasses much of what "GTM Engineers" claim to do - building lead routing architectures, creating data activation frameworks, implementing strategic playbooks - but with a crucial difference in approach. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-roa-5.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ## The RevOps revolution: Systems-first thinking The real transformation happening right now isn't about title inflation - it's about a fundamental shift in how we approach [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/): ### 1\. Human-first technical implementation Take lead routing. Most implementers think about the technical mechanics: *"How do I configure the workflow to distribute leads?".* What they miss is the human element: *"How do your SDRs get paid?"* This simple question completely changes the implementation approach. If you don't understand [compensation structures](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/), you'll build technically "correct" systems that create team conflict. **Real example:** A company with 4 SDRs assigned specific email domains. When 5 domains got flagged, one SDR's commission plummeted through no fault of his own. He quit within 90 days, and the company lost *both* a trained SDR and $385,000 in pipeline. The solution isn't complex technology - it's human-centered system design: - Push all leads to CRM as single source of truth - Implement round-robin assignment workflow - Create proper contact-company associations [Getting compensation planning right with Emily GarzaOn this episode of RevOps Unboxed, Sandy sits down with Emily Garza to discuss all things compensation planning. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-184.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/3-1.png)](https://www.revenueoperationsalliance.com/getting-compensation-planning-right-with-emily-garza/) ### 2\. From Enrichment to Activation The strategic shift from *"data collection"* to *"revenue activation"* separates real practitioners from title-chasers. Anyone can connect Clay to HubSpot and populate fields. The value comes from turning that data into action: Instead of *"We enrich your CRM with company data"* (commodity service), the real value is in *"We've built decision frameworks that trigger specific actions based on data signals"* (strategic service). **For example:** - If company size > 500 employees → Use enterprise messaging - If recently funded → Mention expansion use cases - If using competitor X → Highlight specific migration benefits These playbooks transform static data into revenue-generating systems. ### The integration that changes everything The "aha" moment comes when you combine these approaches - human-centered technical implementation with strategic data activation - to create a complete revenue system. This isn't about being a "GTM Engineer" - it's about building orchestrated systems that: 1. Route information to the right people at the right time 2. Provide context that drives intelligent decisions 3. Create scalable, repeatable processes 4. Deliver measurable revenue impact My clients who implement this systems-first approach see: - 37% increase in response rates - 42% faster sales cycles - Zero SDR turnover (down from 25%) - 3.5x ROI within first 90 days [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-185.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles-2.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) ### Beyond titles: The mindset shift The real value doesn't come from calling yourself a "GTM Engineer" or "RevOps Architect" - it comes from a fundamental mindset shift: **Stop** thinking about: - Data enrichment - Lead assignment - CRM fields - System integration **Start** thinking about: - Revenue activation - Strategic routing - Decision frameworks - Business orchestration This approach requires two distinct but complementary skill sets: 1. Deep technical implementation knowledge 2. Strategic business understanding Rather than pretending one person masters both equally (they rarely do), the most effective setup pairs strategic GTM leaders with technical systems architects in true partnership. I've built my career on being the technical partner to visionary GTM strategists - not by claiming I can replace them. Together, we build revenue systems that actually work. The companies winning in 2025 aren't debating job titles - they're building integrated systems that turn strategy into consistent revenue. That's the real revolution happening right now. --- *Spencer first published this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/revops-architect-vs-gtm-engineer-redefining-technical-spencer-tahil-libhf/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-4-1.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ## ### Breaking into RevOps: The journey to Xero URL: https://www.revenueoperationsalliance.com/breaking-into-revops/ Last updated: 2025-08-04T15:10:20.000Z *"Sometimes the usual path isn't the best one – it's the detours that end up being the real adventure."* I don’t know about you, but it’s taken me a while to know what I want to be when I’m older (and if we’re being honest, I’m still not entirely sure). Of course, I had some wild ideas when I was younger – including being a back up dancer for Beyonce – but I really thought I knew when I was picking my A Level subjects and decided psychology was going to be one of them. I really enjoyed studying psychology, and have even completed some self-paced courses on it since, but after attending a few uni open days and realising I’d need at least seven years at university to become a Clinical Psychologist, I decided that maybe it wasn't for me. So a few weeks into Year 13, at 17 years old, I made the decision to drop out of school and take some time out to really consider what I wanted to do with my life. I worked a weekend job for a while before starting an apprenticeship. I’ve always been very process-driven and organized (I love putting together IKEA furniture) so Business Administration seemed not only broad enough, but also something I could get along with. Here I learnt the basics of Excel and all forms of communication. [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-168.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles-1.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) After a year or so I moved into a Claims Handler role. This was very admin- and customer service-heavy, which as a nosey and process-driven person of course worked well for me. After about 4 months in the role I’d proven myself enough to also be given the responsibility of onboarding, training and supporting all the new starters, and was involved in consultative groups for new internal processes and systems. This role helped me build on my process creation and documentation skills, as well as presenting these in a way the rest of my colleagues could easily digest and understand. > *I really enjoyed these parts of the job, and started to realise I wanted to explore this a bit more.* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Insider-4.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ## Early career I joined Xero in November 2019 as Partner Services Coordinator, supporting the sales, consulting and education teams with administration, data uploads and simple reporting. In my 1-2-1s, my manager and I noticed that I had a real competency for, and interest in, data and reporting and so she began to task me with more of these requests. With our dedicated personal development time I started taking data, Excel/GSheet, and Salesforce courses, as well as shadowing the Sales Operations team. Throughout my life I’ve realised it’s not always **what you know** but **who you know**, so I got myself in front of key sales, operations, and data leaders, both in the UK and globally. This involved presenting new reports and dashboards I’d built in my own time, applying for any roles in the operations space, or just having professional development and mentoring conversations. In short, I was a nuisance, but by this point most people in the teams I was interested in knew my name and that I wanted a role – and in August 2022, I *officially* became a Sales Operations Analyst. [8 career paths into RevOps \[podcast highlights\]Join us as we traverse the career journeys of eight revenue experts, and highlight the expertise of our recent podcast guests. Get inspired!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-164.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--21--2.png)](https://www.revenueoperationsalliance.com/8-career-paths-into-revops/) ## Becoming an analyst The start of my sales operations career was a tough one, the team had recently gone through a restructure which meant me and the other new analyst had no manager for our first two months in the role. > *With neither of us having any official sales operations experience, we were really thrown in the deep end.* I learn best by just giving things a go, learning from not only my mistakes and successes but others' too. One month into the role I was accepted onto a 15 month data analytics apprenticeship with Multiverse. This was an amazing opportunity at the time, but when a month later the other analyst handed in their notice, both myself and the new manager could’ve really done with me having a bit more time during my working day to focus on work. With two of us looking after three regions (UK, ZA & EMEA), we really had to trust and rely on one another, as well as learn from each other on the go. This gave me early and in-depth exposure to things like: - Territory planning - Quota setting - Strategic thinking - Stakeholder management - Presenting to senior leadership [Making an impact with QBRs, with Richard De Veer \[Video\]Richard De Veer joins our host Sandy Robinson to discuss the impact of QBRs in RevOps, enabling sales with data, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-169.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-12-1.png)](https://www.revenueoperationsalliance.com/making-an-impact-with-qbrs-with-richard-de-veer-video/) I’m always striving to continuously improve and learn the next thing, so possibly controversially I started applying and interviewing for RevOps roles externally (sorry manager if you’re just finding this out). I had no intention of leaving Xero, but I found the feedback invaluable and used it as a way to **benchmark myself in the industry**. When I learned of gaps in my skillset, I started finding ways to incorporate these into my role, and it was nice to get the occasional confidence boost here and there. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-165.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--1--1.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## Where am I now? In August 2024, two years into my sales operations career, I was given the opportunity, and responsibility, of looking after sales operations for the ZA & EMEA regions. This means I am solely accountable for things like day-to-day operations, forecasting, territory segmentation, capacity planning, commissions, and quota setting – all, of course, with the support from my manager and leaning on other teammates when needed. Not only has this really honed my technical skills, but it’s also helping me build on stakeholder management, influencing, strategic planning, and more – the list goes on. > *Now although I’m sure you’re thinking it, I’m not perfect! Of course I’ve made mistakes, become overwhelmed, or sometimes just not had a clue what to do, but over the years one of the biggest things I’ve learned is to own it.* If you take ownership of your mistakes or gaps, rectify as soon as you can, and never make the same mistake twice, people will always give you grace, and a lot of the time actually trust and respect you *more*. When I was brainstorming for this article I wanted to finish on what my next steps are in my career, but to be honest I don’t know what they are. I’m still young and early in my career, I know where my skills lay, what I need to improve on and what I’m confident in, so I’m going to continue to follow that and see where I end up! [A day in the life of a RevOps leadAndréa Faria shines a light on what goes on behind the RevOps curtain, and shares what a typical day as a RevOps lead can look like.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-166.png)Revenue Operations AllianceAndréa Faria![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/dayintheliferevopslead-1.png)](https://www.revenueoperationsalliance.com/a-day-in-the-life-of-a-revops-lead/) ## So what’s my advice? Technical skills can easily be taught and learned, so don’t worry if you can’t yet write a perfectly pretty Index/Match formula (I still cannot do these) or know the difference between Left and Right joins in a SQL query. If you’ve got the right mindset, drive and determination to learn you’ll be an asset in any RevOps team. Speaking of technical skills, take advantage of any training courses you can. Salesforce Trailhead is good for the reporting basics, and there’s plenty of free Excel/GSheet courses online. > *Showing you’re self-aware, proactive and eager to learn will go a long way.* If, like me, you learn best by watching someone else or just giving things a go, your best opportunity will be shadowing. Find the SMEs in your business for the areas you want to learn, and set up regular shadowing sessions. You can then practice these skills by building a personal budget tracker in Excel, or build a dashboard for your current team to use, then present the value of these back to your stakeholders and mentors. **My biggest piece of advice to anyone is to take interviews**. Whether that’s mock interviews with your manager or colleagues, internal interviews for other roles, or external interviews, not only do you get exposure to RevOps in different industries, but you also get impartial feedback on your skills, and who knows? You might end up being offered your dream RevOps role! #### ****About Brianna** I'm Brianna Price, a Sales Operations Analyst at Xero, leading the EMEA regions. Now 2.5 years into my Revenue Operations career, I focus on supporting strategic initiatives, optimising sales processes, and analysing data that drive growth across South Africa, Europe, the Middle East, and Africa. --- ### 10 account-based marketing email examples to level up your campaign URL: https://www.revenueoperationsalliance.com/10-account-based-marketing-email-examples-to-level-up-your-campaign/ Last updated: 2025-08-05T07:03:59.000Z [Account-based marketing](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/) (ABM) has become a real cornerstone of modern B2B marketing strategies, particularly when it comes to targeting high-value accounts. The idea is simple: focus all marketing efforts on a select few “dream” accounts and personalize everything for maximum impact. When it comes to ABM, **email** is one of the most powerful tools in your toolkit. It’s direct, personal, and relevant, and when crafted properly, it can open doors and turn those leads into valuable long-term customers. So in this article, we’ll explore ten ABM email examples proven to drive results. It’s time to ditch your cold outreach or generic marketing blasts. With these email templates and tactics, you’ll optimize your ABM strategy and boost your chances of turning high-potential leads into loyal clients. Let’s get started. ## **Why ABM emails matter** Before diving into the email examples, it’s important to understand why ABM emails are so crucial to your overall marketing strategy. Let’s be honest: there’s *a lot* of noise out there in the world of B2B marketing. We’re talking about cold calls, unsolicited LinkedIn messages, and spammy emails flooding inboxes daily. But ABM emails? They cut through all that. ABM isn’t just about sending generic marketing emails to a broad audience. It's about sending targeted, personalized emails to the right people at the right time – your "dream" accounts. Personalized ABM emails go beyond getting noticed; they’re designed to get responses. A good ABM email can [increase engagement](https://smartreach.io/blog/email-sequences-templates-guide/) by **39%** compared to generic email blasts, and [personalized subject lines](https://www.ama.org/marketing-news/email-personalization-strategies/) alone can boost open rates by a whopping **26%**. Simply put, ABM emails are more likely to generate serious business opportunities. [The ultimate guide to account-based marketing reportingWhat if the secret to your account-based marketing success isn’t in the strategy, but actually in how well you can prove it’s working?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-183.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---The-ultimate-guide-to-account-based-marketing-reporting--1--1.png)](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-account-based-marketing-reporting/) ## **Types of ABM email sequences** When it comes to ABM, the email sequence you choose depends entirely on where your prospect is in the sales funnel. Whether you're reaching out to cold leads, following up after a recent event, or nurturing warm prospects, your email sequence’s tone, content, and structure need to match the situation. Here are three key types of ABM email sequences to keep in mind: ### **1\. Cold outreach ABM email sequence** You’ve got a fresh prospect on your radar who may not even know who you are. This is where cold outreach comes in. Your goal here is to introduce yourself and your company in a way that resonates with their pain points. You want them to see you as the solution they didn’t even know they needed. **Touchpoint #1 – Introductory email** ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Touchpoint--1---Introductory-email.png) **Touchpoint #2 – Follow-up (3–5 days later)** If you don’t hear back after your initial email, a gentle follow-up can help. Keep the focus on value and the potential benefits of engaging further. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Touchpoint--2---Follow-up--3-5-days-later-.png) **Touchpoint #3 – Provide value with a resource (7 days later)** Send something valuable to help them, even if they’re not ready to engage. This shows you’re thinking of their needs, not just pushing for a sale. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Touchpoint--3---Provide-value-with-a-resource--7-days-later-.png) **Touchpoint #4 – Breakup Email (10–14 Days Later)** If you’ve still received no response, it’s time to send a breakup email. This is your last attempt to connect, and it should focus on providing value without sounding desperate. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Touchpoint--4---Breakup-Email.png) ### **2\. Event-based ABM email sequence** Let’s say you’ve just met a prospect at an event or trade show, or they’ve shown interest in a recent webinar. This is your chance to keep the momentum going by following up with a timely, relevant email sequence. **Email #1 – Reinforce connection (1–2 days after the event)** This email should remind the prospect who you are and why you connected in the first place. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Email--1---Reinforce-connection.png) **Email #2 – Share additional resources (7–10 days after the event)** This email should provide extra value with resources that are relevant to the discussion you had at the event. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Email--2---Share-additional-resources.png) **Email #3 – Set a meeting (5 days after email #2)** At this point, you’re aiming to secure a meeting to continue the conversation. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Email--3---Set-a-meeting.png) ### **3\. Warm lead ABM email sequence** When a lead has already shown some interest – perhaps by downloading content or attending a webinar – it’s time to nurture them further with personalized emails that move them closer to conversion. **Email #1 – Initial follow-up** This email should aim to understand the lead’s current situation and offer a personalized solution. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/_Email--1---Initial-follow-up.png) **Email #2 – Share additional value (5–7 days later)** Share more content or case studies that address the prospect’s specific challenges. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Email--2---Share-additional-value.png) **Email #3 – Breakup email (7 days later)** If you’ve still received no response, send a final email to either end the conversation or leave the door open for future contact. ![account-based marketing email examples to level up your campaign](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/Email--3---Breakup-email.png) ## **Practical tactics for ABM emails** Now, let’s talk about a few tactics that can make your ABM emails stand out even more. These strategies can really help drive engagement and increase your chances of success. ### **Personalized video emails** Video is an incredibly powerful tool in [ABM](https://www.revenueoperationsalliance.com/14-account-based-marketing-campaign-examples/). Personalized video emails have been shown to boost open rates by **35%** and increase click-through rates by over **150%**. Why? Because video grabs attention in a way text alone can’t. Plus, it shows you’ve taken the time to create something special just for that prospect. **Tip**: Keep your video short, around 30–45 seconds, and focus on addressing the prospect’s pain point. Think of it as a friendly “Hey, I’m here to help” message that goes beyond the usual sales pitch. ### **Gifting** Who doesn’t love a thoughtful gift? Gifting in ABM emails isn’t just about giving away freebies – it’s about showing you care and you’ve put in the effort to make the interaction more personal. Whether it’s a gift card, a branded coffee mug, or something related to the prospect’s interests, a small but thoughtful gesture can go a long way in building goodwill. **Tip**: Make sure the gift is relevant. If you know the prospect is into fitness, send them something related to that. A well-thought-out gift will get their attention and make them more likely to engage with you. ### **Personalized invitations** Inviting prospects to an [exclusive event or webinar](https://www.revenueoperationsalliance.com/events/) is a great way to engage them without making it feel like a hard sell. But the key here is personalization. Instead of sending a generic invite, make sure the invitation feels tailored to the prospect’s interests and challenges. **Tip**: Use data from your CRM to [segment prospects by their interests or industry](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/) and send them invitations that reflect that. The more specific you can get with the invite, the better. Highlight how the event or webinar will help them solve a problem or achieve a goal they care about. Make it clear why it’s worth their time. ## **Key takeaways** We’ve covered a lot of ground in this guide, so let’s just recap some of the key things to remember when tackling account-based marketing emails: 1. **Personalization is key**: The more personalized your emails are, the higher the chance of success. Make sure to reference specific pain points, interests, or industry-related news. 2. **Timing matters**: ABM is a long-term strategy, so space out your emails appropriately. Follow-up emails should feel like part of an ongoing conversation, not just another sales push. 3. **Value over volume**: Always prioritize providing value over sending high volumes of emails. Tailored content, resources, and even gifts can go a long way in building meaningful relationships. 4. **Keep it human**: Avoid sounding robotic or salesy. Your emails should feel like a conversation between two professionals, not a corporate pitch. ABM is all about precision and personalization, so the more **tailored** and **human** your account-based marketing emails are, the more likely you’ll engage your target accounts and build long-lasting relationships. The key to success lies in understanding your prospects' needs, speaking directly to those needs, and offering them value at every step of their journey. Personalized emails, thoughtful resources, and an authentic approach can turn cold leads into conversations, and these subsequent warm leads into long-term customers. In the world of ABM, every email matters. So, make sure each one counts. ## **FAQ** #### ****1\. What’s the best way to measure the success of my ABM email campaigns?** Tracking the success of your account-based marketing emails goes beyond just open and click-through rates. While – don’t get us wrong – those are important, you'll also want to monitor how your emails move prospects down the funnel. Key metrics to focus on include the ****number of responses**, ****meetings scheduled**, and ****deals closed**. Tracking engagement with personalized content, like videos or resources, can give you additional insight into which types of emails your audience finds the most valuable. #### ****2\. How do I personalize ABM emails without seeming too "salesy"?** Personalizing ABM emails is absolutely critical to their success and should focus on solving your prospect’s pain points, rather than just pushing a sale. Reference specifics like their company’s challenges, industry trends, or even a previous conversation or event you attended together. The key is to make the email feel like a helpful, professional conversation – not a generic sales pitch. Keep the tone friendly and genuine to avoid sounding like just another email blast. #### ****3\. How many follow-up emails is too many in an ABM email sequence?** The number of follow-ups in an account-based marketing email sequence depends on the prospect’s engagement level and their stage in the funnel. As a general rule, aim for three to four follow-ups spread across roughly 10–14 days, with each email offering value, such as additional resources, case studies, or insights. If you haven’t received any response after that, it’s time to send a "breakup" email, like the ones above, offering one final helpful resource before parting ways. #### ****4\. Can I use automation tools for my ABM emails, or should everything be personalized manually?** While manual personalization is important, automation tools can still play a big role in streamlining your account-based marketing email efforts and saving you time. Use automation tools to set up triggers for sending follow-ups or nurture sequences based on specific actions, like opening an email or downloading a resource. Tools like ChatGPT, Claude, and Perplexity also make it easier to tailor your emails to specific audiences. Just make sure the content is still personalized, and always allow room for a personal touch. The goal is to maintain a balance between ****automation** and ****authenticity**. ### A guide to delivering value beyond annual planning URL: https://www.revenueoperationsalliance.com/a-guide-to-delivering-value-beyond-annual-planning/ Last updated: 2025-05-23T08:53:45.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** May 22, 2025 **Time:** 5:00pm BST **Location:** Online [Watch OnDemand](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=j8ro904zch) In his session, Mike will talk through a practical approach to how you can streamline your processes, boost revenue predictability, and create a clear and actionable annual RevOps plan. --- ## Key takeaways: - **Build a practical, actionable RevOps plan** Learn how to create a clear, step-by-step plan that drives alignment and execution beyond annual planning. - **Streamline internal processes** Discover how to simplify workflows across go-to-market teams to boost efficiency and reduce friction. - **Increase revenue predictability** Uncover strategies to improve forecasting accuracy and build more reliable revenue models. - **Drive ongoing value throughout the year** Find out how to maintain momentum and deliver impact beyond the typical annual planning cycle. --- ### Meet the speaker: [Mike Lee](https://www.linkedin.com/in/mvleejr/), Senior Director, Global Sales Planning & Operations, Reality Labs at [Meta](https://www.linkedin.com/company/meta/) An accomplished planning and operations leader with extensive experience across the high-tech, retail, and apparel industries. Known for driving results in fast-paced, dynamic environments, this professional has held increasingly senior roles spanning planning, new product introduction, general management, retail operations, and program management. Adept at leading cross-functional teams and optimizing end-to-end operations, they bring a strategic mindset and a track record of operational excellence. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/04/image.png) ### Adaptability & relationship-building in RevOps, with Ali Spinelli URL: https://www.revenueoperationsalliance.com/adaptability-relationship-building-in-revops-with-ali-spinelli-video/ Last updated: 2025-08-04T15:11:42.000Z --- --- --- ## More resources: [Making an impact with QBRs, with Richard De Veer \[Video\]Richard De Veer joins our host Sandy Robinson to discuss the impact of QBRs in RevOps, enabling sales with data, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-179.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-12-2.png)](https://www.revenueoperationsalliance.com/making-an-impact-with-qbrs-with-richard-de-veer-video/) ### What RevOps teams get wrong about annual planning URL: https://www.revenueoperationsalliance.com/what-revops-teams-get-wrong-about-annual-planning/ Last updated: 2025-11-17T10:05:52.000Z This article comes from **Mike Lee**’s insightful talk at our **San Francisco 2024 Revenue Operations Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=j8ro904zch) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- What if [annual planning](https://www.revenueoperationsalliance.com/forecasting-errors-business-performance-webinar/) wasn’t just a necessary evil, but one of the most powerful levers for connection in your organization? That might sound like a stretch. But after years of working across retail, consulting, and now leading global revenue operations at Reality Labs, Meta, I’ve come to believe that planning – when done right – isn’t just about setting goals or getting your numbers in on time. It’s about creating clarity, building relationships, and enabling teams to move faster, with purpose. It’s been a journey, and if there’s one thread that’s run through it all, it’s this: **connections**. That’s what I want to focus on here. Because whether you call it SalesOps, RevOps, or business planning, our role is the glue. We connect dots, people, and processes across a business – and that’s an incredibly powerful place to be. Today, I want to share how we’re using annual planning at Meta as a tool to deliver value beyond just setting targets. Because good planning isn't just about better slides. It's about driving real connection and clarity across the business. Let’s dive in. ## **What annual planning really looks like behind the scenes** Let me paint you a picture. Two years ago, as we planned for 2023, we struggled to get our plans locked in. We were nearly halfway through the year before we had final alignment. Imagine trying to mobilize an *entire* global sales organization without a plan in place. That’s the level of complexity we were facing. And we had good reasons. [Roadmaps](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) kept shifting. Financial inputs came in late. Strategic priorities weren’t locked when we needed them. Every cross-functional partner was on their own timeline. And each "node" on our planning map? That wasn't just a person. It was often dozens or hundreds of people, led by directors or VPs, each with their own objectives. In other words, planning wasn’t just about getting numbers into a spreadsheet. It was about orchestrating a massive, interdependent machine. [Future-proofing growth: How to build a winning customer-led growth strategyWhat’s your company’s plan for growth in today’s market? If your strategy revolves around mass acquisition, you might be in trouble.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-172.png)Revenue Operations AllianceCharlie Sonnenberg![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---How-to-build-a-winning-customer-led-growth-strategy-1.png)](https://www.revenueoperationsalliance.com/future-proofing-growth-how-to-build-a-winning-customer-led-growth-strategy/) _This post is for paying subscribers only._ ### Defining the Chief Revenue Officer role, with Nicholas Ghitti [Video] URL: https://www.revenueoperationsalliance.com/defining-the-chief-revenue-officer-role-with-nicholas-ghitti-video/ Last updated: 2025-06-18T11:38:11.000Z --- ## More resources: [The CRO’s guide to raising capital and attracting investorsDiscover how CROs attract investors, drive capital, and scale growth with strategies that turn businesses into standout investments.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-171.png)Revenue Operations AllianceLawrence Lanzilli![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/CRO-raising-capital-attracting-investors-revops-1-2.png)](https://www.revenueoperationsalliance.com/cros-guide-to-raising-capital-attracting-investors/) ### What does a revenue operations leader actually do? URL: https://www.revenueoperationsalliance.com/a-day-in-the-life-of-a-revops-lead/ Last updated: 2025-08-04T15:12:25.000Z RevOps is all about structure, clarity, and, let’s be honest, saying *no* to ideas that sound great in theory but derail the company’s revenue goals. My job is to turn GTM team requests into real system solutions without creating a tangled mess of unnecessary workflows and fields. Here’s a typical day for me as a RevOps Lead working remotely for a U.S.-based B2B startup. ## **Morning: Kicking off the week** Every Monday starts with reviewing Jira (my choice - it could be any other project management tool). I go through last week’s sprint, updating or closing tasks, and I remind my intern to do the same. Then, I set up the new sprint, filling it with tasks that need to get done that week. > *Since RevOps is a project-based role, the workload is never exactly the same.* To prioritize, I use a mix of the **sales team goals, and company goals for the year/quarter**. When a task is less urgent, I backlog it in Jira under "On Hold" or set a future review date. My mindset is simple: **how does this impact pipeline generation or deal closing?** Common tasks include: - Researching for a new request or project - Benchmarking with other RevOps professionals - Designing process workflows - Testing CRM automation (in my case, Salesforce) - Deploying new fields, validation rules, or flows - Creating reports and dashboards - Testing and evaluating new tools At any given time, my intern and I are working through some mix of the above. I oversee their tasks, making sure things move forward smoothly. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/03/Insider-4.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) ## **Midday: Meetings, troubleshooting, and pushing back** RevOps sits at the intersection of multiple teams, so meetings are part of the deal. I have weekly 1:1s with my manager, syncs with sales, marketing, and customer success, and meetings with different leadership members when a project impacts multiple teams. For example, if we decide to change Opportunity Types in Salesforce, that’s not just a sales problem. It affects marketing attribution, customer success workflows, and revenue reporting. These kinds of changes need to be properly documented—not just in Jira but in our knowledge base—so people actually know how things work. Meetings **align teams, unblock work, and ensure RevOps is seen as a strategic partner rather than just a support function**. They also help in remote work environments by keeping a regular presence and ensuring projects are delivering the expected results. While meetings help with alignment, a big part of my job is pushing back on *shiny new ideas* that would clutter our systems. > *RevOps isn’t just about making things work—it’s about making sure we’re not overcomplicating things for the sake of it.* Of course, not everything is strategy. Sometimes, I have to troubleshoot when something is too complex for my intern or they’re swamped. That can mean digging into why a field isn’t updating, fixing broken automation, or figuring out why a report doesn’t match reality. [What is GTM engineering? The complete growth guideGo-to-market (GTM) engineering seems to be the word on everyone’s lips, but what exactly is this new term, and why has it sparked so much debate?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-159.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Website_Article_Images_Doodles.png)](https://www.revenueoperationsalliance.com/what-is-gtm-engineering/) ## **Afternoon: Execution, documentation & breaks that keep me sane** Once meetings are done, it’s time to execute. That could mean refining a workflow, testing automation, or rolling out a new process. It’s the actual *doing* part of the job. By the way, documentation is **critical** in RevOps. It prevents knowledge loss, keeps processes scalable, and ensures consistency across teams. I use a mix of: - **Knowledge base pages (like Confluence) for written guides** - **Workflows for processes with different steps/scenarios** - **Videos for tutorials or demos** To speed things up, I use **Perplexity for research** when I need detailed answers and **ChatGPT to help plan projects, organize processes, and spot missing details**. Since I work remotely, I make it a point to step away from my screen at some point during the day. A short walk helps clear my head—especially when I’m stuck on something. [Making an impact with QBRs, with Richard De Veer \[Video\]Richard De Veer joins our host Sandy Robinson to discuss the impact of QBRs in RevOps, enabling sales with data, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-161.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-12.png)](https://www.revenueoperationsalliance.com/making-an-impact-with-qbrs-with-richard-de-veer-video/) ## **Evening: Wrapping up & the reality of remote hours** Because I work for a U.S. startup from a different time zone, my work hours are not the standard 9-5\. I start around 10:30 AM and often work until 8:00 PM (sometimes later). It’s not unusual for RevOps professionals in different time zones to adjust their schedules like this. Even after logging off, I stay engaged with the RevOps community. > *Networking, sharing insights, and staying updated on new tech trends aren’t “work,” but they make me better at what I do.* [RevOps & enablement: A match made in revenue heavenNicole Ward explores the relationship between enablement and revenue operations, and why enablers should report into RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-162.png)Revenue Operations AllianceNicole Ward![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---revops---enablement.png)](https://www.revenueoperationsalliance.com/revops-enablement-a-match-made-in-revenue-heaven/) ## **Project example: Churn process implementation in Salesforce** Here is an example of a project that worked on as a RevOps Lead and that can give a clear picture of what a complete RevOps project looks like: One of my recent projects was the implementation of a Churn Process in Salesforce. The goal was to establish a structured workflow for logging and managing customer churn in Salesforce. This project focused on accurately tracking users who discontinue their subscriptions ("churn"), documenting the corresponding reasons, and linking renewal opportunities to the churned record. In order to do that, I had to create a custom object called “Churn” in the CRM. The key objectives of this project were: - **Automate churn logging** – When a paying user stops being a customer, a Churn record is created and linked to the Contact. - **Data integrity & visibility** – The Churn Type selected in the Churn record updates the related Contact’s Contact Category, ensuring consistency across records. - **Capture renewal opportunities** – any open Renewal Opportunity at the time of churn is automatically associated with the Churn record for tracking potential re-engagement. - **Permissions & user access** – Implement a permission set allowing designated users to access and edit Churn records. [Your sales AI strategy is backwards: Lessons from SalesforceFrom startup CEO to Salesforce SVP, discover proven strategies for building high-performance sales teams and leveraging AI in today’s data-driven world.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-163.png)Revenue Operations AllianceJeron Paul![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/sharing-Your-sales-AI-strategy-is-backwards-Lessons-from-Salesforce.png)](https://www.revenueoperationsalliance.com/your-sales-ai-strategy-is-backwards-lessons-from-salesforce/) ## **Long story short** RevOps is a mix of structure, problem-solving, and saying *no* when necessary. It’s about making systems work for the business—not just for the sake of building them. Some days are smooth, others are filled with firefighting. But at the end of the day, it’s all about keeping revenue operations *operational*. **And yes, sometimes it’s just about reminding people (again) to update the CRM!** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/03/Insider-4-1.png)](https://www.revenueoperationsalliance.com/insider-membership-plan/) --- ### What is GTM engineering? The complete guide to the future of scalable growth URL: https://www.revenueoperationsalliance.com/what-is-gtm-engineering/ Last updated: 2025-07-10T14:51:17.000Z Go-to-market (GTM) engineering seems to be the word on everyone’s lips, but what *exactly* is this new term, and why has it sparked so much debate? For years, sales and revenue operations teams have been stuck in the same loop, relying on manual processes, struggling with disconnected data, and patching together fragmented [tool stacks](https://www.gotomarketalliance.com/the-go-to-market-tools-of-choice-2/). But now, GTM engineering marks a real shift in how go-to-market and revenue teams operate, introducing a new breed of technical problem-solver who’s securing the most efficient growth. This guide will break down what GTM engineering is, why it’s gaining traction, and exactly how companies can implement it successfully to build scalable revenue engines. So let’s get started. ## **What is GTM engineering?** GTM engineering is the next evolution of sales and revenue operations. Sitting at the intersection of RevOps, growth, and sales, GTM engineering bridges the gap between manual prospecting and automated, scalable revenue systems. It’s all about blending data-driven automation, [AI-powered](https://www.gotomarketalliance.com/ai-in-gtm-opportunities-challenges-and-best-practices/) personalization, and operational efficiency to help revenue teams work smarter, not harder, and focus on growth without expanding their budget or their headcount. Traditionally, [sales teams](https://www.gotomarketalliance.com/five-actionable-strategies-for-collaborating-more-effectively-with-sales-teams/) and reps spent hours manually sourcing leads, sending cold emails, and logging activities in a CRM. The process was inefficient, repetitive, and prone to human error. GTM engineers are changing the game by automating these tasks and building workflows that do the heavy lifting. As those at Clay, the platform that coined the term (more on them later!), say, GTM engineering is about: > **Micro relevance, not mass personalization** ### **So, what do GTM engineers do?** A GTM engineer isn’t just another sales ops professional or RevOps expert—it’s a hybrid role that combines automation, data management, and workflow optimization. They’re basically sales reps, growth marketers, sales engineers, and account executives rolled into one. In this way, they’re responsible for both the whole [customer journey](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/) and pipeline and revenue growth. ![Traditional sales vs. gtm engineering differences image GTM engineering Clay](https://www.gotomarketalliance.com/content/images/2025/02/Traditional-sales-vs-GTM-engineering.png) Here’s what they typically handle within their role: ✅ **Building automated outbound systems** that replace manual prospecting. ✅ **Developing data pipelines** to enrich and segment leads dynamically. ✅ **Leveraging AI for personalized messaging at scale** without mass spamming. ✅ **Optimizing revenue systems** to continuously improve conversion rates. ✅ **Reducing operational inefficiencies** by bridging the gap between sales, RevOps, and marketing. ## **3 crucial reasons why you need GTM engineering** ![GTM engineering Clay tweet viral expert](https://www.gotomarketalliance.com/content/images/2025/02/6715612f-3233-441c-b7f1-97429add9b58_1092x480.jpg) ### **1\. No-code/low-code has changed the game** Not long ago, sales automation required heavy involvement from IT teams. If a sales rep or RevOps leader wanted to automate part of their workflow, they had to wait in line for developers to build custom integrations. But that’s no longer the case. The rise of no-code and low-code platforms has empowered revenue teams to build these automations themselves, all without needing a single line of code. Tools like Zapier, Airtable, and Clay allow GTM engineers to create sophisticated, AI-driven workflows that enrich lead data, personalize outreach, and manage pipeline activity—all in real time. This shift means revenue teams can move faster, test new strategies, and refine their processes without waiting for engineering resources. As these tools continue to evolve, GTM engineering will become an essential function for any sales organization looking to scale efficiently. ### **2\. Scaling revenue requires systems, not just more people** In the past, the go-to strategy for growing revenue was simple: hire more salespeople. But this model is increasingly unsustainable. Hiring, onboarding, and training SDRs takes time and money—and even then, success rates vary wildly. GTM engineers take a different approach. Instead of throwing more people at the problem, they build scalable, repeatable revenue systems. By [leveraging AI](https://www.gotomarketalliance.com/how-generative-ai-is-revolutionizing-gtm-efficiency-real-world-tips-and-tools/), automation, and workflow optimization, they enable small teams to achieve the output of much larger sales organizations. This means companies can drive revenue growth without inflating their payroll. ### **3\. AI and data enrichment are redefining prospecting** Cold outreach is broken. Prospects today are being bombarded with generic, irrelevant AI-generated messages, and response rates are plummeting. GTM engineers are fixing this by integrating real-time data enrichment and AI-driven personalization. Instead of sending the same template to thousands of prospects, workflows identify the right targets, gather insights, and craft messages that are truly relevant. This shift from mass outreach to micro-relevance is dramatically [improving engagement rate](https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/)[s](https://www.gotomarketalliance.com/how-emotional-design-and-storytelling-can-transform-your-training-and-boost-engagement/) and pipeline efficiency. [100m ARR: Crafting a successful B2B SaaS go-to-market engineWhat does it take to build a $100 million ARR SaaS go-to-market engine? Robert Gimbel shares his insights on scaling, strategy, and execution![](https://www.gotomarketalliance.com/content/images/icon/android-chrome-192x192-131.png)GTM AllianceRobert Gimbel![](https://www.gotomarketalliance.com/content/images/thumbnail/ARR-blueprint-1.png)](https://www.gotomarketalliance.com/crafting-a-successful-b2b-saas-go-to-market-engine/) ## **The role of Clay in GTM engineering** If there’s one thing those of you in go-to-market know, it’s that the sales tech stack has gotten OUT OF CONTROL. Dozens of tools promise better prospecting, cleaner data, and smarter outreach—but in reality, they actually create more work as you’re stuck juggling platforms just to get a clear view of your pipeline. Enter Clay, a platform that’s quietly redefining how go-to-market teams automate and optimize revenue workflows and the brains behind GTM engineering. Starting as a “magic spreadsheet,” Clay was built to pull in data from multiple sources and make it easier to analyze. But like any good startup story, it evolved. Today, Clay is an all-in-one automation tool that helps revenue teams streamline prospecting, enrichment, and outreach—without the tool fatigue. ![](https://www.gotomarketalliance.com/content/images/2025/02/Cheers-Automate-GIF-by-Variobotic-GmbH-1.gif) ### **How GTM engineers use Clay to scale revenue** What makes Clay different? It doesn’t just collect data—it puts it to *work*. GTM engineers and sales teams alike use it to: **✅ Enrich prospect data automatically** – Instead of hopping between multiple data providers, Clay consolidates over 75 enrichment sources into one place, offering deeper insights than LinkedIn Sales Navigator. **⚙️ Leverage AI-powered research & outreach** – With large language models (LLMs) at its core, Clay automates prospect research, drafts personalized messaging, and even triggers workflows based on engagement. **🚀 Automate lead qualification & CRM updates** – No more manually segmenting leads or copying notes into a CRM. Clay keeps records up-to-date and triggers outreach when the time is right. **🔗 Sync seamlessly with existing tools** – Clay integrates with Salesforce, HubSpot, and other outreach platforms, making it easy to unify sales, marketing, and RevOps data. This streamlined approach is why companies trust Clay to power their revenue workflows. Whether it’s a startup founder running solo outbound, an enterprise sales team fine-tuning segmentation, or an outbound agency managing multiple client campaigns, Clay can help. Go-to-market success isn’t about who can send the most emails—it’s about who can build the most relevant, data-driven, and scalable growth, and that’s exactly what Clay is making possible. [8 innovative go-to-market strategy examples (with template)Unlock success with 8 inspiring go-to-market strategy examples. See how top brands launch products, engage audiences and drive growth.![](https://www.gotomarketalliance.com/content/images/icon/android-chrome-192x192-132.png)GTM AllianceElla Harrison![](https://www.gotomarketalliance.com/content/images/thumbnail/8-innovative-go-to-market-strategy-examples--with-template---2--2-4.png)](https://www.gotomarketalliance.com/8-innovative-go-to-market-strategy-examples/) ## **How to implement GTM engineering functions in your organization** So, now you’re sold on GTM engineering, how do you actually make it happen in your organization? The good news is you don’t need to be a developer or spend six figures on custom-built automation. With the right approach, you can start integrating AI, automation, and scalable workflows today. Here’s how: ### **Step 1: Automate lead enrichment and targeting** One of the biggest time-wasters in sales? Messy data. Outdated contact details, missing job titles, and incomplete firmographics slow your team down and lead to wasted outreach. Instead of making reps manually update records, automate the entire process. - **Plug into multiple data sources** – Tools like Clay pull in live data, making sure every prospect record is fresh and accurate. - **Set up real-time data pipelines** – No more exporting CSVs. Create workflows that enrich leads automatically so reps don’t have to hunt down information manually. ### **Step 2: Use AI for smart, personalized outreach** [AI](https://www.gotomarketalliance.com/tag/ai/) can either make outreach *way* more effective or *way* more annoying, depending on how you use it. The problem? Most AI-generated sales emails sound like AI-generated sales emails. That’s why GTM engineering isn’t just about using AI—it’s about using the right AI at the right time. - **Trigger outreach based on real signals** – Instead of sending generic emails, set up workflows that react to buyer intent (e.g., visiting your pricing page, engaging with content, or showing signs of churn). - **Go beyond basic personalization** – AI can now summarize research, analyze web pages, and pull contextual data to craft messages that actually sound human. No more “Hey \[First Name\], saw you’re in \[Industry\], let’s chat!” ### **Step 3: Automate and optimize** Once you’ve got good data and smart outreach, the next step is making sure everything runs on autopilot. GTM engineers build workflows that replace repetitive, manual tasks so revenue teams can focus on closing deals, not clicking buttons. - **Set up AI-powered follow-ups** – Instead of manually checking who opened an email, your system should automatically trigger the next step based on engagement. - **Streamline inbound lead handling** – No more losing high-intent leads in a spreadsheet. Automatically score and route inbound leads to the right team members in real time. - **Keep CRM data fresh without manual updates** – Reps should never have to waste time updating records. GTM engineering makes sure data stays clean and actionable. GTM engineering isn’t something you have to completely rebuild your team for—it’s something you can start testing today. Pick a process, automate it, and refine it from there. Before you know it, you’ll have a fully optimized revenue engine. ## **GTM engineering vs. RevOps: Why it’s not either/or** A lot of people think GTM Engineering and RevOps are competing functions, but that couldn’t be further from the truth. These two teams don’t just coexist—they **depend on each other,** and keeping them separate would hold both functions back. ![](https://media.tenor.com/pakzecn3_jgAAAAC/teamwork.gif) RevOps lays the foundation, ensuring systems are reliable, data is clean, and workflows run smoothly. GTM engineering builds on top of that foundation, constantly testing, optimizing, and pushing the boundaries of what’s possible with AI and automation. Together, teams get the best of both worlds: a solid revenue machine that’s both stable and innovative—scaling what works while continuously improving operations. ****Without RevOps** GTM engineering would be ****chaotic**. No stable infrastructure, no reliable data, and no way to measure success at scale. ****Without GTM engineering** RevOps would be ****stagnant**. Processes would stay the same, and revenue teams wouldn’t evolve as technology and buyer behavior change. Here’s how this plays out in real-world sales and marketing teams: - **RevOps makes sure everything connects.** They ensure your CRM, email tools, and enrichment platforms work together seamlessly so data flows correctly and reporting stays accurate. - **GTM engineers build smarter workflows on top of those systems**. Instead of just running standard sequences, they introduce AI-driven personalization, automated research, and real-time intent tracking—all within the structure RevOps maintains. - **RevOps stabilizes and scales what works.** Once GTM engineers prove that new automation or strategy improves efficiency, RevOps bakes it into the company’s standard processes, ensuring it’s repeatable and scalable. - **GTM engineers keep testing new ideas.** While RevOps focuses on consistency, GTM engineers continue experimenting—finding ways to refine workflows, optimize automation, and push revenue growth even further. At the end of the day, it’s not a question of RevOps vs. GTM engineering—it’s about how they work together, and companies need both to nail their growth. ## **Conclusion** Traditional sales teams are being disrupted, and GTM engineering is the future. In an increasingly automated landscape, GTM engineers are harnessing this, and platforms like Clay are leading the charge. It’s not about replacing RevOps or Sales but bridging the gap between them in the name of growth and simply about working smarter, not harder. No more bloated sales teams, no more wasted effort on outdated playbooks. Just efficient, scalable revenue growth that actually makes sense. So, the question isn’t *if* you should start thinking like a GTM engineer—it’s *when*. And if you want to stay ahead, the answer is **right now**. ### Future-proofing growth: How to build a winning customer-led growth strategy URL: https://www.revenueoperationsalliance.com/future-proofing-growth-how-to-build-a-winning-customer-led-growth-strategy/ Last updated: 2025-08-04T14:45:09.000Z This article comes from **Charlie Sonnenberg**’s insightful talk at our **San Francisco 2024 Chief Revenue Officer Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-san-francisco-2024-ondemand/?wchannelid=qu976rsfyb&wmediaid=zyrnjf579k) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- What’s *your* company’s plan for growth in today’s market? If your strategy still revolves around acquiring as many customers as possible and worrying about retention later, **you might be in trouble**. For years, we lived in the era of "growth at all costs." The [playbook](https://www.revenueoperationsalliance.com/reports-and-playbooks/) was simple: throw money at acquiring customers, expand the team, stack the tech, and focus on top-line growth. The assumption? We’d figure out retention and expansion later. And for a while, that worked. Budgets were big, software decisions were made quickly, and there wasn’t a lot of scrutiny around [tech stacks](https://www.revenueoperationsalliance.com/architect-of-growth-mastering-your-tech-stack-for-revenue-success/). Companies could operate at a loss and still attract investors. But those days are gone. Acquisition is down across the board. Companies are being much more selective about their software investments. Sales cycles are getting longer, deals are more complex, and CFOs and CTOs are scrutinizing every expense. So where does that leave us? The companies thriving today are the ones proving value not just at the point of sale but throughout the entire customer journey. That’s where customer-led growth comes in—and if you haven’t shifted your focus here yet, it’s time to start. ## **Why companies are struggling to drive expansion** Ask any RevOps leader if customer expansion is important, and you’ll get a resounding “yes.” But when you dig into the execution? That’s where things fall apart. Most companies rely on a set of tactics that sound good in theory: - Being more proactive with customer outreach - Treating renewals as selling events - Moving to a consumption-based model - Adding price uplifts at renewal The problem? These tactics are internally focused. They’re about squeezing more revenue out of customers—not about proving value. That’s why they don’t work in the long run. The only way to achieve sustainable customer-led growth is to ensure customers see real, measurable value at every stage of their journey. More importantly, they need to be able to prove that value internally when budgets are under review. So how do we make that shift? Let’s talk strategy. [Why the CRO role remains misunderstood, with Grainne Maycock \[Video\]On this episode, Warren Zenna sits down with Grainne Maycock, CRO at Acolad Group to discuss how the CRO role is still misunderstood, the qualities that make a great CRO, the best way to approach working with your CMO, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-155.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_Podcast_GuestSpeaker_Meta_-3-1.png)](https://www.revenueoperationsalliance.com/why-the-cro-role-remains-misunderstood-with-grainne-maycock-video/) _This post is for paying subscribers only._ ### Revenue Operations Summit New York | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-new-york-ondemand-2/ Last updated: 2025-08-04T15:12:50.000Z Catch up on every session from Revenue Operations Summit New York, featuring sessions from dscout, Salesforce, Candid, Wix and more. _This post is for paying subscribers only._ ### Chief Revenue Officer Summit New York | March 2025 URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-new-york-march-2025-2/ Last updated: 2025-08-05T06:26:59.000Z Catch up on every session from Chief Revenue Officer Summit New York, including talks from American Express, Vimeo, Salesforce and more. _This post is for paying subscribers only._ ### Making an impact with QBRs, with Richard De Veer URL: https://www.revenueoperationsalliance.com/making-an-impact-with-qbrs-with-richard-de-veer-video/ Last updated: 2025-08-04T16:08:47.000Z --- ## More resources: [Bottom-up vs. top-down RevOps, with Lonny Sternberg \[Video\]Lonny Sternberg joins our host Sandy Robinson to discuss bottom-up vs top-down RevOps approaches, RevOps’ expanding role, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-158.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/1-1.png)](https://www.revenueoperationsalliance.com/bottom-up-vs-top-down-revops-with-lonny-sternberg-video/) ### Why building a high-performing RevOps team doesn't need to be difficult URL: https://www.revenueoperationsalliance.com/building-a-high-performing-revops-team/ Last updated: 2025-04-17T09:09:32.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** April16, 2025 **Time:** 5:00pm GMT **Location:** Online [Watch OnDemand](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=5h141mnfp0) Unsure what skills and roles are needed for a successful RevOps team? In this session, we'll explore who the key players are and how you can build a cohesive, high-performing team that drives results. --- ### Key takeaways: - **Understanding Key Roles**: A successful RevOps team requires a mix of key players, such as data analysts, operations specialists, sales and marketing alignment experts, and customer success managers, each contributing their expertise to optimize revenue processes. - **Building a Cohesive Team**: To drive results, it’s essential to foster strong communication and collaboration across departments, ensuring all team members are aligned with the company’s revenue goals. - **Skills for High Performance**: The RevOps team should be skilled in data analysis, problem-solving, process optimization, and strategic thinking to effectively address operational challenges and improve revenue generation. - **Continuous Improvement**: A high-performing RevOps team should consistently evaluate and adjust strategies based on performance data, feedback, and market shifts to remain agile and responsive to business needs. --- ### Meet the speaker: [Tyler Hooper](https://www.linkedin.com/in/tylerlhooper/), Senior Director of RevOps at [FIS](https://www.linkedin.com/company/fis/) Solving complex business problems is both an art and a science. I believe it takes a blend of persistence, experience, tenacity, relationships, logical thought, intuition, and perhaps most importantly, a willingness to be wrong. My approach is grounded in the belief that growth comes from learning and adapting through challenges. And above all, having fun and helping others along the way brings purpose and fulfilment to both my work and life. With a diverse background, I bring a broad range of skills to the table, including leadership, strategy, sales operations, business intelligence, and system integration, among many others. I am passionate about using data to drive decision-making and ensuring that organizations achieve their goals effectively while fostering a collaborative and dynamic environment. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/03/image-2.png) ### What makes a great CRO? URL: https://www.revenueoperationsalliance.com/what-makes-a-great-cro/ Last updated: 2025-08-04T14:45:26.000Z ROAnow is your chance to stream exclusive talks and presentations, hosted by revenue operations experts and industry leaders. It's a unique opportunity to watch the most sought-after RevOps content. Each stream delves deep into a key RevOps topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced revenue operations leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** March 26 **Time:** 5pm GMT **Location:** Online [Watch OnDemand](https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-san-francisco-2024-ondemand/?wchannelid=qu976rsfyb&wmediaid=4aolimqd0v) The role of the Chief Revenue Officer is evolving—and so is its impact. It’s more than just managing sales. It’s about driving growth across the entire customer lifecycle. --- ### Join us for an exclusive fireside chat as we explore: - How the CRO function has expanded beyond sales management. - The limitations of a purely sales-focused approach. - Redefining the CRO as a strategic leader for revenue generation, driving growth across all departments that touch the customer. Don’t miss this conversation that’s shaping the future of revenue leadership. Sign up now and be part of the change. --- ### **Meet the speakers:** [Warren Zenna](https://www.linkedin.com/in/warrenz?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAAAaYEYBET0885NChxoVflJFBiW%5FYZwpPzo&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3B%2FrYQ9CunQ6GVnQ%2FcPPVhoQ%3D%3D), Founder at [CRO Collective](https://www.linkedin.com/company/the-cro-collective/) With over 25 years of experience in B2B sales, marketing, and leadership, the founder of The CRO Collective has seen firsthand the challenges CEOs and CROs face. Appointing a Chief Revenue Officer is the most critical decision for a CEO—but most don't do it properly, leading to short tenures and misaligned expectations. The CRO Collective helps ensure CROs succeed and guides CEOs through the complexities of this critical role. If you’re a CEO, CRO, or aspiring CRO, DM "CRO Success" and let’s talk about getting it right. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/03/image.png) [Allison Metcalfe](https://www.linkedin.com/in/allisonmetcalfe/), Chief Revenue Officer at [Cloudinary](https://www.linkedin.com/company/cloudinary/) A senior executive leader with a proven track record of scaling B2B enterprise SaaS and Consumption businesses from $5 to $500 million in revenue. Experienced across Customer Success, Sales, Go-to-Market Strategy, and Operations, with a focus on customer-centric, metric-driven strategies for multi-product, international portfolios. Known for inspiring leadership and driving rapid innovation, transforming talent, operations, and technology to achieve consistent revenue growth and margin objectives. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/03/image-1.png) ### Building a high-performing RevOps team doesn’t need to be difficult URL: https://www.revenueoperationsalliance.com/why-building-a-high-performing-revops-team-doesnt-need-to-be-difficult/ Last updated: 2025-08-05T06:54:36.000Z This article comes from **Tyler Hooper**’s insightful talk at our **San Francisco 2024 Revenue Operations Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=5h141mnfp0) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- What separates a high-performing [RevOps team](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) from one that struggles to gain traction? Is it the tools, the processes, or the people? The truth is, it’s all of the above—but, more importantly, it’s how you bring them together. Revenue operations is a function that’s gaining traction fast—and for good reason. Companies with a [mature RevOps team](https://www.gartner.com/en/sales/topics/revenue-operations) are **twice as likely** to hit their revenue and profit goals. That’s not just a statistic; it’s a *wake-up call*. I’ve spent over 18 years in operational roles across tech, fintech, and healthcare, leading teams of various sizes, from small, agile groups to 30-person RevOps organizations supporting large-scale acquisitions. Along the way, I’ve learned that building a high-performing RevOps team doesn’t have to be difficult—if you follow the right blueprint. Today, I want to share that blueprint with you. We’ll walk through what I call the “RevOps Parthenon”, explore the balancing act of [leadership](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/), and look at the role of AI in shaping the future of RevOps. Let’s get started. ## **The “RevOps Parthenon”** I like to think of RevOps as a Parthenon—a strong, structured framework that supports the organization’s revenue goals. Let’s break it down: ### **The foundation: Organizational effectiveness** At the base of the Parthenon is organizational effectiveness—the core of a well-functioning RevOps team. Without it, nothing else stands. This includes: - **Strategy and design** – Clearly defined roles and responsibilities - **Communication** – Cross-functional transparency and alignment - **Process documentation** – Consistent, scalable workflows - **KPIs and analytics** – Measuring success with data - **Tech and training** – The right tools and onboarding processes Without a solid foundation, your RevOps team will struggle to gain credibility and drive strategic impact. ### **The five pillars of RevOps excellence** Once the foundation is set, we build upon it with five key pillars: 1. **Sales partnerships** – Supporting sales leaders with insights and strategy 2. **Data analysis & insights** – Using data to inform business decisions 3. **Forecasting & pipeline management** – Identifying risks and opportunities 4. **Sales strategy & rep productivity** – Maximizing efficiency across the team 5. **Operational excellence** – Driving transformational initiatives If you get these five pillars right, your RevOps team won’t just be an admin function—you’ll have a seat at the strategy table. [Aligning sales and marketing to achieve revenue growth with Tina WungVP of Growth Marketing and Revenue at Nisum, discusses why alignment between your sales and marketing teams is crucial to revenue growth. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-154.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/6-2.png)](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/) _This post is for paying subscribers only._ ### Why the CRO role remains misunderstood, with Grainne Maycock URL: https://www.revenueoperationsalliance.com/why-the-cro-role-remains-misunderstood-with-grainne-maycock-video/ Last updated: 2025-08-04T14:49:53.000Z --- --- ## More resources: [Navigating the CRO to CEO career path, with Michael Reid \[Video\]On this episode of CRO Insights, host Warren Zenna sits down with Michael Reid to discuss making the move from CRO to CEO, the characteristics of a great Chief Revenue Officer, deconstructed CRO models, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-149.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_Podcast_GuestSpeaker_Meta_-2.png)](https://www.revenueoperationsalliance.com/navigating-the-cro-to-ceo-career-path-with-michael-reid-video/) ### From sales leadership to CRO to CEO: A career journey URL: https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/ Last updated: 2025-03-04T15:00:40.000Z 🎧 **This article was repurposed from Michael’s episode of CRO Insights: How CROs win – listen to the full episode* [**here*](https://www.revenueoperationsalliance.com/navigating-the-cro-to-ceo-career-path-with-michael-reid-video/)**.* ## The sales leadership to CEO career path Let me share my perspective on the transition from [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) (CRO) to CEO, and why I think it's **not** the most challenging career step in sales leadership. I believe the toughest transition is actually moving from Head of North American Sales to CRO – not from CRO to CEO. ### Why jumping from sales leadership to CRO is so difficult Think about the typical sales career path: you might start as an SDR or inside sales rep, doing the hunting. If you're successful, you move up to account management or frontline sales. Keep performing well, and you'll progress to frontline manager, then regional manager, and eventually director. Throughout this journey, you're laser-focused on one thing: managing the [forecast](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/), driving activity, closing deals, MEDDPICC, and starting fresh each quarter with new targets. > It's very one-dimensional – it's all about that hustle and drive to hit your numbers. When you're heading North American sales, you're still operating in that same rhythm: drive activity, maintain pipeline momentum, close deals, and repeat. The metrics and methods are deeply ingrained – you're living and breathing that sales cycle mentality. You might be managing frontline sellers bringing in new business excellently, but stepping into the CRO role introduces whole new dimensions. Suddenly, you're overseeing customer success, which is a completely different animal, and channel business, which many sales leaders initially undervalue. You also inherit solutions architects and this thing called “[RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)” that handles all the systems and [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) you probably disliked as a frontline seller. Now, you're making decisions about the entire revenue infrastructure – choosing methodologies, implementing them in Salesforce or other tools, and managing finance, HR, and legal negotiations. The focus shifts from just winning deals to driving overall recurring revenue. You start to realize that customer success actually handles more of the business than those frontline sellers you used to think were everything. [Aligning sales leadership and RevOps for success with Ian GraceIan Grace, Vice President of Sales at Ocrolus, discusses how revenue operations can effectively align with sales leadership. Listen to the full conversation.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-142.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_--3--1.png)](https://www.revenueoperationsalliance.com/aligning-sales-leadership-and-revops-for-success-with-ian-grace/) ### Moving from CRO to CEO As CRO, you don't need to be an expert in every function, but you need to deeply understand their value. You have to create systems, structures, and processes while carefully balancing resources across teams. Success comes from finding talented leaders who are passionate about their specific areas (whether that's channel partnerships, customer success, or RevOps) and aligning their strategies. Eventually, you become tightly connected with the product organization, constantly feeding back customer needs, competitive insights, and pricing considerations. You partner closely with the Chief Product Officer and engineering team to keep innovating. Moving from CRO to CEO isn't actually that big of a leap - you're mainly adding product and engineering to your portfolio. If you've been a CRO, you're already handling HR, legal, and marketing (or working closely with them). The main new challenges are things like shareholder relations, earnings calls, and regulatory compliance – but these are learnable skills, especially with the right team around you. 💡 ****Note:** this path works best for companies that have already found product-market fit and are ready to scale. I'm not the type of CEO who comes up with product ideas from scratch or codes them – that's a different kind of leader, like the technical founders who build VC-backed startups from nothing. The CRO-to-CEO transition makes sense when a company needs someone to scale an existing successful product. [Thriving as a Chief Revenue Officer in the SaaS industryAndrew Ettinger reflects on his career as a Chief Revenue Officer in the SaaS industry and shares his wisdom for aspiring CROs.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-141.png)Revenue Operations AllianceAndrew Ettinger![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Thriving-as-a-CRO-in-the-SaaS-industry-.png)](https://www.revenueoperationsalliance.com/thriving-as-a-chief-revenue-officer-in-the-saas-industry/) ## How to prepare sales leaders for the CRO role To successfully move up in leadership, it's crucial to understand and embrace the different functions within a company. The key is being curious and moving beyond a one-dimensional focus. The leaders who make that leap successfully are the ones who've built strong relationships [across departments](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) throughout their careers. For example, at ThousandEyes, our best [enterprise](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) leaders worked closely with customer success teams. They understood that creating a "pod" structure – combining frontline sales, customer success, and technical support – was incredibly powerful. Even though these leaders didn't directly manage the solutions architects or customer success teams, they became what you might call "subscribe to" leaders rather than traditional command-and-control managers. They'd guide the entire pod by bringing customer success and solutions architects along on the journey, especially when handling complex enterprise customers where you need to coordinate multiple moving parts. This kind of collaborative leadership style is particularly effective when you're dealing with complex enterprise customers that require coordinating multiple components. Instead of just giving orders, these leaders excel at bringing different teams together toward a common goal. [Key insights for Chief Revenue OfficersDiscover the highlights from last year’s CRO Summit in San Fransisco. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-146.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--11-.png)](https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/) ### Recognizing leadership potential Sometimes, it's important to recognize that **not everyone wants to climb the leadership ladder.** Many of our best sales professionals are frontline sellers who are completely content in that role - and that's fantastic. Some of them will happily retire as top performers, making great money and having no desire to move into management. The key is identifying people who naturally want to progress beyond being individual contributors. These folks show genuine interest in leadership and are open to learning and growing. That's a much easier path to develop than trying to force someone into a role they don't want. I experienced this myself. I was crushing it in frontline sales when a senior leader I respected pulled me aside and said, "You know you've got more to offer than this. You've proven you can excel here over and over - it's time to step into leadership." > That conversation was a real turning point for me. If you'd asked me a year or two before that, I would've told you being an enterprise seller was the greatest job in the world and I'd never leave it. But sometimes, people see potential in you that you don't see in yourself, and that push can energize you to take the next step. [8 career paths into RevOps \[podcast highlights\]Join us as we traverse the career journeys of eight revenue experts, and highlight the expertise of our recent podcast guests. Get inspired!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-144.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--21--1.png)](https://www.revenueoperationsalliance.com/8-career-paths-into-revops/) ### The power of becoming a mentor The most successful leaders are often those who've not only proven themselves individually, but who also naturally gravitate toward coaching and mentoring younger talent. There's this pivotal moment that happens – you realize you're getting more excited about your mentee's success than your own. That's when you know you're ready for leadership. It's a much better indicator than simply feeling like you've hit a ceiling as a seller and need to move up. True leadership potential shows itself when you've already proven your own abilities, but find yourself naturally drawn to helping others succeed. When their wins become your wins - that's the real sign you're ready to step into a leadership role. [A CRO’s guide to partner-led growthVP of Partnerships at Attentive explains why Chief Revenue Officers should care about partner-led growth and how to implement one strategically.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-147.png)Revenue Operations AllianceAngelique Kamara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---CRO-guide-to-partner-led-growth-1.png)](https://www.revenueoperationsalliance.com/cro-guide-to-partner-led-growth/) ### Thinking beyond just selling One of the interesting contradictions in sales is how we compensate people: we reward individual performance rather than teamwork, essentially **discouraging collaboration**. When you look at [commission structures](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/), there's often no financial benefit for helping your colleagues succeed – in fact, it might even work against you. But here's what's fascinating: in SaaS businesses, one of the earliest signs of a potential leader is when someone starts caring about adoption, even though they're not compensated for it. Think about annual recurring revenue (ARR); everyone's paid to bring it in, but that first 'R' – recurring – is crucial. Without actual adoption, it's just temporary revenue. It's like a gym membership - if you don't use it, you're probably not going to keep paying for it. The sales reps who stand out are the ones who care about whether their customers are actually using the product, even though that's technically the customer success team's job. These people understand the bigger picture: if customers don't adopt the product, they won't renew. Without [renewals](https://www.revenueoperationsalliance.com/the-secret-to-retaining-your-customers-lifecycle-marketing-crm/), the business can't build a healthy recurring revenue model. This kind of three-dimensional thinking – understanding how your individual sales connect to adoption, which leads to recurring revenue, which drives business growth – is what sets potential leaders apart. They see beyond the immediate commission check to how their work impacts the entire business ecosystem. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-145.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_retention-3.jpg)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## Final thoughts To conclude, to become a great CRO, you’ve got to have the hunger and drive, because they're not easy roles. You need to have a relentless drive to understand each part of the functions you're leading and ensure you're winning in each space. It takes a huge amount of time and energy, but it’s worth it. 💬 Network with fellow C-Suite execs at our Chief Revenue Officer Summits around the globe. Find your nearest [summit](https://chiefrevenueofficersummit.com/). ### Bottom-up vs. top-down RevOps, with Lonny Sternberg [Video] URL: https://www.revenueoperationsalliance.com/bottom-up-vs-top-down-revops-with-lonny-sternberg-video/ Last updated: 2025-06-18T12:34:05.000Z --- ## More resources: [Building RevOps from scratch, creating trust, and more with Leore Spira \[Video\]Leore Spira joins our host Sandy Robinson to discuss building a RevOps function from scratch, creating trust, account-based “everything”, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-148.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-10.png)](https://www.revenueoperationsalliance.com/building-revops-from-scratch-creating-trust-and-more-with-leore-spira-video/) ### Next-gen GTM planning: Moving beyond spreadsheets URL: https://www.revenueoperationsalliance.com/gtm-planning-live-emea/ Last updated: 2025-04-03T08:05:30.000Z Misaligned sales planning isn’t just an operational headache—it leads to missed revenue, underutilized talent, and deals left on the table. For RevOps leaders, manual processes and reliance on spreadsheets too often produce unbalanced territories, a frustrated sales team, and incentives that don’t drive the right behaviors. ​ This live session with [Varicent](https://www.varicent.com/), KPMG, and McKesson is about a better way to plan - one that’s more sophisticated, more aligned, and built for how revenue operations teams actually work. ​ **Not available at this time?** Join our [live session on April 8](https://www.revenueoperationsalliance.com/gtm-planning-live-session/) at 12 PM EST / 9 AM PT / 5 PM BST. **We’ll break down:​** - Why outdated planning leads to wasted effort and lost revenue​ - How to move beyond spreadsheets without overhauling everything at once - What leading companies are doing to build smarter, more effective GTM plans ​ If your planning process isn’t keeping up with your business, it’s time for a change. Don’t let bad planning hold your team back. Sign up now to rethink GTM planning. **This live session is for you if you struggle with any of this:** - **Manual inefficiencies →** Shift from manual spreadsheets to intelligent go-to-market planning.​ - **Data silos & inaccuracies →** Improve collaboration and decision-making with integrated solutions.​ - **Slow, rigid planning cycles →** Accelerate growth with real-time, adaptive sales planning. --- ## Meet the experts [**Walt Becker**](https://www.linkedin.com/in/waltbecker/) Principal, Global Customer Advisory Lead, US Sales Acceleration Lead, KPMG US Walt is a sales and operating partner with more than 20 years of experience developing business with and serving clients ranging from start-ups to Fortune 500 companies. Walt is known for helping companies transform sales and operations, often leveraging new technologies, to drive double digit top and bottom-line growth. He has deep expertise in developing organizational, operating model, and go-to-market strategies required to enable and scale recurring revenue and subscription-based business models. [**Alejandro Bellarosa**](https://www.linkedin.com/in/jaumeprimero/) Senior Director, Product Marketing at Varicent Alejandro is a results-driven marketing leader with a proven track record of driving growth in global B2B SaaS companies surpassing $1B ARR. Specializing in product marketing, go-to-market strategy, and sales enablement, Alejandro has successfully expanded total addressable markets, improved customer acquisition, and increased ARR by 2.2x YoY. His expertise lies at the intersection of brand, demand, and product marketing—translating insights into strategies that accelerate revenue. His experience as a cross-functional leader has influenced the growth trajectory of some of the world’s largest organizations. [**Carlie Bissler**](https://www.linkedin.com/in/carliebissler/) Vice President of Product Management, McKesson Medical-Surgical With more than 15 years of experience in sales operations and technology product management, Carlie is a seasoned leader in sales operations, technology management, and process improvement. She currently oversees all internally-facing and customer-facing technologies, driving innovation and efficiency in the healthcare sector. Carlie’s journey began at CEB, where she honed her skills before the company was acquired by Gartner. During her 13 years between CEB and Gartner, Carlie played a pivotal role in integrating sales technologies, including Salesforce, to streamline operations and enhance team performance. Her experience is bolstered by a Master’s degree in Technology Management from Georgetown University. ### Scaling vs. growth: The key difference that defines sustainable success URL: https://www.revenueoperationsalliance.com/scaling-vs-growth-the-key-differences/ Last updated: 2025-08-05T07:08:05.000Z *This article comes from *Avi Ryan*’s insightful talk at our *San Francisco 2024 Revenue Operations Summit*. Check out his* [***full presentation***](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=cz5a9qi403) *and our wealth of* [***OnDemand resources***](https://www.revenueoperationsalliance.com/ondemand/)*.* --- What’s the difference between a company that grows fast and one that scales successfully? Many businesses assume [growth](https://www.revenueoperationsalliance.com/the-power-of-talent-strategy/) and scalability are the same thing—but **they’re not**. Growth is about increasing revenue, often at any cost, while scaling is about growing revenue efficiently *without* dramatically increasing costs. Over the past 15 years, I’ve worked in revenue strategy across companies of all sizes—from early-stage startups to pre-IPO unicorns to large enterprises like Google. I’ve seen firsthand how businesses struggle with scalability, and through trial and error, I’ve learned what works—and what *doesn’t*. This article isn’t about how we do things at Google. Instead, I want to share frameworks and insights that any company—no matter the size—can adopt to drive [scalable growth](https://www.revenueoperationsalliance.com/what-is-a-revops-framework-a-complete-guide-to-driving-scalable-growth/). So, in this article, I’ll walk through four key drivers that can help revenue operations teams scale efficiently: 1. **Optimizing sales territories and aligning incentives** 2. **Building a strong product strategy for existing customers** 3. **Leveraging company resources for smarter sales enablement** 4. **Developing a strategic and proactive RevOps function** Let’s get started. ## **1\. Optimizing sales territories and aligning incentives** One of the biggest challenges in scaling a sales organization is [territory planning](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/). Without a clear strategy, you’ll find sellers overloaded with too many accounts while others have untouched opportunities just sitting in their books. ### **Depth vs. breadth: Striking the right balance** A common mistake is assigning too many accounts to an account executive, especially in the strategic segment. I once asked a VP of Sales how many accounts their strategic reps managed. Their answer? Between 250 and 500\. Then I asked, “What’s your sales cycle?” “About six months.” At that moment, it became clear there was no way sellers could engage meaningfully with that many accounts in such a short time. That’s when I started focusing on **depth vs. breadth analysis** to optimize these territories: - **Depth play:** For complex, high-value accounts, sellers need multiple touchpoints over time. Assigning too many accounts dilutes their ability to go deep. - **Breadth play:** For smaller, high-volume accounts, [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/), and scaled outreach make more sense. ### **Steps to optimize sales territories** 1. **Assess the right territory size** by analyzing engagement data—how many touchpoints sellers are making and which accounts are being ignored. 2. **Align headcount with coverage needs**—if accounts aren’t being worked, it’s a signal to either redistribute territories or hire more sellers. 3. **Tie incentives to the strategy**—depth-focused sellers should be rewarded for multi-touch engagement, while breadth-focused sellers should be incentivized on volume. [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) also plays a key role here. For depth-focused teams, enablement should provide research and tailored [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/). For breadth-focused teams, automation tools and one-to-many outreach strategies are essential. ## **2\. Product strategy for existing customers** Another key shift in scaling is moving from a heavy focus on [acquisition](https://www.productmarketingalliance.com/a-beginners-guide-to-customer-acquisition/) to driving revenue from existing customers. In fact, in most scaled businesses, the majority of revenue comes from customers who are already in the door—not from new logos. ### **Why product strategy matters for existing clients** In many companies, the product team hands off a new feature to sales and says, “Here, go sell this.” But without a structured approach, sellers are left guessing which customers would benefit most. That’s where **product sequencing** comes in. ### **Building a scalable product strategy** 1. **Define product sequencing**—map out the ideal journey for customers, helping sellers understand which product should be the next natural fit. 2. **Align incentives with product adoption**—compensation plans should reward sellers for upselling and cross-selling based on the defined journey. 3. **Leverage product specialists**—these team members act as the bridge between sales and product, ensuring feedback loops help refine the strategy. At scale, this process answers four key questions: - How should we commercialize each product? - How do we prioritize product opportunities for each client? - How do we drive the adoption of new products? - How do we collect and implement customer feedback? By treating existing customers as a long-term revenue stream rather than just an initial sale, companies can drive sustainable growth. ## **3\. Smarter sales enablement: Leveraging company resources** Sales enablement is often limited to training and collateral—but it should be so much more than that. The key is aligning enablement with client business objectives, ensuring sellers have the tools they need throughout the sales cycle. _This post is for paying subscribers only._ ### Revenue Operations Summit Austin 2025 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-austin-2025-ondemand/ Last updated: 2025-02-21T13:38:36.000Z Catch up on every session from Austin, including sessions from RevOps leaders at Microsft, Indeed, MongoDB, and more. _This post is for paying subscribers only._ ### Next-gen GTM planning: Moving beyond spreadsheets URL: https://www.revenueoperationsalliance.com/gtm-planning-live-session/ Last updated: 2025-04-28T10:10:29.000Z Misaligned sales planning isn’t just an operational headache - it leads to missed revenue, underutilized talent, and deals left on the table. For RevOps leaders, manual processes and reliance on spreadsheets too often produce unbalanced territories, a frustrated sales team, and incentives that don’t drive the right behaviors. ​ This session with [Varicent](https://www.varicent.com/), KPMG, and McKesson is about a better way to plan - one that’s more sophisticated, more aligned, and built for how revenue operations teams actually work. ​ **We’ll break down:​** - Why outdated planning leads to wasted effort and lost revenue​ - How to move beyond spreadsheets without overhauling everything at once - What leading companies are doing to build smarter, more effective GTM plans ​ If your planning process isn’t keeping up with your business, it’s time for a change. Don’t let bad planning hold your team back. **This session is for you if you struggle with any of this:** - **Manual inefficiencies →** Shift from manual spreadsheets to intelligent go-to-market planning.​ - **Data silos & inaccuracies →** Improve collaboration and decision-making with integrated solutions.​ - **Slow, rigid planning cycles →** Accelerate growth with real-time, adaptive sales planning. --- ## Meet the experts [**Walt Becker**](https://www.linkedin.com/in/waltbecker/) Principal, Global Customer Advisory Lead, US Sales Acceleration Lead, KPMG US Walt is a sales and operating partner with more than 20 years of experience developing business with and serving clients ranging from start-ups to Fortune 500 companies. Walt is known for helping companies transform sales and operations, often leveraging new technologies, to drive double digit top and bottom-line growth. He has deep expertise in developing organizational, operating model, and go-to-market strategies required to enable and scale recurring revenue and subscription-based business models. [**Alejandro Bellarosa**](https://www.linkedin.com/in/jaumeprimero/) Senior Director, Product Marketing at Varicent Alejandro is a results-driven marketing leader with a proven track record of driving growth in global B2B SaaS companies surpassing $1B ARR. Specializing in product marketing, go-to-market strategy, and sales enablement, Alejandro has successfully expanded total addressable markets, improved customer acquisition, and increased ARR by 2.2x YoY. His expertise lies at the intersection of brand, demand, and product marketing—translating insights into strategies that accelerate revenue. His experience as a cross-functional leader has influenced the growth trajectory of some of the world’s largest organizations. [**Carlie Bissler**](https://www.linkedin.com/in/carliebissler/) Vice President of Product Management, McKesson Medical-Surgical With more than 15 years of experience in sales operations and technology product management, Carlie is a seasoned leader in sales operations, technology management, and process improvement. She currently oversees all internally-facing and customer-facing technologies, driving innovation and efficiency in the healthcare sector. Carlie’s journey began at CEB, where she honed her skills before the company was acquired by Gartner. During her 13 years between CEB and Gartner, Carlie played a pivotal role in integrating sales technologies, including Salesforce, to streamline operations and enhance team performance. Her experience is bolstered by a Master’s degree in Technology Management from Georgetown University. ### Building RevOps from scratch, creating trust, and more with Leore Spira [Video] URL: https://www.revenueoperationsalliance.com/building-revops-from-scratch-creating-trust-and-more-with-leore-spira-video/ Last updated: 2025-06-18T12:48:07.000Z --- ## More resources: [Multi-touch attribution, Sales Ops, & reporting structure, with Olga Traskova \[Video\]Olga Traskova joins our host Sandy Robinson to discuss multi-touch attribution, Sales Ops challenges, reporting structures, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-136.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-9-1.png)](https://www.revenueoperationsalliance.com/multi-touch-attribution-sales-ops-reporting-structure-with-olga-traskova-video/) ### Best practices for scale and efficiency in RevOps. URL: https://www.revenueoperationsalliance.com/best-practices-for-scale-and-efficiency-in-revops/ Last updated: 2025-08-05T06:26:02.000Z Most revenue teams are drowning in lead routing chaos, data fragmentation, and slow response times that kill deal momentum. In this session, two RevOps experts share strategies to solve these critical performance blockers. --- ## **You’ll walk away with...** - Proven strategies to eliminate lead routing chaos and maximize high-intent opportunities. - Tools to unify fragmented data and create a seamless customer journey. - A playbook for measuring and improving lead response times to shorten sales cycles and boost revenue predictability. --- ## **Meet the experts** [**Christine Maxey**](https://www.linkedin.com/in/christinemaxey/) **VP of Revenue Operations, LeanData** Christine displays daily her passion for customer advocacy and obsession with customer happiness. She's worked in operations, customer success, and solutions consulting roles at Sun Microsystems, Pivotal, and Tackle.io. [**Benjamin Roach**](https://www.linkedin.com/in/rbenjaminr/) **Interim Head of Revenue Operations, Ardoq** Benjamin's a seasoned Senior Revenue Operations and Data Leader with a passion for both the fast-paced world of SaaS and the quiet life of ranching. With extensive experience in aligning and optimizing sales, marketing, and customer success across global organizations, he excels at translating business strategy into actionable and impactful results. When he’s not helping scaling organizations, Benjamin enjoys working on his family ranch with his wife and two children, bringing balance to his life through his love of the outdoors. [**Yvonne Kloiber**](https://www.linkedin.com/in/yvonnekloiber/) **RevOps, Spendesk** Yvonne plays a key role in keeping Spendesk’s revenue operations running smoothly, ensuring the inbound process is seamless and efficient. With years of experience in SaaS and deep expertise in LeanData, she focuses on optimizing systems and workflows to support Spendesk’s mission—helping businesses take control of their spending with smarter, more efficient financial processes. ## ### Negotiation mastery: Turning every deal into a win-win opportunity URL: https://www.revenueoperationsalliance.com/negotiation-mastery-turning-every-deal-into-a-win-win-opportunity/ Last updated: 2025-08-04T14:46:21.000Z Do you negotiate on a regular basis? Now, be honest, do you actually enjoy it? If you’re anything like me when I first started out, the idea of [negotiating](https://www.revenueoperationsalliance.com/accelerate-leads-to-cash-with-intelligent-automation-ebook/) might make you a little uncomfortable, and that’s okay. When we think about negotiations, we often picture two personality types. There’s the person who lives for it—the one who loves getting a great deal and has a story about how they outsmarted someone. And then there’s the rest of us—people who worry about being taken advantage of, making a bad deal, or just not knowing the right things to say. Let me be honest—I'm not one of those natural-born negotiators who walks down the street exuding confidence about every deal. In fact, most people would probably look at me and think, "That guy just got ripped off." But over the years, I’ve learned that negotiation isn’t about being natural. It’s about understanding the process. It’s a skill, and like any skill, it can be mastered. The key to negotiation isn’t intimidation, luck, or talent—it’s structure. That’s why, today, I want to share with you a simple, repeatable process that works in high-stakes deals, everyday transactions, and everything in between. So let’s get started. ## **The core philosophy: Prepare, probe, propose** Negotiation doesn't have to be scary. As Madame Curie once said, "Nothing in life is to be feared. It's only to be understood." This perfectly captures the essence of negotiation. Fear often drives our worst negotiation behaviors—fear of being taken advantage of, fear of losing, or even fear of winning too much. Remember when we were kids, and they drilled "Stop, Drop, and Roll" into our heads? They wanted that response to be second nature in an emergency. Well, I want "Prepare, Probe, Propose" to be just as automatic when you step into a negotiation. 1. **Prepare** – Know your objectives, understand your alternatives, and anticipate objections before you step into the conversation. 2. **Probe** – Ask the right questions to uncover what the other side truly values. Often, what they say they want and what they actually need are two different things. 3. **Propose** – Structure a deal that maximizes value for both parties while keeping your priorities intact. This isn’t a magic trick—it’s a framework. And when you use it consistently, negotiation stops being a battle and starts becoming a process. _This post is for paying subscribers only._ ### Navigating the CRO to CEO career path, with Michael Reid [Video] URL: https://www.revenueoperationsalliance.com/navigating-the-cro-to-ceo-career-path-with-michael-reid-video/ Last updated: 2025-06-18T11:52:51.000Z --- ## More resources: [What does CRO success look like today? With Andrew Ettinger \[Video\]Our host Warren Zenna is joined by Andrew Ettinger to discuss what CROs need to do to win and succeed in today’s landscape.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-125.png)Revenue Operations AllianceRichard King![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_CRO_Insights_Podcast_GuestSpeaker_Meta_.png)](https://www.revenueoperationsalliance.com/what-does-cro-success-look-like-today-with-andrew-ettinger-video/) ### 14 real-world account-based marketing campaign examples URL: https://www.revenueoperationsalliance.com/14-account-based-marketing-campaign-examples/ Last updated: 2025-12-15T11:11:29.000Z Targeting buyers at each stage of the customer journey is always challenging, but an [account-based marketing](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/) (ABM) approach can help you narrow down your efforts and meet your customers where they are. The key? Quality campaigns that truly resonate with your customers. (Not 100s of vague messages.) Whether you’re running your first ABM campaign or 1000th, sometimes you just need a few ideas to fan your creative flame. Skip ahead: - ABM content at each buyer stage - Distribution channels - 14 ABM campaign examples ## Content for each stage of the customer journey Before we dive into the real-world examples let’s quickly explore some campaign ideas for each stage of the customer journey. This may help you to generate some initial ideas before we dive into the examples. ### Awareness stage In the awareness stage, your target customers may not even know they have a problem yet. That’s why it’s important to enlighten them. Some campaign ideas to educate your audience include: - Sharing your value proposition in words your customers use. - Thought leadership content discussing the problem and how it can be solved. - Share memes and relatable challenges your offering solves (but don’t mention your product yet). There’s also a good chance your prospects aren’t aware of your brand at this stage, so you should also build authority and trust through campaigns like: - Thought leadership from experts in the field. - Highlighting customer testimonials and case studies. - Sharing the faces of your sales team to make your outreach more personal. ### Consideration stage As your customers become aware of their problems and recognize your brand, you can start to solidify their trust and share the benefits of your offering. Some campaigns to run for those in this stage include: - **Informative content:** Continue sharing informative content to gain trust, this pairs well with a lead-generation campaign. - **Use cases:** Share the specific use cases and benefits your product offers. - [**Retargeting**](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/)**:** Follow up with interested prospects through personalized retargeting ads. - **Case studies:** Share specific examples of how your customers use your platform and how it benefited them (with stats!). Bonus points if this is industry-specific. - **Objection-specific:** You can also create ads tailored to the segments’ key objections and address them early. ### Post-purchase Once your prospects turn to customers, your focus turns to retaining and nurturing those relationships. You never know – the right message might lead to them becoming an advocate or expanding their account. You can run ABM campaigns focused on: - **Adoption:** Help your customers make the most of your product with tutorials, tips, and reminders. - **New features:** Hype up new features and their benefits to your customers. - **Asking for a review:** Ask happy customers to leave a review or participate in a case study. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-120.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_6_customer_journey_mapping-2.jpg)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ## Distribution channels For each of those campaigns, there are loads of platforms you can use to distribute your message such as: ### Organic social Ideal for one-to-many campaigns, social media platforms such as Linkedin, Facebook, Instagram, X, YouTube, etc. are great places to gain brand awareness and trust by tailoring your message to the pain points of your audience. But since it’s difficult to control who sees your organic posts, this channel isn’t ideal for more targeted campaigns. ### Paid social A more targeted approach to social media marketing is using paid ads to [segment your audience](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/) and tailor your messaging. This can be particularly effective for reaching different personas and buyer stages. The key is to effectively set up your account targeting to achieve a higher conversion rate. ### Display ads Display ads allow your targeted messages to appear across the internet, helping to keep your brand top-of-mind for your customers. These are a great way to retarget customers who’ve fallen off your customer journey, especially if you can offer them something valuable in exchange for their action (see articles and whitepapers below). ### Email marketing Using emails in your ABM campaigns is a great way to personalize your outreach to a wide range of audience sizes. For example, your marketing team can easily segment your audience by factors like job title, location, and/or industry to provide tailored content to your audience. While your sales team can get even more granular and target prospects who’ve shown interest in your product before, or even contacts who work at a certain target company. Email marketing is a versatile tool for your account-based campaigns, which can be used across one-to-many, one-to-few, and one-to-one initiatives. [How does the email deliverability update affect your revenue teams?This month Google and Yahoo cracked down on spam email, and have implemented new requirements for bulk email senders. Learn how this impacts you.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-121.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--45-.png)](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/) ### Articles and whitepapers Articles and whitepapers are a great way to showcase your brand’s expertise and build trust with your audience. While many articles are written for a wide audience, that doesn’t mean they aren’t valuable in an ABM campaign. By tailoring your content to a particular industry or job role, you can target specific audiences with your articles and whitepapers. This is especially effective if you pair this with a paid campaign. Plus, targeted whitepapers that truly add value to your customers are a great way to increase your lead generation. ### Podcasts Starting your own podcast series is a great way to create additional thought leadership content that builds authority and trust. Engaging with prominent leaders in your industry will also solidify your image. Another way podcasts can be utilized in your ABM strategy is through paid sponsorship. By placing ads in popular podcasts your target audience listens to, you can get your tailored message out to a specific segment. ### Webinars and events Sometimes building genuine relationships with your buyers is the best way to engage with them and earn their business. That’s where webinars and events can come in handy. You can invite a group of your dream buyers into a room for a free meal and networking event to create a valuable experience and an opportunity to connect on a meaningful level. This can also be done virtually, with additional time for sharing thought leadership or answering questions. ### Direct mail/PR packages To truly grab the attention of your dream client you can go old-fashioned and send them some personalized mail or a nice gift. This acts as a nice gesture to get them excited about working with you. The key to this approach is getting the personal aspect just right, while standing out enough for your target customer to take notice. Mixing and matching these channels with your campaign ideas can lead to loads of targeted account-based approaches to try. Now without any further ado, let’s dive into some ABM examples. [Level up your marketing with campaign operationsDiscover what campaign operations involves and how this marketing operations function can benefit your marketing strategy through automation and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-122.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_campaign_operations-1.jpg)](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/) ## Real-world account-based marketing campaign examples ### 1\. Personify As we said, generic ads don’t take you far these days, that’s why Personify doubles down on targeted ad campaigns that speak directly to the user and their challenges or goals. Here are their four steps for success: 1. Create a list of their [top accounts](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) and the companies they want to target. 2. Segment them into buyer persona groups, highlighting the buyer stage, company, and persona. 3. Use this information to create personalized messaging that’ll resonate with that buyer. You can use customer data from your [CRM](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/) to solidify your message. 4. Run targeted ads using these messages. Using this approach Personify saw a 39x increase in engaged sessions on their website. A huge win for targeted marketing. ### 2\. Thomson Reuters Thomson Reuters used a three-pronged event-based ABM strategy to drive brand awareness, build trust, and reduce [churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/). For prong one they hosted around 700 in-person and online events across North America, inviting key stakeholders and buyers from high-value accounts with long sales cycles to attend and learn more about the brand’s solution, all while networking with their peers and gaining industry insights. While those events targeted new accounts, another strategy aimed to engage new customers who hadn’t engaged since purchasing… The Thomson Reuters team hosted high-profile events for those customers, inviting them to exclusive dinners and sporting events, even setting them up with luxury hotel suites to seal the deal. Lastly, for prong three key long-term clients were also invited to these exclusive events and also provided opportunities to share their knowledge via: - Panel sessions at events, - Blog articles, and - Social media mentions. The result of this double-whammy ABM campaign? A whopping **95% win rate**. 👏 ### 3\. Intridea Interidea only had one client in mind. So they used a cheeky one-to-one marketing campaign to ensure their ad wouldn’t be missed. Their target? **Ogilvy.** One of the biggest names in advertising – so, no pressure. 😬 This was a “go big or go home” moment for the Interidea team, so naturally, they went big. *Really* big. Like billboard-outside-Ogilvy-HQ big. ![Red billboard with white text reading: Ogile this, Ogilvy. with the Interidea logo](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcuDBgSRsrCsEmZoVDYZoCKsH3nRhafs14hab6dBOrgV0ImCbdiZv3A5qXkoUpNl7xEN649TBOmoH9ZBEFJOGe44qOhytk8g9Tcmg9ZqB-9CrohjUHBK25kFd8Ir9zD1wl-xEk7jA?key=kSr7xrtIaZgK9R6Seutkjpc_) [Source](https://www.storylane.io/blog/7-examples-of-account-based-marketing-done-right#intridea) The brand plastered the billboard across from Ogilvy’s HQ in Manhattan with the tagline, “Ogle this, Ogilvy,” challenging the ad powerhouse to hire Interidea. It even linked out to a custom landing page leading to a collection of funny gifs. But the question on the tip of your tongue – Did it work? **Yes.** Ogilvy’s CEO called to ask for a meeting. The lesson from this one? Don’t be afraid to narrow down your campaign to focus on your dream clients. It doesn’t need to be 672 square feet, it could be a personalized gift or cheeky direct mail message. ### 4\. Salsify SaaS brand, Salsify, needed to efficiently increase attendance at their upcoming New York event, so they unleashed a coordinated plan. Let’s break it down. They started by creating a strategic list of key accounts to target. This involved nailing the [ideal customer profile](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) (ICP) they wanted in attendance and researching suitable prospects. With their target audience in mind, their sales and marketing team dived into their campaign. Starting with a compelling marketing message to drive awareness of the event, then retargeting accounts with display ads and personalized email outreach. Finally, they sealed the deal with well-timed follow-ups from the sales team. The campaign which took them a mere two hours to set up, led to huge success, exceeding the target attendees by 37%. This campaign relied on exceptional [alignment](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) between Salsify’s marketing and sales teams, to combine forces and deliver a great experience to their prospects. ### 5\. Invoca Ever wondered how to stand out from the sea of vendors at a conference? Invoca used this approach… Back in 2015, Invoca attended Dreamforce looking to book meetings with their prospects. In return, the brand offered Apple Watches to everyone who booked a call. This certainly piqued the interest of the crowd, drawing more attention to Invoca’s booth throughout the day. But this wasn’t just a flashy gift for those booking deals, the brand hoped the high-tech watch would also serve as a reminder for the meeting and follow-up, boosting attendance rates. This play worked out, as the campaign significantly outperformed its lead generation and pipeline targets. ![Blue poster with two white boxes promoting Invoca's apple watch giveaway](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/02/invoca.png) [Source](https://www.storylane.io/blog/7-examples-of-account-based-marketing-done-right#invoca) ### 6\. Segment The team at Segment wanted to personalize their target audience’s experience, so they created dynamic landing pages focusing on the key pain points of each of their personas: 1. Engineers, 2. Product managers, and 3. Growth marketers. Another key feature of this campaign was tailoring the list of [tools](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) Segment can integrate with based on the customer viewing it. This means the landing page will change to highlight the tools used within the prospect’s organization. > Pretty neat right? This campaign focused on using customer data to create a more streamlined [customer experience](https://www.revenueoperationsalliance.com/alignment-cx-and-revtech-with-sandy-robinson/), allowing site visitors to see the information most relevant to them. The results include a hefty boost to Segment’s conversion rates, with both new and existing customers loving this targeted approach. [Motivate your team with account-based marketing attributionDiscover the best practices and challenges associated with measuring your account-based marketing efforts with attribution.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-139.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---abm-attribution-1.png)](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) ### 7\. CelerData CelerData was looking to increase their sales pipeline – they already have a dedicated Slack community but they wanted to take this further. The brand focused on gathering data points across multiple channels (Slack, X, LinkedIn, Reddit, GitHub, etc.) to determine the right time and place to reach out to their ideal customers. For those not already in their Slack community, the CelerData team invites them to join, with no pressure. This leads to a high number of conversions into Slack. Then, by monitoring the Slack channel and buyer intent signals, including mentions of their paid offering, the sales team can easily reach out to the most receptive prospects. This approach has led to a 75% increase in signal-sourced pipeline, making up a majority of the sales-qualified leads in their pipeline. As a bonus, this system has also drastically improved the alignment of sales and marketing. 💡 Fancy joining a Slack community dedicated to revenue operations experts? [Get involved.](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### 8\. GumGum Another example of great one-to-one marketing is this comic by GumGum. The brand wanted to book T-Mobile in a unique and memorable way. So, the team set to work targeting T-Mobile's CEO, John Legere, who’s a huge comic book fan. The GumGum team created a custom comic featuring John as the main hero, T-man, while GumGum was portrayed as his sidekick, Gums. But this wasn’t just a cover, the team filled the plot with references to how the brand could support T-Mobile. ![Screenshot of a tweet from John Legre gushing about his custom comic with an image of the front page attatched](https://lh7-rt.googleusercontent.com/docsz/AD_4nXejl8aNJ0ahPCOLbxsMfk3O9PCyy9aDTXzZklS1bu8exXfeYR2B9lpgmTirGONFQ_tMzK1TdKNp0HpAOuzoTYpspL1_Ms_kJd-neyuFHYXzb_Rar3LHX5QBoVa13gHdvqUU7PsO0w?key=kSr7xrtIaZgK9R6Seutkjpc_) [Source](https://www.storylane.io/blog/7-examples-of-account-based-marketing-done-right#gumgum) This campaign was a huge win for the GumGum team as they gained T-Mobile as a client, and received a shoutout from John on social media. This campaign was a masterclass in personalized outreach to win over your biggest clients. ### 9\. LiveRamp When LiveRamp decided to boost their enterprise accounts they decided the best place to start was with a list of Fortune 500 companies. After reviewing each account against their ICP, the team had narrowed down their target list to 15 key accounts they thought would be best suited for their solution. With their list in tow, they got started on creating a multichannel campaign set to win over these huge names. The campaign achieved a 33% conversion rate from cold lead to meeting booked – in just four weeks! But that’s not all, the LiveRamp team also increased year-on-year revenue by 10 times and customer lifetime value by 25 times over a two-year period. Here are the ABM pillars that helped them achieve this huge result: 1. Aligned marketing and sales efforts. 2. High-value, regional thought leadership events emphasizing learning and development. 3. Cohesive engagement and messaging through personalized display ads, email marketing, multi-touch sales strategies, and direct mail. 4. [Automation.](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ### 10\. Microsoft Who says account-based campaigns are only for B2B marketing? Microsoft brought out the big guns to engage teenagers with the future of technology. The big gun being: NBA star, Donovan Mitchell, who set out to educate young people on technology and inspire them to explore the world of innovative gadgets. ![Two photos of Donovan Mitchell chatting with groups of teenagers while holding a basketball](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/02/microsoft-x-nba.png) [Source](https://www.instagram.com/microsoft/) By collaborating with a star who resonated with their audience, Microsoft established an emotional connection with a generation through in-person experiences and an authentic social media campaign. In short, Microsoft and Donovan’s collaboration captured the hearts of the upcoming generation. ### 11\. SAP SAP is the largest vendor of resource planning software, but the team there realized a huge flaw in their current marketing strategy. At SAP, the top 10% of accounts made up over a third of the company’s revenue, yet when many decision-makers in those organizations were asked, they didn’t know which SAP products were being used at their company. This had to change so the team set off to develop an account-based strategy for these top 10% of accounts. The team started creating custom marketing plans for accounts that met their criteria and initiated regular communication with key decision-makers in these accounts to help them execute their goals. Starting with only five accounts in this program, SAP scaled up to 55 one-to-one accounts over two years. These efforts paid off as the team secured $27 million in new pipeline opportunities and progressed $57 million down the pipeline. ### 12\. Rollworks Rollworks set out to scale their business but in their way was a stalled sales cycle. To fix this their marketing and sales teams worked together to create a multichannel ABM campaign, utilizing display ads, custom landing pages, and direct mail. Prospects who hadn’t progressed in 35 days received an “Over-the-line” kit in the mail. This pack contained a notebook with a checklist of steps required to start using RollWorks’ products. It also included customer testimonials every few pages. The team continued their efforts with these initiatives: - Lower-funnel display ads designed to educate customers on the various benefits of adopting their full product suite. - Running an email campaign that led to highly personalized landing pages. - Sending “door opener” kits to new prospects. Overall, the team increased its appointment rate from 2.6% to 10.2%, and those who received a message through direct mail were 3x more likely to book an appointment with the company. The team also achieved a 41% closing rate and increased buzz through social media word of mouth from prospects sharing photos of the direct mail pieces online. [The importance of building a creative culture as a CMOUnearth the importance of fostering creativity as a CMO. Boost performance, attract talent, and differentiate your brand with innovative ideas!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-124.png)Revenue Operations AllianceWill Whitham![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/CMO-creative.jpg)](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) ### 13\. Genesys In this example, Genesys used personalization to create better engagement with their customers and increase their opportunities. Their competitors had excellent marketing teams who were beating them in this area and as an added blow the Genesys team didn’t have enough [customer insights](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) to know their pain points. To overcome this, the team devoted themselves to collecting and analyzing data, as well as onboarding new technology to help them include more personalization in their campaigns. Once they had their data, the brand detailed five buyer personas of key executives and established the best ways to engage with them including tone of voice, communication style, and conversation starters. These personas were built as a collaboration between sales and marketing, to keep everyone on the same page. Their next step was to create high-quality thought-leadership content to be distributed by: - Mail, - Direct mail, and - Social media by sales teams. Then, prospects who engaged with the campaign were mapped, segmented, and entered into the ABM program, where the team used predictive marketing to monitor buying signals. Helping to target accounts more precisely, and allowing automated account-based marketing tactics. The result of this campaign is clear, Genesys received a 74% engagement rate with their key accounts and a 400% increase in their target pipeline. ### 14\. Robin Our last example comes from Robin, who sought to use customer success stories to target new prospects and improve sales pipeline. They wanted to get enterprise accounts excited about the benefits of Robin’s service. The team ran a paid social media campaign showing target decision-makers pictures of the office spaces of Robin's specific existing accounts. The images acted as a [visualization](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) of what their workspace could look like with the brand’s offerings. ![Modern office lounge with wooden floors, exposed brick, and contemporary furniture. Features red chairs, a coffee table, a wooden bench, and potted plants, with framed artwork and a clock on the wall.](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcnXAPhGOWjfRXG8RpDdiR8bhHlJ4gWDiG1liGYu5tTUiQ0Z7MjBs1Zm-Is18YHr0NS-dfzrL_X-8WsChKB-8AuR2CdYYpW5K2Jzaqugp6Ny7qR7VTyaJwQvwcKrNKgWzujnfH3pQ?key=kSr7xrtIaZgK9R6Seutkjpc_) [Source](https://xgrowth.com.au/blogs/account-based-marketing-examples/) Making your offering more tangible is a great way to highlight its benefits, so these beautiful images of office spaces resulted in a 50% increase in website traffic and a 20% increase in leads generated. ## Final thoughts As you can see there are many great ways to incorporate account-based marketing into your strategy. All it takes is some creativity, aligned sales and marketing teams, clear customer insights, and the confidence to stand out. [How to build a B2B marketing database from scratchTrying to create a marketing database from scratch but unsure where to start? This quick guide has got you covered!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-123.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--32-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) ### Revenue operations ones to watch in 2025 URL: https://www.revenueoperationsalliance.com/revops-ones-to-watch/ Last updated: 2025-02-05T14:29:42.000Z Here at Revenue Operations Alliance, we wanted to highlight the hard work of revenue operations professionals – that’s why we’ve collaborated with our community to recognize the revenue leaders who are making waves in the wider RevOps community. Each one is a revenue trailblazer who’s changing the game when it comes to revenue growth and GTM strategy. If you’re looking for the revenue operations professionals who need to be on your radar this year, this is the place to be. Big congrats to those featured, and without any further ado, let’s dive in! --- ## **B-F** ![Jared Barol](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/jared%20barol.jpeg) ##### #### Jared Barol ###### Vice President of GTM Strategy and Operations ![copy.ai](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/copy.png) Jared is a transformative RevOps leader with a proven track record of scaling complex operations. His expertise shines in aligning cross-functional teams and turning underperforming systems into data-driven frameworks. With an entrepreneurial background including six company foundations and two successful exits, Barol has driven significant outcomes like decreasing planning costs by 65% and increasing revenue through strategic operational improvements. He's a leader who can “simplify complexity” and drive consensus across organizations. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jaredbarol/) ![Katyusca Barth](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Katyusca%20Barth.jpeg) ##### #### Katyusca Barth ###### Global Head of Revenue Operations ![ActiveViam](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/ActiveViam.png) Katysca is a trailblazing RevOps leader with a remarkable journey from inside sales to global revenue operations. Her career spans complex CRM implementations, post-merger integrations, and strategic initiatives that grew pipelines by 200%. She brings a unique perspective to the RevOps community, driven by resilience and a commitment to mentorship. A colleague highlights how her “positive can-do attitude” brought their team together. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/katyuscabarth/) ![Dillon Blake](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Dillon%20Blake.jpeg) ##### #### Dillon Blake ###### Senior Vice President of Revenue Operations ![Everway](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/everway%20with%20bg.png) Dillon Blake has a “rare talent for taking complex business objectives and turning them into razor-sharp revenue strategies that deliver real results.” He’s also a trusted adviser to the C-suite and his RevOps peers alike. With a unique background spanning SaaS, finance, and consulting, Dillon shatters expectations everywhere he goes. He’s a true revenue operations leader who brings a spirit of optimism and fun to even the most difficult professional situations. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/dillon-blake-atx/) ![Shennandoah Connor](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Shennandoah%20Connor.jpeg) ##### #### Shennandoah Connor ###### Vice President of Revenue Operations ![Advisor Legacy](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Advisor-Legacy-Logo-Color-NoTag.png) Shennandoah is a talented RevOps leader who built a comprehensive revenue operations function from scratch in less than two years. With over 15 years of combined experience in sales, marketing, and organizational development, she simplified tech stacks, reduced data silos, and formalized processes across her organization. Her collaborative approach has earned her industry recognition, with her colleagues noting she “leaves everyone feeling seen, understood, and empowered” while driving significant growth and market expansion. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/shennandoahconnor/) ![Alessandro Fazio](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Alessandro%20Fazio%20%20.jpeg) ##### #### Alessandro Fazio ###### Senior Vice President Revenue Operations ![Thunes](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Thunes-Logo-Positive-RGB.png) Alessandro has established himself as a dynamic RevOps leader with 15+ years of experience in global technology companies. Renowned for optimizing resource allocation and driving scalable operations, Fazio has an impressive track record spanning enterprise, mid-market, and SMB segments. Having worked with industry giants like Salesforce, LinkedIn, and Inmarsat, he designed Thunes' RevOps team to manage hyper-growth and rapid scaling. He’s been described as “one of the sharpest RevOps professionals” with “extensive experience and pedigree.” [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/alessandrofazio/) ![Esther Friend](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Esther%20Friend.jpeg) ##### #### Esther Friend ###### Vice President of Revenue Operations ![udemy](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/udemy.png) Esther is an inspirational, strategic leader with 20+ years experience in Revenue operations, enablement, and product roles. She’s an expert in re-imagining the end-to-end sales funnel and customer lifecycle in organizations. She has a vast amount of knowledge and expertise in the RevOps field and ‘jumps’ at the chance to share this with the community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/esther-friend-864a398/) ## G-M ![Jesse Green](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Jesse%20Green.jpeg) ##### #### Jesse Green ###### Director of Revenue Operations ![SixFifty](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/SixFifty-Logo.png) Jesse, described as the “glue of SixFifty”, is a RevOps leader who transforms complex processes into streamlined, enjoyable systems. His unique talent lies in understanding both technology and people, recognizing that systems should amplify human potential. From his Analyst days to his current role, he's driven by the mantra “there's always a better way.” As his colleagues note, Jesse isn't just about optimizing workflows – he's focused on bringing teams together and making work more effective and meaningful. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jesselawrencegreen/) ![Nikki Hamilton](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Nikki%20Hamilton.jpeg) ##### #### Nikki Hamilton ###### Head of Sales Operations ![Insights](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Insights.jpg) Nikki is a seasoned RevOps leader with extensive operational and change management experience. Leading a significant team, she's known for her direct communication and ability to drive critical progress. Her colleagues praise her for consistently raising crucial points that improve team outcomes. Nikki “says it how it is,” bringing a tenacious and results-oriented approach to revenue operations. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/nikki-hamilton/) ![Sergey Mann](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/sergey%20mann.jpeg) ##### #### Sergey Mann ###### Director of Revenue Operations ![Hebbia](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/hebbia%202.png) Sergey is a RevOps pro who transforms organizations through strategic innovation. From smashing sales quotas to building RevOps functions from scratch, he's a versatile leader who moves seamlessly between strategic boardroom conversations and tactical Salesforce management. Colleagues joke that he can “RevOps anything”, highlighting his innovative approach. It’s noted that Sergey has revolutionized how his peers see the function and has built a team of superstars while consistently driving organizational success. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/sergeymann/) ![Scott Mooers](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/scott%20mooers.jpeg) ##### #### Scott Mooers ###### Vice President of Revenue Operations, Wharton CRO Program Candidate Scott is a visionary RevOps leader with 20+ years of experience driving operational excellence across diverse organizations. From helping Marqeta achieve a successful IPO to leading Revenue Operations at Dodge Construction Network, he's consistently demonstrated strategic prowess. He leads with integrity, fosters a collaborative environment, and empowers his team to achieve remarkable results. His colleagues praise him as a mentor who “is ahead of the curve” in RevOps. Scott is currently studying the CRO Program at Wharton School of Business to enhance his leadership skillset. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](http://linkedin.com/in/scott-mooers-mba) ![Aparna Muralidharan ](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Aparna%20Muralidharan.jpeg) ##### #### Aparna Muralidharan ###### Senior Director of Revenue Operations ![dscout](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/dscout%20logo%20gray%20@4x.webp) Aparna has made a huge impact in her role at dscout. As the company's first RevOps hire, she built a team that helped achieve 116% of revenue targets, created innovative financial reporting, and implemented a strategic commission model. Beyond her operational success, she’s a RevOps thought leader, actively presenting at industry summits and championing cross-functional collaboration. Her strategic vision and community engagement make her a standout professional in the RevOps landscape. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/aparnamuralidharan/) ## P-S ![Scott Peyser](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/scott%20peyser.jpeg) ##### #### Scott Peyser ###### Senior Vice President of Revenue Operations ![Clari](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/clari.jpeg) Scott is an energetic, results-driven leader with a reputation for building overachieving teams in the technology industry. At Clari, he leads a talented team of sales, presales, strategy, partner ecosystem, operations, enablement, and deal desk professionals with his world-class revenue strategy. Scott shares this wealth of knowledge with the wider RevOps community through his LinkedIn presence. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/scottpeyser/) ![Sandy Robinson](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/sandy.jpeg) ##### #### Sandy Robinson ###### Vice President of Revenue Operations & Client Growth ![Quavo Fraud and Disputes](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/quavo.jpeg) Sandy has 20+ years of experience in sales, leadership, and revenue operations, and has established herself as a transformative force in the RevOps industry. Alongside her extensive expertise and passion for RevOps, she also spends time mentoring women in the field. As host of the [RevOps Unboxed ](https://www.revenueoperationsalliance.com/tag/podcasts/)podcast, she explores revenue operations challenges with industry experts, sharing invaluable insights while building a knowledge platform that influences the broader RevOps community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/sandyrobinson/) ![Rosalyn Santa Elena](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Rosalyn%20Santa%20Elena.jpeg) ##### #### Rosalyn Santa Elena ###### Vice President of GTM Operations ![SingleStore](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/singlestore_black.png) Rosalyn is a seasoned operations leader with 25+ years of technology experience and a mission to elevate the operations function across industries. As an advisor to numerous high-growth startups, she brings deep expertise in GTM strategies across enterprise, mid-market, and SMB segments. Her versatile experience spans teams of 20 to 2000+, and she excels at building scalable GTM infrastructure. Known for her ability to "see around corners" and balance strategic thinking with tactical execution, Rosalyn's always willing to share her learnings with the RevOps community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/rosalyn-santa-elena/) ![Jordan Shaheen](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jordan%20shaheen.jpeg) ##### #### Jordan Shaheen ###### Head of Revenue Strategy and Operations ![Candid](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/candid%20logo.png) Jordan is a dynamic RevOps leader who drives transformative growth strategies. His innovative approach includes incorporating AI tools into revenue strategy, refining sales approaches, and leading high-impact corporate partnerships. He brings a startup mentality to operational excellence and is dedicated to helping elevate the revenue operations industry to new heights with his active engagement in the RevOps community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jordanshaheen/) ![Jeremy Steinbring](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/jeremy%20steinbring%202.jpeg) ##### #### Jeremy Steinbring ###### Founder ![Revonyx](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/revonyx2) Jeremy is described as a “RevOps superstar” who's a passionate mentor and leader. He consistently goes above and beyond to support his team and clients. His colleagues and clients say “no one has a bigger love of RevOps than Jeremy.” His process-driven approach and innovative solutions make him a standout professional who continues to learn, grow, and elevate those around him through his contributions to the revenue operations community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jeremysteinbring/) ## T-Z ![Olga Traskova](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Olga%20Traskova.jpeg) ##### #### Olga Traskova ###### Vice President of Revenue Operations ![Birdeye](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Birdeye.png) Olga is a dynamic revenue operations leader, driving significant growth through strategic leadership. She launched 15 major projects, including CPQ and a new deal desk, while supporting 30% year-over-year growth. Leading a global team across marketing, sales, and customer success, she's transformed operations at Birdeye. She continues to support the growth of RevOps through her insightful thought leadership. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/olgatraskova/) ![Nicole Ward](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Nicole%20Ward.jpeg) ##### #### Nicole Ward ###### Senior Director of Revenue Enablement and Operations ![OneSource Virtual](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/onesource%20virtual.svg) Nicole Ward is a transformative and “visionary” RevOps leader who continuous to drive remarkable business impact at OneSource Virtual. Her innovative strategies resulted in a 30% increase in average deal size, a 15% increase in win rates, and 28% more sellers hitting quota. Colleagues say Nicole “brings passion and precision to every initiative” and is “a force to be reckoned with” who masterfully merges enablement and operations. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/nicole-ward-enablement/) ![Mark Whitlock](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Mark%20W%20square.png) ##### #### Mark Whitlock ###### Senior Vice President of Revenue Operations ![Creeden](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/creeden%202.jpg) Mark is a transformative leader at Creeden, revolutionizing RevOps through innovative strategies that drive efficiency and growth. He streamlined business intelligence processes, reducing the time to generate reports by over 90%. His leadership enabled double-digit sales growth in a flat market by creating operational efficiencies, improving customer experience, and strategically rightsizing teams. Colleagues say Mark “strengthened Creeden” through his “relentless pursuit for improvement and collaborative spirit”. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](http://linkedin.com/in/1markwhitlock1) ![Benjamin Zeitz](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/Benjamin%20Zeitz.jpeg) ##### #### Benjamin Zeitz ###### Head of Revenue Operations ![Sweep](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW25/sweep.png) Benjamin is a brilliant RevOps professional known for his exceptional customer support and innovative approach. Colleagues and customers alike praise his generosity and work ethic, frequently stopping him to express their gratitude. He consistently goes above and beyond, developing creative solutions that keep business goals at the forefront while demonstrating genuine care for his team and customers, making him a remarkable RevOps leader. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/benjamin-zeitz-14859793/) --- A **huge congratulations** to our RevOps marvels – keep inspiring! And thank you to all those who voted. Until next time. 🥳 Got some thoughts on our selection? Get in touch and let us know – share your views with us on our [social channels](https://www.linkedin.com/company/revenue-operations-alliance/), or the [community Slack](https://www.revenueoperationsalliance.com/revenue-operations-community/) channel. Thinking about 2026’s list? We are too! We’ll be opening up nominations very soon (watch this space!), but if you know someone who should be included already, contact [r.stewart@revopsalliance.com](mailto:r.stewart@revopsalliance.com) ### Multi-touch attribution, Sales Ops, & reporting structure, with Olga Traskova [Video] URL: https://www.revenueoperationsalliance.com/multi-touch-attribution-sales-ops-reporting-structure-with-olga-traskova-video/ Last updated: 2025-06-18T12:56:15.000Z --- --- ## More resources: [Strategic impact and CRM efficiency with Tyler Hooper \[Video\]Tyler Hooper joins our host Sandy Robinson on the podcast to discuss the importance of managing the CRM, achieving strategic impact, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-119.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-7.png)](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/) ### The critical role of GTM alignment in RevOps and revenue growth URL: https://www.revenueoperationsalliance.com/the-critical-role-of-gtm-alignment-in-revops-and-revenue-growth/ Last updated: 2025-08-05T06:58:07.000Z This article comes from **Sandip Patil**’s insightful talk at our **San Francisco 2024 Revenue Operations Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-2024-ondemand/?wchannelid=ztwpda1c4m&wmediaid=zuoj04ctrd) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- As a [revenue operations leader](https://www.revenueoperationsalliance.com/books-for-revenue-operations-leaders-video/) with over 15 years of experience, I've learned one fundamental truth: **change is the only constant in our profession**. When I started my career post-MBA in consulting, focusing on finance, sales ops, and go-to-market strategies, I could *never* have imagined how dramatically the revenue operations landscape would transform. Today, I'm the SVP of Revenue Operations at Heartland, a company closing around $9 billion in annual recurring revenue. RevOps is a critical function for us, and today, I'm here to share how RevOps professionals like you can accelerate revenue by aligning [GTM strategies](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/) and becoming strategic partners in your organizations. This isn’t just about foundational principles but about evolving our approach to keep pace with today’s complexities. Let’s dive into what works, what doesn’t, and how we can build a more strategic, collaborative, and impactful RevOps function. ## **The changing landscape of go-to-market strategies** Let's start by acknowledging something critical: buying journeys have become incredibly complex. Back in 2019, [Gartner ](https://www.gartner.com/smarterwithgartner/how-to-make-better-business-decisions)highlighted how complicated the decision-making process had become, and today, it's even more intricate. More people are involved in purchasing decisions, sales cycles are getting longer, and businesses are simultaneously trying to grow and navigate increasing uncertainties. In my current organization, we have multiple sales channels—field sales, inside sales, channel partners, and dealers—each with its own nuanced complexities. Buyers today want flexibility, some want to purchase directly through a website, whilst others require extensive enterprise sales cycles. This new multi-dimensional approach demands an unprecedented level of adaptability from RevOps teams. _This post is for paying subscribers only._ ### Thriving as a Chief Revenue Officer in the SaaS industry URL: https://www.revenueoperationsalliance.com/thriving-as-a-chief-revenue-officer-in-the-saas-industry/ Last updated: 2025-01-21T16:22:44.000Z This article is adapted from Andrew’s episode of CRO Insights: How CROs win, hosted by Warren Zenna. Listen to the full conversation [here](https://www.revenueoperationsalliance.com/what-does-cro-success-look-like-today-with-andrew-ettinger-video/). --- When I graduated college, I was a [BDR](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) and I didn't know it. They handed me a stack of printed-out leads from a website and said, ‘Start calling people and convert them to trials’. Today that’s known as product-led growth, so I learned those skills in the trenches and wound up advancing from there, and have spent the last 20 to 25 years in cloud, data, AI, and infrastructure in the intersection of those technologies for enterprise customers in the B2B space. I've enjoyed being part of a bunch of great companies, taking one company public, raising a bunch of money, and other startups with good exits. It has been a really fun ride and a privilege to have the opportunity to be in this great industry. I’m looking forward to sharing some of my insights as a CRO with others. ## Defining the Chief Revenue Officer role Let me start with what the CRO role isn’t: it's not just a fancy title for a highly qualified VP of Sales to make them feel good. A Chief Revenue Officer should be a true operational partner to the CEO and founder. They need to have alignment, impact, and influence across sales, marketing, success, product, and engineering. They're the calming force that brings all these teams together, ensuring everyone's rowing in the same direction, focused on the same problems, targeting the same ideal customer profiles, and engaging with the same personas. It's about making that entire operating system work in unison, partnering closely with the CEO. [Chief Revenue Officer: Revenue growth from the C-suiteA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-92.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/18-1-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### The problem with this definition However, very few CROs are appointed this way, instead, many Chief Revenue Officers end up just running sales. > The problem comes from both sides. There's nothing wrong with being a great VP of Sales – it's still one of the most critical roles in a company. I'm just highlighting the distinction between the two roles. When you take someone who's really good at sales and ask them to do something they don't have experience in or maybe don't love doing, it creates stress in the system. Then from the top down, if the company isn't truly ready to embrace what a real CRO can bring you get a lot of tension. This problem gets amplified when you add potentially unrealistic growth targets and misaligned capacity planning, ramp plans, and operational metrics. Any of these elements can go wrong, and even when everything's aligned, it's still a challenging role. CRO Insights host, **Warren Zenna,** adds: > “I've observed that the relationship between a CRO and CEO is the most critical one in the entire organization. > “When they're not aligned on these fundamentals, it usually doesn't work. Given the CRO's massive impact on the company, if that relationship isn't solid from the foundation, it typically ends in disaster. > “That's why most Chief Revenue Officers don't last more than 16 or 17 months, which is about the average tenure now.” [Keeping your board happy as a Chief Revenue OfficerJD Miller breaks down the key things he does to increase his tenure as a Chief Revenue Officer, including the perfect graph to update your board.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-93.png)Revenue Operations AllianceJD Miller![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---keeping-your-board-happy-as-a-CRO-3.png)](https://www.revenueoperationsalliance.com/keeping-your-board-happy-as-a-cro/) ## Fulfilling the CRO role Operating as a true CRO really comes down to trust and cadence with your CEO and business partner. It’s crucial you can clearly articulate what you're going to achieve together. Anyone can put together 30-60-90 day plans – these days you could even have ChatGPT do it – but you need to truly align on the core priorities and then over-communicate with your business partner as you tackle them. You need to maintain that operating rhythm together, working from clear objectives that can shift when needed – whether it's focusing more on sales, demand generation, or helping the engineering team understand which features matter most to our personas. I was fortunate to work with fantastic CEOs who were well-aligned with the core objectives. I also invested significant time in understanding marketing, demand generation, and building my technical skills. That helped me earn the respect of engineering leaders and drive real collaboration. It wasn't my core skill set initially, but I worked hard at it, and I'm glad I did. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-95.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_retention-2.jpg)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## Mistakes and learnings Early on, I made a couple of related mistakes. The first was expecting every salesperson to **ramp up** as quickly as I did, and exceed their **quota** like I could. When you're humble, you don't view yourself as particularly smart – you just think you're doing the right things to get results. So, you assume it should be systematic, which isn’t the case looking back. Another big learning experience was around **demand generation**. We created demand through our outbound efforts, but we weren't doing enough with traditional marketing and demand generation – the tactics, content, all of that. I wasn't as deeply involved there as I could have been. I eventually realized these things needed to work together to be truly successful. The third major mistake was being convinced we could handle a few large **outlier deals** outside our ideal customer profile just because they were big brand names with big dollar signs attached. Those deals can kill you if your organization isn't ready to support and sustain them while still accomplishing all their other engineering tasks. I've made dozens of mistakes – probably some in the last hour or two – that's just part of the game. But these are the big ones that stick out over time. [A CRO’s guide to partner-led growthVP of Partnerships at Attentive explains why Chief Revenue Officers should care about partner-led growth and how to implement one strategically.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-94.png)Revenue Operations AllianceAngelique Kamara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---CRO-guide-to-partner-led-growth.png)](https://www.revenueoperationsalliance.com/cro-guide-to-partner-led-growth/) ## Product-led vs service-led strategy In product-led growth or open-source organizations, nobody wants to talk to a salesperson early in their journey. You'll just mess everything up, regardless of which company they're from. > **They want to try the product first.** And you need to match them with the right [persona](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/). If you've got a data engineer logging in, they'd probably prefer guidance from another data engineer through that process. It’s crucial you wait for their 'aha moment' before bringing in sales. There are no shortcuts here – just because you have PLG doesn't mean your flywheel and pipeline automatically moves faster. > Many users are happy staying in the free tier, and **that's okay.** With open source, you need people to understand that free usage is good – it creates virality for your project, brings in more users, and helps solve more problems. The rising tide lifts all boats. You won't convert every developer to a team plan, and getting people to accept that can be challenging. There's often tension when someone says: ‘Wait, that's a lead – look at how big that company is that logged in!’ **Warren** adds: “This is a fascinating part of the job because a CRO at a SaaS company faces very different challenges than one selling complex technology consulting services. > “I have clients building massive infrastructure programs that take years to complete, require executive oversight, and need agreement from eight different people. > “It's a huge investment – totally different from selling software that someone can use for free for eight months. They're almost entirely different jobs.” [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-96.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/PLG-Customer-success-2.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ## Advice for aspiring CROs I think if you do want to be a CRO and you haven’t been exposed to marketing, product, customer success, or any of these other areas, you need to start sticking your nose in there. Not in a bad way, but listening and understanding. Those are all the things I did, I think by accident. I certainly wasn't smart enough to think to go do that, I just sort of found myself in those situations. I think because I wanted market knowledge, but I think that would be the biggest piece of advice. You can kind of go get all that exposure to other departments, and you might realize you love bringing all that together, but you also might realize you don't like it and you don't want to deal with that – which is okay as well. But then you’ll understand where you fit, and what you feel like you'd be stressed about going into it, because that’s inevitable in the role. ## Connect with Chief Revenue Officers... Discover a [Chief Revenue Officer Summit](https://www.chiefrevenueofficersummit.com/) near you and connect with global revenue leaders. 🚀 In 2025 we'll be in New York, Silicon Valley, Amsterdam, San Francisco, Chicago, and London! Will we see you there? 👀 ### What does CRO success look like today? With Andrew Ettinger [Video] URL: https://www.revenueoperationsalliance.com/what-does-cro-success-look-like-today-with-andrew-ettinger-video/ Last updated: 2025-06-18T12:04:54.000Z --- --- ## More resources [When to implement revenue operations: A CRO perspective with Warren ZennaWarren Zenna, Founder of The CRO Collective, discusses when companies should implement revenue operations from a CRO perspective with host, Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-98.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_--5--4.png)](https://www.revenueoperationsalliance.com/when-to-implement-revenue-operations-a-cro-perspective/) ### Strategic impact and CRM efficiency with Tyler Hooper [Video] URL: https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/ Last updated: 2025-06-18T13:00:29.000Z --- --- ## More resources [Using dashboards the right way,with Lindsey Procknow \[Video\]Our host Sandy is joined by Lindsey Procknow on the podcast, to discuss using dashboards the right way, and more!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-97.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-6.png)](https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/) ### Be the architect of growth: Mastering your tech stack for revenue success URL: https://www.revenueoperationsalliance.com/architect-of-growth-mastering-your-tech-stack-for-revenue-success/ Last updated: 2025-08-05T06:28:50.000Z This article comes from **Jeff Offerdahl**’s insightful talk at our **Austin 2024 Revenue Operations Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/revenue-operations-summit-austin-2024-ondemand/?wchannelid=y7reakvhbt&wmediaid=spk3blcix2) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- Does your company’s tech stack feel like a web of overlapping tools and tangled processes? You’re not alone. Managing a revenue operations (RevOps) [tech stack](https://www.revenueoperationsalliance.com/tag/revops-tech-stack/) can be daunting, but when done right, it shifts from a source of frustration to a powerful driver of growth. Hi, I’m Jeff Offerdahl, Senior Director of Revenue Operations at FLASH. Over the years, I’ve had the privilege of working across several dynamic industries, from security software to healthcare, and now tech. Along the way, I’ve learned a thing or two about the [vital role RevOps plays](https://www.revenueoperationsalliance.com/what-is-a-revops-framework-a-complete-guide-to-driving-scalable-growth/) in company growth. So today, I’ll share how you can optimize your tech stack to align seamlessly with your revenue funnel and support long-term growth. Let’s dive in. ## **The tech stack conundrum** If your tech stack feels overwhelming, you’re not alone. Most companies today have more tools than they have employees. For example, at a previous company of about 100 people, we were managing over 120 SaaS applications! It’s easy to see how this happens. Teams adopt new [tools](https://www.revenueoperationsalliance.com/tag/revops-tech-stack/) to solve immediate problems, but without a cohesive strategy, redundancies emerge, costs escalate, and ownership becomes murky. It’s a headache, but here’s the good news: with a structured approach, we can transform the chaos into a tech stack that’s a true enabler of growth. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-88.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_2_tech_stack_mangement-1.jpg)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ## **Mapping the revenue funnel** The key to taming your tech stack lies in mapping it to your revenue funnel. Notice I said *revenue funnel*, not sales funnel. A revenue funnel goes beyond sales to include marketing, customer success, and customer support—the full journey from prospect to renewal and upsell. Here’s a high-level breakdown of the funnel and the tools that fit each stage: ### **1\. Prospects** The revenue journey begins with [data](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/). You can’t target your ideal customer profile without it. Tools like ZoomInfo or Demandbase can help build and enrich your prospect database. For niche industries, vertical-specific tools can provide even more precise data. Remember, this data isn’t static. Enrichment tools keep it fresh and accurate—essential when [67% of people](https://www.fastcompany.com/91188005/workers-change-jobs-six-months-flexible-work-life-balance) change jobs every two years. _This post is for paying subscribers only._ ### CRO Insights: How CROs win [trailer] URL: https://www.revenueoperationsalliance.com/cro-insights-how-cros-win-trailer-video/ Last updated: 2025-01-10T12:57:14.000Z --- --- ## More resources [When to implement revenue operations: A CRO perspective with Warren ZennaWarren Zenna, Founder of The CRO Collective, discusses when companies should implement revenue operations from a CRO perspective with host, Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-87.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_--5--3.png)](https://www.revenueoperationsalliance.com/when-to-implement-revenue-operations-a-cro-perspective/) ### What is sales operations (sales ops)? URL: https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/ Last updated: 2025-02-20T12:03:52.000Z A sales operations team seeks to improve sales cycle efficiency by streamlining sales processes, optimizing the tech stack, and motivating sellers. > “Sales operations is usually a position that works with sales leaders, or sales development leaders, because they're focused on the sales process from the beginning of the deal, until closing it.” > – **Leore Spira**, Director of Revenue Operations at Blink Ops It’s a crucial supporting component of revenue organizations, but there’s more to it than that. Continue reading to discover: - [What sales operations is](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#what-is-sales-operations) - [Why it matters](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#why-sales-operations-matters) - [Roles and responsibilities of sales operations](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#roles-and-responsibilities-of-sales-operations) - [How to structure a sales operations team](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#structuring-a-sales-operations-team) - [6 steps to build a sales operations strategy](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#6-steps-for-building-a-sales-ops-strategy) - [Must-have tools for sales operations](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#must-have-tools-for-effective-sales-operations) - [Key sales operations KPIs](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#measuring-sales-ops-success) - [Sales operations best practices](https://www.revenueoperationsalliance.com/what-is-sales-operations-sales-ops/#sales-operations-best-practices) Sales operations (also known as sales ops) is a strategic support function that utilizes technology and data to support the sales team and increase efficiency. Sales ops pros do this by strategically guiding the sales team with data, removing blockers, and incentivizing reps. Empowering the sales team effectively requires a balance of strategic and tactical work. The function first appeared in the 1970s as a way to increase sales rep efficiency by removing data tasks from their workload, but the function has evolved and expanded dramatically since these humble beginnings. Nowadays, sales operations cover these four pillars: - **Strategy** – Helping to define a strategic sales strategy, including territory planning and coverage, and process optimization. Providing sales leaders the data they need to make informed decisions. - **Technology** – Manage the sales tech stack and CRM to ensure sellers have the tools they need. Automate tasks, and ensure tools integrate well. - **Operations** – Keeping the sales function running smoothly by taking on the admin burden of contracts, SLAs, and hiring top talent. - **Performance** – Incentivizing sales teams through compensation planning, quota setting, and KPI tracking. Monitoring the sales team’s overall success. ![4 pillars of sales operations - strategy, technology, operations, and performance.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/01/4-key-pillars-of-sales-operations.png) ### Sales operations vs sales enablement While some responsibilities may overlap between sales operations and sales enablement professionals, these are distinct sales support teams. Sales ops typically focuses on improving sales processes, technology, and data insights, while [sales enablement](https://www.salesenablementcollective.com/sales-enablement-vs-sales-operations/) pros focus on improving sales skills through training, coaching, and knowledge sharing. ### Sales operations vs revenue operations Sales operations teams focus on optimizing the sales team’s productivity, while revenue operations pros focus on optimizing the *entire* revenue team’s productivity. That typically includes sales, marketing, and customer success. In many organizations sales operations teams will transition to RevOps or report into a RevOps function. [Revenue operations vs sales operations: What’s the difference?What are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-76.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) ## Why sales operations matters According to [Salesforce](https://www.salesforce.com/ap/form/conf/trends-in-sales-operations/), 82% of sales professionals say sales ops plays a critical role in growing their business. This comes as no surprise, as sales operations makes sellers' lives easier by optimizing sales processes and driving revenue growth. Implementing a sales operations function in your organization can: - Lead to more informed decision-making (hello accurate [sales forecasts](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) 😍). - Remove confusion and arguments between sales reps with clear sales territories and quotas. - Streamline sales processes by removing red tape and implementing automation. - Improve your hiring and recruitment processes by understanding how many reps you need to hit target, and the best skillsets for the role. - Effectively motivate your sales teams with clear compensation plans. - Leave your sales team more time to sell. - Boost sales productivity by [20-30%](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/looking-beyond-technology-to-drive-sales-operations#/) (followed by a 5-10% boost every year). [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-86.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--5--1.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## Roles and responsibilities of sales operations Sales operations teams cover a wide range of responsibilities, all aiming to increase sales productivity. Here are ten common responsibilities of a sales ops function: ### Streamline the sales process Sales reps spend a worryingly short amount of time *actually* selling. This is where sales operations shines, by removing the admin and repetitive tasks from sellers' plates, ops professionals allow for a streamlined sales process. They achieve this through automating repetitive tasks, reducing sales admin, implementing AI tools, and cutting through unnecessary red tape. Essentially sales ops looks to find blockers within the sales role and remove it. In turn, this increases the efficiency of your entire sales function. ### Report on sales performance Sales operations professionals monitor sales performance data, freeing up time for sellers to keep selling. This also allows sales ops to create dedicated dashboards for the sales team to help reps and managers better manage their efforts. Plus sales leadership will have access to more detailed and accurate insights they can use to determine sales strategy – all by simply tasking sales ops to handle performance analytics. [Building the ultimate sales report for revenue growthLearn the best practices for creating a winning sales report so you can track your revenue and make adjustments before you miss target.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-77.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_commercial_reporting-1.jpg)](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/) ### Sales data management Customer relationship management (CRM) systems are at the heart of any sales organization, but without proper maintenance, they can become a mess of unqualified leads, or worse, outdated data. Sales operations teams take pride in auditing those messy CRMs and transforming them into workable [single sources of truth](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/). This significantly improves your sales team’s effectiveness, as they can easily find the contact information of qualified prospects. Plus managing contact information throughout the customer lifecycle allows for more accurate sales forecasting – but more on that in the next section. ### Sales forecasting Sales ops pros also handle sales forecasting, using CRM data and historical selling trends they can predict future sales with surprising accuracy. These reports allow sales managers to determine if their team is on track or if a course correction is required. While sales leaders could produce these forecasts, it makes sense for sales operations to own them, as they already work with sales data on a daily basis. ### Sales strategy and planning Alongside sales leaders, sales operations professionals help plan the sales strategy. This may include adjusting targets based on forecasts, assisting in securing more headcount, and ensuring sellers have everything they need to be successful. Sales operations teams can provide data to help in these decisions and advocate for additional sales [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) through the performance data they’ve collected. ### Manage the tech stack Sales teams use a ton of tools to close deals, but in many orgs some of this [tech](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) isn’t being used to its full potential. This leads to wasted resources on unnecessary or duplicated technology. Sales operations teams manage the sales tech stack to ensure: - All the tools are necessary and best suited to your org. - Sales reps *actually* adopt and use new technology. - It measurably improves sales productivity. This allows your sales organization to save money on technology while optimizing the usage of each tool. > “One the sales ops team’s primary focus is increasing seller productivity. > “We're looking at ways AI can make it easier for our sales teams to update the CRM, keep track of customer conversations, and generally streamline their day-to-day activities.” > – José Almaraz Reséndez, Sales Operations Senior Manager, Systems and Tools at LinkedIn. ### Compensation planning A key sales operations responsibility is setting the compensation plans of your sales reps. This involves determining the base pay, commission rates, and bonuses for your salespeople, all with the aim of motivating your team to hit their targets. Sales ops professionals may also define the processes for underperformance and work with sales managers and enablers to conduct performance reviews. [Motivate your sales team with effective compensation planningCompensation design is a crucial aspect of the revenue operations workload. How can you implement commission to retain top sales talent? Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-78.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_3_pay_performance_management.jpg)](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) ### Sales quota setting There are two reasons sales quotas are crucial for business success: 1. They help to maximize the amount of revenue achieved. 2. They motivate sales reps. > But balancing these two objectives can be tricky. Ideally, the total sales quota assigned should be slightly higher than the organization's goal, so not all sellers need to hit their quota to achieve the company’s goal. However, individual sales quotas should still be realistic in order to motivate reps. Luckily, sales operations pros can run the data to determine fair quotas for each rep (based on experience, products, and territory), while also achieving the organization’s goals. ### Territory planning Sales operations teams also define and assign sales territories to reps. This determines which accounts sales reps can target and may also impact their commission and working hours – so it’s no easy task. Allocating territories allows organizations to make efficient use of their sales resources as there’s less likelihood of doubled-up prospecting efforts. [5 tips for territory planning like a revenue operations proWonder what territory planning is or what it has to do with RevOps? We’ve got you covered with 5 tips to level up your sales territory planning game.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-79.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_7_territory_mapping.jpg)](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/) ### Cross-functional collaboration Sales ops also helps to align the sales team with other departments such as [marketing](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) and customer success through improving handover processes. This may involve improving how marketing teams provide sales with marketing-qualified leads, or enhancing the customer onboarding processes. These efficiencies ultimately lead to increased revenue for your org. ## Structuring a sales operations team There are many roles associated with the sales operations team, here’s a rough breakdown of some of the most common job titles: - **Sales Operations Analyst/Specialist:** A junior member of the sales operations team who undertakes analytics and reporting tasks and basic process improvements. - **Deal desk admin:** Manages the deal approval process by facilitating contract approval across departments. - **CRM admin:** Is responsible for keeping your organization’s database clean and up to date for optimal usage. - **Sales Operations Manager:** Oversees the day-to-day execution of process improvements and helps plan the team’s direction. - **VP of Sales Operations:** A senior leader who aligns the sales ops team with business objectives and works closely with the VP of Sales and Chief Revenue Officer to determine the team’s goals. [Create the perfect revenue operations structureGetting your RevOps team structure right is key to building and scaling a successful revenue operations organization. Learn more about building your team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-80.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--64--1.png)](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/) ## 6 steps for building a sales ops strategy This section breaks down the six key steps to build an effective sales operations strategy. ### Talk to key stakeholders When implementing a sales operations strategy it’s important to understand the sales environment at your organization. Sales leaders and reps likely already have an understanding of which blockers are most pressing (although they may have different thoughts on the matter), so you can utilize this knowledge to build your strategy. So, before moving forward, set up some meetings with a variety of people to get a balanced view of the sales team and potential areas you can provide value. Some meetings to conduct include: - One-to-one meetings with a sample of sales reps (including top performers and lower performers as they may face different challenges) - Full sales team brainstorming - Discussions with sales managers - Chat with senior leadership to understand department goals These should provide you with lots of ideas on how you can improve the sales process. [Lessons from LinkedIn: Sales operations at scaleJosé uncovers the secrets to LinkedIn’s growth via their sales operations strategy. Discover how sales ops runs in an enterprise org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-81.png)Revenue Operations AllianceJosé Almaraz Reséndez![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/lessons-from-linkedin-scaling-sales-operations---share-1.png)](https://www.revenueoperationsalliance.com/lessons-from-linkedin-sales-operations-at-scale/) ### Set goals and objectives Once you have a strong understanding of the needs of your sales organization, you can start to prioritize and set goals. Goal setting allows you to measure your progress, and prove your value to key stakeholders, so it’s important to be specific about what initiatives you’ll undertake and why they’re important. You may also need to justify why some projects will need to wait, as sales ops pros can’t tackle all the sales team’s issues at once. Once you have clear goals, you can identify the objectives that’ll help you get there, and the [key performance indicators](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) (KPIs) you’ll use to monitor progress. ### Discover easy wins and define your game plan When starting a new sales operations initiative it’s often beneficial to look for easy wins first. This can help your team gain momentum and build trust with your stakeholders. After this, it’s important to prioritize your tasks to ensure maximum impact with your resources and define your action plan to achieve the goals you outlined. ### Change management When implementing changes within your organization it’s important to apply change management best practices to ensure successful adoption. This involves: - Getting sales leaders bought into the change so they can advocate for the change. - Keeping stakeholders informed of upcoming changes and how this impacts their day-to-day. - Educating sales reps on the importance of new processes and/or tools. - Partnering with sales enablers to train sellers on new systems. Ensuring you manage these changes effectively boosts the adoption of your initiative, which is essential to increase sales productivity. ### Measure your impact No project is complete without understanding its impact. Once you’ve fully rolled out your plan, ensure you report on the [KPIs](https://www.revenueoperationsalliance.com/measuring-the-kpis-that-matter-for-gtm-teams-with-greg-larsen/) you set at the beginning of your project and reflect on your progress. It’s important to reflect on what went well, what didn’t go well, and what could still be improved. This allows you to learn from your successes and failures to be more effective in the future. Sharing these metrics also provides evidence of your team’s impact on sales productivity and revenue generation, which provides leverage for increased budget and headcount. It’s also important to investigate the value you’ve brought to sales reps. Qualitative feedback from reps can help you understand how your new processes have impacted your stakeholders. You can collect this feedback by: 1. Using an anonymous feedback form 2. Asking sales reps directly 3. Talking to sales managers about their direct report’s experience ### Continuous improvement Based on your learnings from the measurement stage you can build a plan for continuous improvement. This may mean readjusting a process you just optimized, or simply improving how your sales operations projects are run. Either way, it’s important to keep learning and growing as an operations professional, as best practices continue to evolve. Plus, it’s important to revisit older projects to review if they’re still fit for purpose. If your: - Tech stack has changed - Sales team has seen high turnover, or - Sales strategy has pivoted You may find the criteria for your past initiatives has changed, leaving room for new optimizations within the sales process. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-83.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## Must-have tools for effective sales operations Sales operations professionals can’t pull this off on their own – they also rely on technology to increase their output. Here are some of the most common sales operations tools: ### CRM A customer relationship management (CRM) system is an essential tool for sales operations professionals. The CRM allows the sales organization to track deals as they progress through the sales cycle. Sales ops professionals can use this data to report on sales metrics allowing sales leaders to make informed decisions about sales strategy. Ops pros can also use CRM data to track sales efficiency and plan new initiatives. However, maintaining the CRM database is typically the§1 responsibility of the sales operations team. They’ll work to ensure data in the system is accurate – regularly cleaning this data to remove duplicates and mistakes. Sales ops pros also implement CRM automations to save the sales team time while they’re selling. ![Example CRM dashboard](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/01/Salesforce-CRM-1-1.webp) Example from Salesforce. [Source](https://cargas.com/software/salesforce-crm/salesforce-crm-features/). ### Forecasting Sales forecasting software allows sales operations managers to more accurately predict revenue outcomes. This prediction is based on historical data, pipeline health, and current market conditions. These forecasts allow sales leaders to make informed decisions and course correct if the sales team is at risk of underperforming. Having good forecasting software that integrates well with your CRM can significantly improve the sales operations team’s productivity. ![Example of a sales forecast dashboard.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/01/financials-forecast-new.jpeg) Example from LivePlan. [Source](https://www.liveplan.com/features/sales-forecast). ### Conversation intelligence Utilizing sales conversation intelligence tools within your tech stack allows you to monitor sales rep performance during calls, allowing your sales organization to make data-backed decisions. This software can analyze sales rep call data and identify the sales tactics or methodologies most likely to close deals with your prospects. It can also flag individual reps who may need additional training or coaching. Sales ops teams can analyze this data and pass findings to their counterparts in sales enablement to ensure sellers are supported through appropriate training. ![Example of a conversation intelligence tool.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/01/team-performance-calls-en.webp) Example from HubSpot. [Source](https://www.hubspot.com/products/conversation-intelligence). ### Territory planning A territory planning tool can assist your sales ops team in assigning and managing sales territories by making the process more visible. The tool allows factors like: - No of reps per territory - Seller location/travel area - Territory size/value To be taken into account when assigning territories out to reps to ensure the assignment is fair and all territories have adequate coverage. ![Example of a territory planning tool.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/01/screenshot-enterprise-sales-planning-territory-management-segmentation-3.png) Example from Workday. [Source](https://www.workday.com/en-gb/products/adaptive-planning/sales-planning/territory-planning.html). ## Measuring sales ops success Earlier we mentioned the importance of monitoring your performance, but we didn’t actually mention what *exactly* you should be tracking. This section explores some common sales ops metrics. ### Revenue metrics - **Average deal size:** The average value of deals closed over a period of time, measured by dividing the total value of deals closed by the number of deals closed. - **Sales pipeline value:** The total estimated value of opportunities in the pipeline. - **Forecast accuracy:** Tracks how accurate your sales forecasts were over a period. - **Average quarterly revenue per rep:** Measures the efficiency of the sales team at closing deals, calculated by dividing your total quarterly revenue by the number of sales reps. ### Sales success metrics - **Average sales cycle length:** The average time it takes from a sales rep’s first contact with a prospect to the deal closing. - **Win rate:** The percentage of deals closed-won by your sales team, calculated by dividing the number of closed-won deals by the total number of opportunities in your pipeline (and multiplying by 100 to get the percentage) . - **Sales quota achievement:** Measures the percentage of sales reps who met their quota over a period, calculated by dividing the number of reps who met quota by the total number of reps and multiplying by 100. ### Sales productivity metrics - **Average selling time of a sales rep:** The amount of time sellers spend actively selling (rather than doing admin tasks), measured by classifying and measuring customer-facing tasks on a sales rep’s calendar. - **Lead response time:** How long it takes a sales rep to respond to new prospects. - **Pipeline efficiency:** Shows how effectively reps move deals through each stage of the pipeline, calculated by dividing the number of closed deals by total opportunities entered in the pipeline and multiplying by 100. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Sales operations best practices Lastly, let’s break down some of the best practices for sales operations professionals. ### Document processes For optimized processes to be used and taught to new hires, they need to be documented. The sales operations team should own this documentation process and ensure the sales organization’s best practices are easily accessible to reps and trainers. ### Automate repetitive tasks The ultimate goal of the sales ops team is to ensure sellers spend as much time as possible on sales activities. So, if something’s slowing your sellers down (especially if it’s a regular and repetitive task) it’s important to set up automations wherever possible. [Unlock the power of revenue operations automationLooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-84.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_automation.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ### Streamline the tech stack Tech stacks can quickly become bloated without intervention and planning. Many sales orgs have 20+ tools but reps often aren’t using them. By auditing the tools your company uses you can reduce unnecessary expenses and make the sales process simpler. ### Align sales and marketing Ensuring sales and marketing are working together is key to successful sales organizations. Sales ops can help by aligning data and lead handover processes, so both teams are working from the same data and understand how leads are generated and processed. ### Motivate the sales team When setting compensation plans and sales quotas, it’s best practice to consider how this will impact reps. These plans will help to motivate reps, in turn, leading to increased sales – setting compensation too low, and quotas too high will be detrimental to the overall business success. It’s also important to compare your compensation plan to the wider marketplace to ensure you retain your top performers and recruit outstanding talent. [Getting compensation planning right with Emily GarzaOn this episode of RevOps Unboxed, Sandy sits down with Emily Garza to discuss all things compensation planning. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-85.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/3.png)](https://www.revenueoperationsalliance.com/getting-compensation-planning-right-with-emily-garza/) ## FAQs ### What is sales operations? Sales operations (also known as sales ops) is a strategic support function that aims to improve sales cycle efficiency by streamlining sales processes, optimizing the tech stack, and motivating sellers. ### What are the pillars of sales operations? The four pillars of sales operations are strategy, technology, operations, and performance management. Each pillar helps to optimize the sales cycle and drive revenue growth. ### What’s the difference between sales operations and sales enablement? Both teams support sales reps but sales operations pros focus on optimizing processes and motivating reps, while sales enablement focuses on providing training, coaching, and resources to sellers. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### A CRO's guide to partner-led growth URL: https://www.revenueoperationsalliance.com/cro-guide-to-partner-led-growth/ Last updated: 2025-01-07T15:00:10.000Z *This article is adapted from Angelique Kamara’s presentation at the Chief Revenue Officer Summit in San Francisco.* [*Become a member*](https://www.revenueoperationsalliance.com/signup/) *to watch the recording.* --- As a VP of Partnerships, I've learned that partner-led growth isn't just a strategy – it's a comprehensive approach to scaling your business. Let me share the insights I've gathered through years of building successful partnership ecosystems. I’ll cover: - Why partnerships matter - The partnership mindset - Tips for before you start - 3 steps to craft your partnership strategy ## **Why partnerships matter** Before we discuss how to implement partner-led growth, it’s important to understand why this motion is important for revenue growth. Here are some statistics from recent research into partnerships: ### **Customer retention** We've discovered something fascinating: when customers use multiple integrations with your product, their likelihood of churning drops by 58%. This typically happens when customers have three or more integrations. It's an intuitive phenomenon – the more deeply your product is integrated into a customer's tech stack, the harder it becomes to replace. > Think about it like building layers of connection. Each integration is another thread that ties the customer more closely to your solution. As these integrations accumulate, you're essentially creating a complex web that makes switching providers increasingly difficult and less attractive. ### **Win rates and deal velocity** But retention is just the beginning. When it comes to sales, partnerships deliver even more impressive results. Bringing a partner into a deal (especially for long, complex sales cycles) can boost your win rates by an aggregate of 53%. Even more impressive, these partner-involved deals close 46% faster. This is a testament to the power of strategic partnerships. Each integration isn't just a technical connection. It's a value-added relationship that makes your solution more sticky, compelling, and successful. [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-59.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--46--1.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) ## **The partnership mindset** The one thing I want you to remember is this: > **Partnerships are a company strategy, not a department.** As a VP of Partnerships, I've seen many companies make one critical mistake: They hire a partnerships leader, stick them in a silo, and assume the job's done. That approach is doomed to fail. True partnership success requires integration across every function. This means getting buy-in and support from multiple stakeholders: - Product teams need to build features and capabilities that support your partners - Marketing teams should leverage partnerships to help scale your reach - Customer success and sales teams must be aligned to provide comprehensive partner support The goal is to create a holistic approach where every department understands and contributes to the partnership strategy. It's not just about one team – it's about creating a unified, collaborative environment that maximizes the potential of your partnerships. [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-60.png)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--58--1.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) ## **Before you get started** While you might be tempted to jump straight into partner-led growth strategies, it’s important to ensure you lay the groundwork for success. This section discusses the best practices to prepare your organization for a partnership motion. ### **Where partnerships should live** Before building a partnerships team, consider a crucial question: Where should partnerships report? There's no one-size-fits-all answer. Some argue partnerships should report to the CEO, especially for early-stage or strategic alliance-focused companies. But ideally, the reporting structure should match your partnership goals: - **Brand awareness focus:** Report to the Chief Marketing Officer - **Product integration goals:** Report to the Chief Product Officer - **Revenue acceleration:** Report to the [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### **The partnership value exchange** Here's a critical insight: Partnerships are not sales. They're a bilateral relationship with genuine value exchange. Consider the Salesforce model: For every dollar of software they sell, their ecosystem generates $7 in services. While you don't need to match that exact ratio, the principle is crucial – be intentional about the value you bring. As a counter-example: Say you're excited about agency partnerships as they could drive referrals and traffic to your org. But if your product is super easy to implement and you have a robust customer success team, your agency partners won't gain much value from that partnership. They can't: - Build additional services on your platform - Generate significant revenue - Get excited about small referral fees So it’s important to select your partners wisely and consider the value exchange. What do you gain, and what does your partner gain? [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-61.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/PLG-Customer-success-1.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ### **Partner operations** When building a partnerships team, it's crucial to approach it strategically, just like you would with a sales team. You wouldn't create a sales team without a CRM or [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team. Similarly, don't launch a partnership program without a solid system for tracking and measuring partner metrics. These metrics don't necessarily need to be in a separate system—they can integrate with your existing sales processes. The key is to be intentional about how you'll measure success and track partnership performance. ## **Crafting your partnership strategy** Now that you’ve set up the foundation of partner-led GTM in your organization, you can start to craft your strategy. Here are the three steps to ensure a successful partnership: ### **1\. Understand your company's north star** When developing a partnership strategy, I always start by deeply understanding the company's core opportunity and North Star. The key is to ensure your partnership approach directly supports the broader company vision. The process typically involves a few critical steps: First, get crystal clear on the company's strategic direction. This means understanding: - Total market opportunity - [Ideal customer profile](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) - Current market share - Growth projections - Key geographic markets and customer segments Always try to understand the long-term plan, even if you don't have the full details mapped out. This gives you insight into where partnerships can truly add value. Your partnerships should do one of two things: 1. Accelerate existing plans, or 2. Introduce complementary investments the company hadn't previously considered. 💡 For example, in a marketing automation context, one potential North Star might be having partners source 35% of company revenue by a specific timeline. By putting your organization's North Star first, you can focus on creating partnerships that genuinely move the needle for your organization. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### **2\. Identify partner types and go-to-market motions** Partnerships fundamentally break down into two primary categories: technology partners who sell products or software, and service partners who provide professional services. Once you've identified the type of partner, you'll need to choose a [go-to-market](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/) approach depending on how deeply you want to collaborate with your partners. I see three primary levels of partnership engagement: - **Referral:** Basic customer exchanges and lightweight integrations, essentially just sending customers back and forth. - **Co-selling:** Collaborative sales efforts with joint account mapping and combined GTM efforts. - **Reseller:** Partners managing the entire customer relationship. The beauty is you can mix and match these go-to-market approaches with different partner types. Each motion comes with its own set of challenges and requirements, but this framework provides a straightforward way to think about building meaningful partnerships. The key is understanding which approach best serves your specific business goals and partner ecosystem. [Keeping your board happy as a Chief Revenue OfficerJD Miller breaks down the key things he does to increase his tenure as a Chief Revenue Officer, including the perfect graph to update your board.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-62.png)Revenue Operations AllianceJD Miller![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---keeping-your-board-happy-as-a-CRO-1.png)](https://www.revenueoperationsalliance.com/keeping-your-board-happy-as-a-cro/) ### **3\. Prioritize** Prioritization is where most partnership strategies live or die. You'll inevitably have more opportunities than you can effectively activate, so you must be ruthlessly selective. Use a framework that evaluates potential partnerships based on impact versus cost and feasibility. I like using a SWOT analysis to easily identify the strengths, weaknesses, opportunities, and threats of a partnership opportunity. Then tackle projects as follows: - Focus on high-impact, low-cost opportunities first. - Then develop foundational steps and timelines for high-impact but complex partnerships. - Avoid low-impact, high-cost initiatives entirely. Throughout this process, maintain clear alignment with your company's leadership, track meaningful metrics like budget achievement and net dollar retention, and remain flexible. A great partnership strategy isn't about doing everything—it's about strategically choosing the right partnerships that propel your company's growth and complement its core objectives. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-63.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_retention-1.jpg)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## **Aligning internal partnerships** As I mentioned earlier, partnerships aren’t just external. You also have to ensure alignment within your internal teams to succeed. This involves ensuring sales, marketing, customer success, and product teams are all on the same page. A simple way to achieve this is by utilizing the four dimensions of building trust and alignment: - **Roles:** Clear responsibilities and handoffs. - **Goals:** Aligned, cascading objectives. - **Trust:** Credibility, reliability, intimacy, low self-orientation. - **Processes:** Right tools and communication mechanisms. The ultimate aim should be to create a seamless, integrated approach where partnerships aren't a separate function, but a core company strategy. ## **Final thoughts** Partnerships aren't just a channel—they're a strategic growth lever. By treating partners as an extension of your team and creating genuine, mutually beneficial relationships, you can unlock exponential growth potential. The most successful companies don't just have partner programs. They have partner ecosystems. **Got FOMO?** Discover your nearest [Chief Revenue Officer Summit](https://chiefrevenueofficersummit.com/). 👈 ### From CRO to founder: 7 key lessons in leadership and growth URL: https://www.revenueoperationsalliance.com/from-cro-to-founder-7-key-lessons-in-leadership-and-growth/ Last updated: 2025-08-04T14:46:42.000Z This article comes from **Alex Schaefer**’s insightful talk at our **New York 2024 Chief Revenue Officer Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/chief-revenue-officer-summit/?wchannelid=n4nyqbw35x&wmediaid=h2722101tt) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- Have you ever wondered what it takes to transition from a [sales leader](https://www.revenueoperationsalliance.com/chief-revenue-officer-and-sales-leader-outlook-report-2024-25-ebook/) to the founder of a startup? It’s not just about having a great idea or a perfect plan. For me, the journey from [Chief Revenue Officer](https://www.revenueoperationsalliance.com/tag/chief-revenue-officer/) (CRO) to co-founding Lilac Software wasn’t a straight path. It was the detours, unexpected opportunities, and lessons learned along the way that prepared me for this transition. This isn’t a guide filled with formulas or sales tactics. Instead, it’s just an honest reflection on the experiences and insights that helped me grow beyond my core roles and prepare for something bigger. So whether you’re in RevOps, sales, or another leadership position, I hope my story encourages you to think beyond your current responsibilities and embrace the opportunities that could redefine your career. Let’s dive in. ## **Lesson 1: Embracing the side quests** The truth is, my most significant growth didn’t come from staying within the boundaries of my core job. Sure, you need to excel in your role, whether it’s demand generation, new business, or RevOps. But the side quests—those opportunities that seem outside your lane—are often where the *real* learning happens. For example, during one role, I was tasked with evaluating software solutions for areas where I had absolutely no prior expertise. It forced me to research, create evaluation criteria, and collaborate with teams to identify what “good” looked like. That experience not only broadened my skill set but also gave me confidence in navigating new, unfamiliar domains. If you’re looking to grow, seek out these side quests. Take the time to [learn beyond your core responsibilities](https://certified.thealliance.io/course/revenue-operations-certified-core?%5F%5Fhstc=193529778.aa6b3d7801174f69f5fcf3e909d0fd06.1730472669226.1734710095778.1734712244190.16&%5F%5Fhssc=193529778.2.1734712244190&%5F%5Fhsfp=3963458492). It’s the best way to prepare for bigger roles. [Mindtickle Chief Revenue Officer and Sales Leader Outlook Report (2024/25)Mindtickle CRO and Sales Leader Outlook Report (2024/25)![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-67.png)Revenue Operations AllianceRichard King![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Meta_Images_--1--1-2.jpg)](https://www.revenueoperationsalliance.com/chief-revenue-officer-and-sales-leader-outlook-report-2024-25/) ## **Lesson 2: Relationships matter more than you think** One of the most pivotal relationships in my career started during my time as CRO at DeepCrawl. I worked with a CTO at one of our integration partners. We weren’t particularly close, but we had mutual respect for each other’s work. Years later, when she had an idea for a healthcare startup, she reached out to me for advice. Over a series of conversations, that casual relationship turned into a co-founding partnership for Lilac Software. This experience taught me the importance of maintaining [relationships](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/). You don’t have to be best friends with everyone you meet, but staying connected—even in small ways—can lead to unexpected opportunities. I make it a habit to review my LinkedIn network every couple of months and reach out to people I admire or enjoyed working with. It’s a simple practice, but it keeps relationships alive and creates opportunities for collaboration down the road. [Keeping your board happy as a Chief Revenue OfficerJD Miller breaks down the key things he does to increase his tenure as a Chief Revenue Officer, including the perfect graph to update your board.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-68.png)Revenue Operations AllianceJD Miller![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---keeping-your-board-happy-as-a-CRO-2.png)](https://www.revenueoperationsalliance.com/keeping-your-board-happy-as-a-cro/) ## **Lesson 3: Context is king** When I think about my career decisions, one guiding principle has been to prioritize context over titles or prestige. Early in my career, while many of my peers pursued high-paying roles at big consulting firms, I joined an early-stage startup. The role paid less and required more hours, but it gave me invaluable experience in building from the ground up. It also aligned with my long-term goal of becoming a founder. If you have aspirations to grow beyond your current role, whether that’s becoming a CRO, CEO, or founder, think about the context of your next move. What skills will it help you develop? What gaps in your experience will it fill? It’s easy to be drawn to a flashy title or a comfortable paycheck, but those choices don’t always prepare you for the future roles you aspire to. [The CRO’s guide to raising capital and attracting investorsDiscover how CROs attract investors, drive capital, and scale growth with strategies that turn businesses into standout investments.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-69.png)Revenue Operations AllianceLawrence Lanzilli![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/CRO-raising-capital-attracting-investors-revops-1-1.png)](https://www.revenueoperationsalliance.com/cros-guide-to-raising-capital-attracting-investors/) ## **Lesson 4: Seeing the bigger picture** One of the biggest shifts I had to make as I moved into broader [leadership roles](https://www.revenueoperationsalliance.com/leadership-dinner-series/) was developing a holistic perspective of the business. Early in my career, my focus was narrowly on hitting sales targets and driving revenue. However, as I took on more responsibility, I realized that true leadership requires understanding how all the pieces of the business fit together. This is one of the reasons I pursued an MBA at INSEAD Business School. It gave me a framework to think about the broader dynamics of a business—from marketing to operations to customer success. That said, you don’t need an MBA to develop this perspective. Volunteer for cross-functional projects, spend time learning about different departments and ask questions. The more you understand how your company operates as a whole, the better positioned you’ll be to lead at a higher level. [A CRO’s perspective: What today’s RevOps teams need to knowDiscover what a CRO wants from RevOps in 2024\. Get insider tips on metrics, relationships, and data-driven strategies to drive revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-70.png)Revenue Operations AllianceJavier Molina![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/What-today-s-RevOps-teams-need-to-know--CRO-1-1.png)](https://www.revenueoperationsalliance.com/cros-perspective-what-todays-revops-teams-need-to-know/) ## **Lesson 5: Protecting your reputation** Reputation is *everything*. During a challenging period at one of the startups I worked for, there was pressure to embellish our performance metrics for investors. I chose to remain transparent, even though it wasn’t what people wanted to hear. Looking back, I’m convinced that maintaining my integrity was the right choice. Those same investors later provided strong references that helped me secure funding for Lilac Software. Your reputation isn’t built in a day, but it can be tarnished quickly. Be honest in your dealings, even when it’s uncomfortable. People remember how you handle tough situations, and those moments often define your professional credibility. [When to implement revenue operations: A CRO perspective with Warren ZennaWarren Zenna, Founder of The CRO Collective, discusses when companies should implement revenue operations from a CRO perspective with host, Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-71.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_--5--2.png)](https://www.revenueoperationsalliance.com/when-to-implement-revenue-operations-a-cro-perspective/) ## **Lesson 6: The power of hard skills** With the way that [data](https://www.revenueoperationsalliance.com/tag/data-analysis-management/) dominates today’s world, hard skills are non-negotiable. As a sales leader, it’s not enough to rely on analysts to crunch the numbers. You need to be comfortable manipulating data, building models, and [creating compelling presentations](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/). These skills not only help you lead more effectively but also set you apart in a crowded field. Beyond analytics, understanding the technical side of your business is invaluable. Spend time learning how your product works, how it’s built, and how your engineering team thinks. The more technical fluency you have, the more credible you’ll be when collaborating across teams. [Cracking the C-Suite code: Securing buy-in for RevOps successLearn the key strategies for securing C-suite buy-in for RevOps success with Senior Director of Revenue Operations and Enablement, Imani Chopin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-72.png)Revenue Operations AllianceImani Chopin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Securing-C-suite-buy-in-for-RevOps-success-1-2.png)](https://www.revenueoperationsalliance.com/securing-c-suite-buy-in-for-revops-success/) ## **Lesson 7: Serendipity and staying open** One of my favorite quotes is from Steve Jobs: > “The dots connect themselves in hindsight.” That’s how I feel about my journey to becoming a founder. I didn’t have a burning product idea or a clear plan to launch a startup. Instead, I stayed open to opportunities and focused on building relationships and skills. When the right opportunity came along, I was ready to take the leap. If there’s one takeaway here, it’s to stay open to serendipity. You don’t need to have everything figured out. Focus on growing, building connections, and saying yes to opportunities that push you out of your comfort zone. You never know where they might lead. ## **Final takeaways: Be intentional about your growth** If you’re in RevOps or any other leadership role, and you aspire to something bigger, take the time to identify your goals and the gaps in your skill set. Seek out experiences that will help you fill those gaps, even if they’re outside your immediate comfort zone. Stay connected to your network, protect your reputation, and never stop learning. Growth isn’t linear. It’s a mix of hard work, side quests, and a little bit of luck. If you’re intentional about your path, you’ll be ready when the right opportunity comes your way. Whether you dream of becoming a CRO, a CEO, or a founder, the steps you take today will shape the opportunities you have tomorrow. ### Chief Revenue Officer Summit, London 2024 | OnDemand URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-london-2024-ondemand/ Last updated: 2024-12-18T16:50:47.000Z Catch up on every session from Chief Revenue Officer Summit London, with sessions from TransUnion, Asana, GFT Technologies and more. _This post is for paying subscribers only._ ### Revenue Operations Summit, London 2024 | OnDemand URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-london-2024-ondemand/ Last updated: 2025-08-04T15:13:36.000Z Catch up on every session from Revenue Operations Summit London, including sessions from Siemens, TransUnion, Omada and more. _This post is for paying subscribers only._ ### How revenue operations drives strategic success at every level URL: https://www.revenueoperationsalliance.com/how-revenue-operations-drives-strategic-success-at-every-level/ Last updated: 2025-08-05T06:39:14.000Z What would it look like if revenue operations was trusted to make change at all levels of an organization, from the [C-suite](https://www.revenueoperationsalliance.com/securing-c-suite-buy-in-for-revops-success/) on down? Not just as a support function, but as a strategic driver of change? Having led my RevOps team through a journey from $7 million to over $100 million in ARR, I've seen firsthand how this can become a reality. But it requires more than just the right tools or processes – it demands a fundamental shift in how organizations view and utilize their [RevOps teams](https://www.revenueoperationsalliance.com/cros-perspective-what-todays-revops-teams-need-to-know/). If you're in RevOps today, you're probably familiar with the challenge: how do we move beyond being seen as just "the Salesforce people" to becoming trusted strategic partners? This is the story of how we did exactly that at Keyfactor, transforming RevOps from a technical support function into a driving force for growth that now has a seat at the C-suite table. So let’s dive in! ## **The strategy execution framework: Our secret powerhouse** I joined Key Factor in 2018, a company that started as a consulting firm back in 2001,when the Backstreet Boys were considered cool (I still think they are). In 2014, we began our slow transition to SaaS, and by 2018, we were at $7 million in ARR. Fast forward to 2024, and we've just crossed **$100 million**. The journey between those numbers is where RevOps proved its worth. At Key Factor, we've developed a strategy execution framework that's become our north star. It starts with [strategy](https://www.revenueoperationsalliance.com/tag/revenue-operations-strategy/), which I define simply as an input formula: ****X + Y = Z**, where Z is who we want to be, X is what we cannot control, and Y is what we can. In other words: what are we going to do to get where we want to go? From there, it flows into process – which is essentially reverse engineering an outcome. We ask ourselves: what must be true for our desired outcome to happen? This creates a cascade of questions that ultimately give us our process steps. Technology should either make process steps easier (think [AI](https://www.revenueoperationsalliance.com/tag/ai/)) or help us collect data we'll need for analytics. _This post is for paying subscribers only._ ### 5 ways to revolutionize revops URL: https://www.revenueoperationsalliance.com/5-ways-to-revolutionize-revops/ Last updated: 2025-08-04T14:40:31.000Z RevOps teams face unique challenges, from fragmented processes to siloed data, that hinder productivity and customer satisfaction. This eBook reveals the power of automated document generation as the ultimate solution to these problems. By automating routine tasks, aligning teams, and eliminating inefficiencies, you'll unlock the full potential of your revenue operations strategy. ## Discover how automation can: - Streamline workflows across marketing, sales, and customer service. - Enhance collaboration and communication within your organization. - Accelerate your sales-to-cash cycle for faster revenue realization. ## 5 key takeaways 1. Automating document generation reduces time spent on manual tasks like invoicing, proposal creation, and contract management. 2. Automated workflows ensure consistency, reduce errors, and maintain compliance with legal and regulatory requirements. 3. Aligning marketing, sales, and customer success through automation improves communication and speeds up processes 4. Automating approvals, document creation, and workflows significantly shortens the time between lead generation and closing deals 5. Streamlined processes and personalized documents improve customer satisfaction, leading to increased retention and loyalty ## Why download this eBook? - **Actionable insights**: Learn the five transformative ways automation can enhance your RevOps. - **Proven benefits**: See real-world examples of faster sales cycles, increased accuracy, and improved customer experiences. - **Time-saving tips**: Discover how to eliminate manual inefficiencies to give your team more time for strategic work. ### Using dashboards the right way,with Lindsey Procknow [Video] URL: https://www.revenueoperationsalliance.com/using-dashboards-the-right-way-with-lindsey-procknow-video-2/ Last updated: 2025-06-18T12:29:45.000Z --- ## More resources: [RevOps Unboxed Season 4 is coming soon!Our host Sandy Robinson announces the return of RevOps Unboxed for Season 4, and gives a glimpse of what’s to come!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-64.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Host-Sally-3-2.png)](https://www.revenueoperationsalliance.com/revops-unboxed-season-4-is-coming-soon/) ### Keeping your board happy as a Chief Revenue Officer URL: https://www.revenueoperationsalliance.com/keeping-your-board-happy-as-a-cro/ Last updated: 2024-12-10T13:00:28.000Z *This article has been adapted from JD Miller’s keynote presentation at the Chief Revenue Officer Summit in Chicago 2024\.* [*Become a member*](https://www.revenueoperationsalliance.com/signup/) *to watch the full presentation.* --- Let's talk about a harsh reality in revenue leadership – the average [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) (CRO) tenure is now **only 17 months**. That's right – less than a year and a half before you're out the door. As someone who's successfully navigated this challenging landscape, I'm going to share the strategies that have kept me not just employed, but valued by boards throughout my career. I’ll cover: - The CRO turnover problem - Building your annual plan - Weekly reporting - Negotiating expectations ## The problem of CRO turnover First, let's break down the economics of CRO turnover. Chief Revenue Officers typically make around $200,000 a year plus another $200,000 in bonuses. That’s $400,000, a typical six-month severance, and three months of interviewing to find your replacement. So replacing a CRO isn't just a leadership change – it's an expensive proposition. Your board won’t fire you on a whim, so what is pushing boards to fire CROs? Most boards aren't firing CROs because sales are bad. It’ll take time to build those sales numbers up, but without communication, you won’t get far. Boards fire CROs because of **misaligned expectations**. **91%** of companies miss their annual targets. But longevity isn't about being in that magical 9% who hits every number. It's about creating a transparent, collaborative framework that helps your board understand the complex realities of sales performance. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-46.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_retention.jpg)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## **Building a bulletproof annual plan** The foundation of board trust is a meticulously detailed annual plan. This isn't about creating a document that looks good—it's about building a living, breathing strategy that accounts for every potential variable. ### Realistic goal setting When we recruit CROs into jobs, we give them these big directives, like growing your revenue by 20% next year. But if that's where the conversation ends, I think we're setting ourselves up for failure, because growing revenue by 20% can be really easy or really hard, depending on your business. For example, two sample clients that I work with, both $100 million in ARR, have very different situations: - One has really high customer satisfaction, retaining 95% of their clients every year. And those accounts are growing. So the task of from 100 million to 120 million in ARR is actually pretty simple. They only have to find an additional $13 million of *really* new revenue. - On the flip side, another 100 million dollar company has terrible customer satisfaction. They churn about 20% of their clients every year, and they're selling in an industry that's contracting, not growing. They're looking for $35 million of new revenue to get that same 20% growth result. So when boards, CROs, and CEOs haven't had this explicit conversation the customer situation and market environment goals may seem realistic when they aren’t. So as a new CRO, we can set ourselves up for success by driving that discussion. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### The customer renewal strategy Once you have a target, start building a granular customer [renewal strategy](https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/) that goes beyond surface-level [metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). This means deeply understanding each customer's satisfaction level, potential for expansion, and risk of churn. This means: - Listing every customer up for renewal - Assessing customer satisfaction levels (red, yellow, green) - Developing a specific strategy for each account - Tracking potential price increases and churn risks Measuring customer satisfaction isn't as straightforward as many assume. It requires a multi-dimensional approach that combines product utilization metrics, net promoter score (NPS) surveys, help desk feedback, and direct customer engagement. By creating a comprehensive view of your customer landscape, you transform from a number-chaser to a strategic revenue architect. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-47.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_6_customer_journey_mapping-1.jpg)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ### Modeling your sales machine Vague growth targets are the enemy of board confidence. Instead, break down your growth strategy into granular, measurable components. When will new hires start producing? What's the expected impact of your training programs? How will new product launches contribute to revenue? Create a month-by-month model that accounts for: - Sales team ramp times - Historical performance - Potential team turnover - [Recruitment](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) and onboarding timelines By providing this level of detail, you demonstrate not just ambition, but a methodical approach to revenue generation. ### Align with marketing leaders Some CROs have marketing within their responsibility, and some people have marketing as a partner. A common conversation between a CRO and a [CMO](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) might go like this: > “You're not giving me enough leads.” > “I've given you so many leads, your sales team doesn't know what to do with them.” In these cases, it’s best to take a step back and focus on the assumptions being made. Look at your win rate and average sales cycle length, or average sales time to align with our marketing colleagues at the beginning of the year on how many of the leads we generate are we expected to win, and over what time horizon. This allows us to have a really specific conversation about where revenue might start to fall if something goes wrong. [Why sales and marketing alignment is crucial for revenue growthDiscover the power of an aligned revenue team and unlock strategies for aligning your sales and marketing functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-48.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--29-.png)](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) ## Utilizing weekly reporting Now that I work on the private equity side and the board side, I like getting information shared with me as part of a weekly flash report. At a minimum, most CROs forecast and report on what closed deals have been booked today and what's expected. This chart is my favorite thing to: 1. Deliver to my board, and 2. *Receive* as a board member. Let’s walk through it. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXc_U4brshxt2X11BJvIIIgOobz70iQ9bP1d8lfVbDgLREF4y3qLL7z5baKNAD7EXv_ztaIZmc2lXJ7PQvw8MfQ67KiIj7JfsbxOXJI9ka9Vgz3YUYCNOiM21n5e1Ay6xAzHZp08Dw?key=EShaAUdPmjaZ1kmG_645Ibp7) The red dotted line is what the business plan calls for us to sell this quarter - around $3.8 million. The dashed line on top shows how much quota is assigned to the sales team. We like to have 20% extra quota assigned so not every seller has to hit 100% of their number, accounting for potential team turnover. Across the bottom is the week of the quarter. If the assigned quota drops in week four or five because someone left the organization, we can still see we have more quota assigned than the business plan requires. The green lines show the weekly [forecast](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/): the top line is what the team has committed to achieve, and the bottom line tracks actual bookings. The best scenario is when these lines converge and rise above the red dotted line. > **Boards get nervous about big forecasts**. Especially when a leader says they're forecasting to do really well but haven't closed anything yet. That's why I overlay a gray and black line showing the booking shape from the previous quarter and the same quarter last year. It's a simple yet powerful tool that keeps boards informed with just one weekly data point that your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team can update. This graph, alongside a couple of bullet point actions every week, is all it takes to keep my board satisfied and off my back so I can continue working on strategy. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-49.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ## Negotiating realistic expectations within 60 days When you first join, use those initial months to do these three crucial things: 1. Align on realistic goals 2. Explain potential challenges 3. Create a transparent roadmap The plan your predecessor had with the CEO and board is likely to be very different to the organization’s current standing. This makes it so important to align on what the expectations were and how realistic they are now. Because, frankly, in the first year, I'm probably not going to hit the number the board has in their head, but I can at least tell them what expectation was missed and why we didn't get there. Your board don't want to hear about missed targets from their new CRO. But you have to clear it up in the first two months to increase your tenure and gain the board’s trust in the long term. > I've gotten really good at saying, “Listen, you hired me because I'm a professional. I'm going to give you the bad news, and I'm going to give you a path forward. So here's our plan… > “Here’s what I’m expecting us to hit month by month, and what we’re assuming each component of the plan is going to be. I hope we outperform it, but this is what your sales teams are capable of.” If your board thinks you’re a sandbagger, ask them directly: “Here’s the annual plan, what do you think I’m sandbagging on?” From there we can discuss their expectation and what needs to happen for us to meet that target. Lastly, don’t be afraid to slightly lower the expectations for the first few quarters to give yourself a fighting chance. For example, when looking at a quarterly spread of revenue, I know we’ll probably hit 23-24% in Q1 – but I’ll target us at 20% so I come out of Q1 a winner and the board starts to trust me. This gives a totally different narrative than missing Q1 and Q2 targets and then narrowly catching up in Q3 – as far as the board’s concerned, you're already a loser. ## Final thoughts The CRO role is challenging, but it's not impossible to master. By implementing these strategies, you'll transform from a potential short-term hire to a strategic leader your board and CEO can rely on. Remember, boards don't just want numbers. They want transparency, proactive problem-solving, and clear communication. --- Looking to network with fellow [Chief Revenue Officers](https://chiefrevenueofficersummit.com/) and revenue leaders? Discover our Chief Revenue Officer Summits in London, New York, Amsterdam, San Francisco, Chicago, and more. [Join us](https://chiefrevenueofficersummit.com/) ### How to drive growth with a RevOps framework URL: https://www.revenueoperationsalliance.com/what-is-a-revops-framework-a-complete-guide-to-driving-scalable-growth/ Last updated: 2025-08-04T15:15:18.000Z Your marketing team just landed a huge lead. Sales are ready to close the deal, and customer success is primed to onboard. But somehow, that perfect prospect still slips through the cracks. Sound familiar? This is the exact challenge that a revenue operations (RevOps) framework solves. So in this guide, we’ll explore the key elements, benefits, and strategies for implementing a [RevOps framework](https://www.revenueoperationsalliance.com/revenue-operations-framework/) and some of the real-world examples of framework successes to give you a headstart. ## **What is a RevOps framework?** A RevOps framework is the foundation that brings [marketing, sales, and customer success teams](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) together to work toward shared revenue goals. By aligning processes, technology, and data under a unified strategy, RevOps frameworks eliminate silos and optimize operations, making it easier to drive predictable revenue growth. In a world where customer expectations and competitive landscapes are constantly evolving, having a RevOps framework is no longer optional for organizations looking to scale efficiently. In fact, in a [recent Gartner study](https://www.gartner.com/en/sales/topics/revenue-operations), by 2026, **75%** of the highest-growth companies will have adopted a RevOps model, a significant increase from the current 30%. [Revenue Operations FrameworkRevOps is an enthralling yet complicated area; there are a whole bunch of different concepts you need to thrive. Enter our Revenue Operations Framework.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-52.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Meta_Images_Framework.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ## **Why every business needs a Revops framework** Let’s be honest—most businesses, even well-oiled ones, hit roadblocks when it comes to getting their teams to work in sync. Sales, marketing, and customer success often end up doing their own thing, using different tools, chasing their own goals, and speaking completely different languages. The result? Missed opportunities, wasted time, and a *whole lot* of frustration. This is where a RevOps framework steps in. Think of it as a way to [break down those silos](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/) and get everyone rowing in the same direction. Instead of teams tripping over each other or duplicating efforts, RevOps creates a system where everyone—from the sales rep closing deals to the customer success team handling retention—is aligned and working toward shared revenue goals. Here’s the problem with the traditional way of working: **❌ Miscommunication**: Sales doesn’t know what marketing is promising, and customer success is left out of the loop entirely. **❌ Data chaos**: Everyone’s using different tools, with no single source of truth, so decisions are based on incomplete (or conflicting) information. **❌ Clunky handoffs**: Leads stall because processes between teams don’t connect smoothly. A RevOps framework cuts through this mess. It aligns people, processes, and tools so that every department knows what’s happening, when, and why. It’s not just about being efficient—it’s about building a [team culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) that focuses on what matters: **driving growth**. When you put a RevOps framework in place, the changes aren’t just theoretical—you’ll see them in your numbers and day-to-day operations. [Research](https://www.gartner.com/en/sales/topics/revenue-operations) backs this up, companies with strong RevOps setups are **twice as likely** to exceed their revenue targets compared to those without. Here’s why: **✅ Smooth workflows**: When teams are on the same page, deals move faster, and customers get a better experience. **✅ Stronger decisions**: With clean, shared data, you’re making choices based on real insights—not guesswork. **✅ Better results, less stress**: Instead of patching leaks between departments, you’re scaling up revenue without wasting time or resources. Implementing a RevOps framework requires a mindset shift. It’s about making sure that every part of your business, from [lead generation](https://www.revenueoperationsalliance.com/accelerate-leads-to-cash-with-intelligent-automation-ebook-2/) to [customer retention](https://www.revenueoperationsalliance.com/impact-of-revenue-operations-on-customer-retention-and-reducing-churn/), works together seamlessly. Believe us, when that happens, the results speak for themselves. [RevOps challenges: Alignment, silos, and more with Sandy RobinsonOur host Sandy Robinson, VP of RevOps, recaps Season 3 of RevOps Unboxed and discusses the common themes among the episodes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-53.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-5-1.png)](https://www.revenueoperationsalliance.com/revops-challenges-alignment-silos-and-more-2/) ## **Core foundations of a RevOps framework** A solid RevOps framework boils down to getting four key areas right: **people**, **processes**, **technology**, and **data**. These are the building blocks that help your teams work better together, avoid hiccups, and keep the business growing. ![core foundations of a RevOps framework 4 key pillars of revenue operations](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/12/4-key-pillars-of-revenue-operations.png) ### **People** It all starts with your team. You need the right people in the right roles. RevOps leaders keep everyone on the same page, setting the game plan and ensuring departments work as a unit. Specialists step in to fine-tune things like [analytics](https://www.revenueoperationsalliance.com/how-revenue-analytics-drive-growth/), workflows, and tech. Think of your team as the crew making sure the ship sails smoothly, no matter the weather. ### **Processes** Having a clear, repeatable process is what keeps everything moving without a hitch. It’s about making sure leads don’t slip through the cracks, handoffs between teams are smooth, and customers feel like they’re in good hands. Whether it’s closing a sale or onboarding a new client, having a playbook ensures everyone knows what to do and when to do it. ### **Technology** [Technology](https://www.revenueoperationsalliance.com/the-revops-pentagon/) is your secret power. A great CRM keeps everyone on the same page, while automation tools handle the boring but important stuff like data entry or sending follow-up emails. Add in some solid analytics tools, and you can spot what’s working, what’s not, and where to focus your energy. ### **Data** Data is what ties it all together. When your data is accurate and accessible, it gives you a crystal-clear view of how your business is performing. Whether you’re tracking how much it costs to land a new customer or keeping tabs on retention rates, good data helps you make better calls and spot opportunities before they slip away. When you get these four cogs working together, the whole machine runs like clockwork. Teams stay in sync, roadblocks get cleared faster, and you create a solid foundation for growth. It’s all about making life easier for your team while delivering better results for the business. [Implementing RevOps as the first hireOscar, VP Global RevOps at Beeline, discusses his experience and learnings from being the first revenue operations hire.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-54.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Implementing-RevOps-as-the-first-hire.png)](https://www.revenueoperationsalliance.com/implementing-revops-as-the-first-hire/) ## **How to build a RevOps framework** Creating a RevOps framework that fits your business isn’t a one-size-fits-all deal. It’s about following a few clear steps to tailor it to your unique needs: ### **Step 1: Take stock of where you are** Start by looking under the hood. What’s working? What’s broken? Dig into your current workflows, tools, and team setup. Spot the trouble spots—like duplicated efforts, outdated systems, or teams that aren’t on the same page. ### **Step 2: Set shared goals** Get everyone pulling in the same direction by setting [clear, measurable goals](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). These should be things every team can rally around, like: - Growing annual recurring revenue (ARR). - Keeping more customers around longer. - Speeding up the sales cycle by a few days. OKRs (Objectives and Key Results) can make it super clear what each team needs to do to hit those targets. ### **Step 3: Fix the kinks in your workflows** Take a closer look at how work moves from one team to another. Are leads slipping through the cracks between marketing and sales? Is customer success missing chances to boost retention? Map it all out, spot the bottlenecks, and make the process smoother for everyone involved. ### **Step 4: Get the right tools** You don’t need every shiny new app out there, just the ones that work well together and get the job done. Look for tools that: - Automate repetitive tasks so your team can focus on the big stuff. - Give you real-time insights into how things are going. - Make it easier for teams to collaborate without jumping through hoops. ### **Step 5: Keep tweaking and improving** This isn’t a “set it and forget it” kind of thing. Check in regularly to see how your framework is performing. Use the data to fine-tune your processes, adjust strategies, and keep up with changes in the market. Your RevOps framework should evolve as your business grows. By following these steps, you’ll build a system that keeps your teams aligned, your processes running smoothly, and your revenue goals well within reach. ![key benefits of a revenue operations revops framework](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/12/key-benefits-of-a-revops-framework.png) ## **Real-world examples of RevOps framework success** To prove just how important these frameworks can be, let’s take a look at how two companies used theirs to tackle critical challenges and how they came out on top. ### **1\. GoSite: Turning chaos into cash** GoSite, a company that helps small businesses go digital, had a *big* problem: their teams weren’t talking to each other, and their data was all over the place. Enter Remotish, a RevOps consultancy. Together, they streamlined everything using HubSpot, creating a single system that brought sales, marketing, and customer service under one roof. What happened next was incredible. They found **20,000** hidden leads that had been gathering dust and set up automated campaigns to nurture them. [The result?](https://blog.hubspot.com/customers/a-case-study-in-hubspot-revops) Over **$3 million** in new revenue in just one year. By breaking down silos and simplifying their systems, GoSite turned scattered efforts into a well-oiled revenue machine. ### **2\. Siemens: Bringing sales and marketing together** Siemens, a global powerhouse in manufacturing, faced a familiar issue: their sales and marketing teams were out of sync. Leads were slipping through the cracks, and customers were getting mixed messages. To fix this, Siemens integrated their [CRM](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) with marketing automation tools and started holding regular team check-ins to keep everyone aligned. The [impact was huge](https://www.equinetmedia.com/blog/revops-implementation-success-stories). They cut customer acquisition costs by **15%**, made their sales pipeline crystal clear, and kept more customers coming back. By syncing up their teams and using data to drive smarter campaigns, Siemens turned disjointed efforts into a streamlined operation that delivered results. These stories show how RevOps can take a company from stuck to thriving. ## **Final thoughts** A RevOps framework is more than just a strategy—it’s a foundation for sustainable growth redefining how teams work together to achieve shared goals. Whether you’re tackling miscommunication between departments, dealing with clunky handoffs, or struggling to make sense of scattered data, RevOps provides the structure and tools to solve these challenges. It’s about creating an environment where marketing, sales, and customer success teams move in sync, driving revenue efficiently and effectively. The future of growth lies in seamless collaboration and smart use of technology. Businesses that embrace RevOps will find themselves better equipped to adapt to changing markets, exceed customer expectations, and unlock sustainable revenue growth. The question isn’t whether you need RevOps—it’s how soon you can get started! ### RevOps Unboxed Season 4 is coming soon! URL: https://www.revenueoperationsalliance.com/revops-unboxed-season-4-is-coming-soon/ Last updated: 2024-12-04T14:51:23.000Z --- --- --- ## More resources: [RevOps challenges: Alignment, silos, and more with Sandy RobinsonOur host Sandy Robinson, VP of RevOps, recaps Season 3 of RevOps Unboxed and discusses the common themes among the episodes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-51.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-5.png)](https://www.revenueoperationsalliance.com/revops-challenges-alignment-silos-and-more-2/) ### Revenue Operations Alliance Awards 2024: Your winners! URL: https://www.revenueoperationsalliance.com/2024-revops-award-winners/ Last updated: 2025-10-17T12:05:25.000Z The suspense is killing you, we know! But the wait is finally over. After combing through the nominations, we're thrilled to unveil 2024’s top-tier revenue operations pros. Each and every finalist was deserving, which made it incredibly tough to narrow down the shortlist to pick a winner. Before diving in, we’re taking a moment to celebrate all our nominees and finalists - revenue operations has exploded in recent years and so much of that is due to the hard-working people involved in driving the function forward. 👏 Let’s find out who our 2024 Revenue Operations Award winners are! 👇 - Chief Revenue Officer of the Year - Revenue Operations Leader of the Year - Revenue Operations Rising Star ## **Chief Revenue Officer of the Year – JD Miller** 🏆 Our winner in this category is **JD Miller**! [JD Miller](https://www.linkedin.com/in/jdmillerphd/) is Rothschild & Co.’s Chief Revenue Officer & Operating Advisor and has received loads of excellent nominations from his team. It’s amazing to see CROs being inspiring leaders, so let’s hear a few words from our winner: Huge congrats to JD! ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/JD-Miller.png) ## **Revenue Operations Leader of the Year – Everett Kimball** 🏆 Our winner in this category is **Everett Kimball**! [Everett Kimball](https://www.linkedin.com/in/evkimball/)is SailPoint’s VP of Revenue Operations and has received heaps of well-deserved recognition from colleagues and peers alike. It’s amazing to see RevOps leaders championing their team, so let’s hear a few words from our winner: Massive congratulations to Everett! ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Everett.png) ## **Revenue Operations Rising Star – Mireia Miralles** 🏆 Our winner in this category is **Mireia Miralles**! [Mireia Miralles](https://www.linkedin.com/in/mireiamrlls/)isOnfido’s Revenue Operations Director, Strategy & Analytics and despite her short tenure as a RevOps pro so far, she’s already making a huge impact. There’s nothing we like more than seeing newcomers to the revenue operations function thriving, so let’s hear from our winner: Well done Mireia! ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Mireia.png) ## **Want to stay up to date with our winners, and more?** First thing’s first, be sure to connect with all our winners and finalists on LinkedIn to congratulate them on their awesome work. And if you want to stay up-to-date on all the latest in the revenue operations space, network with these fantastic finalists, and meet even more of your peers, then the Revenue Operations Alliance [Slack community](https://www.revenueoperationsalliance.com/revenue-operations-community/) is for you! Join and start connecting with 3,000+ RevOps pros from across the world, today. ### Your sales AI strategy is backwards: Lessons from Salesforce URL: https://www.revenueoperationsalliance.com/your-sales-ai-strategy-is-backwards-lessons-from-salesforce/ Last updated: 2025-08-05T06:37:06.000Z What makes scaling a sales organization from zero to acquisition fundamentally different from driving growth at a $38 billion enterprise? After experiencing both journeys firsthand, I can tell you: less than you might think. As the current SVP of Product in Salesforce's Sales Cloud organization, and having previously founded and grown Spiff from zero ARR through its acquisition by Salesforce, I've had the unique opportunity to see [sales acceleration](https://www.revenueoperationsalliance.com/accelerate-leads-to-cash-with-intelligent-automation-ebook-2/) from both ends. The tools and scale may change, but the core principles of building and leading successful sales organizations remain surprisingly consistent – even as we navigate the new frontiers of [data and AI](https://www.revenueoperationsalliance.com/tag/ai/). Throughout my career, I've worn various hats – startup founder, acting [CRO](https://www.revenueoperationsalliance.com/tag/cro/), and now leading product strategy at one of the world's largest software companies. This journey has given me a unique perspective on what truly drives sales success, whether you're a scrappy startup or an established enterprise. So in this article, I'll share the key insights I've gained from both worlds, focusing on the strategies and principles that remain constant regardless of scale, while highlighting how modern tools and technologies can accelerate your growth. Whether you're building your sales organization from the ground up or looking to optimize an established team, these lessons will help you navigate the increasingly complex landscape of modern sales leadership. Let’s dive straight in. ## **Building a high-performance sales team** At Spiff, I was closely involved in hiring all 300 team members. While I tried to be a fairly democratic CEO, I was steadfast on three non-negotiable hiring requirements: **1\. Experience working with top-notch teams** **2\. Longevity in previous roles** **3\. Successful blind reference checks** These align closely with what we look for at Salesforce, where we emphasize track record and commitment. One thing I learned at both organizations: while you can train people on many aspects of their role, you can't instill drive and passion - these need to be inherent. I love how my former CLO at Spiff, Matt Gar, described what we looked for: "Ivy League street fighters." It's an unusual phrase, but it perfectly captures what makes a great sales professional – the intelligence to problem-solve creatively combined with the resilience to handle the daily grind of sales. Another crucial learning: some of our best hires at Spiff came from within our industry. They understood the space immediately, could articulate our differentiation clearly (often because they'd previously sold against us), and hit the ground running. While some companies succeed with a "not invented here" mentality, I've found that relevant industry experience can be invaluable. [Mastering RevOps hiring: Best strategies for building a teamJoe Aurilia Jr., SVP of Operations at Cyware provides an expert look at the top strategies for building high-performing revenue operations teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-42.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_7_recruitment.jpg)](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) _This post is for paying subscribers only._ ### How customer journey testing can improve your CX URL: https://www.revenueoperationsalliance.com/how-customer-journey-testing-can-improve-your-cx/ Last updated: 2025-08-05T07:02:03.000Z A [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professional has visibility over the entire customer journey – but how do you ensure this journey is working as intended? With customer journey testing you can assess and pinpoint blockers within your buyer cycle and improve your customers’ experience with your organization. This article covers: - What customer journey testing is - The benefits of testing - Methods of customer journey testing - How to test the customer journey - Best practices of customer journey testing - Challenges of customer journey testing ## What is customer journey testing? Customer journey testing is the process of evaluating your customer’s experiences throughout all their interactions with your company, from the initial interaction to final outcome. These tests go beyond simple usability testing, and dive deeper into the emotions, motivations, and pain points associated with the buyer journey. From this test, your organization will gain a greater understanding of your customer base, where they get stuck along their journey, and how you can optimize your [customer experience](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) (CX). [Improving CX by utilizing customer journey in your RevOps strategyUnderstanding the experience your customers are having along their customer journey can help you spot the problems hidden in your revenue organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-29.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--40-.png)](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) ## Benefits of customer journey testing That’s all well and good, but why should you *care* about customer journey testing? Here are some key benefits of regularly testing your buyer’s journey. ### Detailed understanding of the customer journey Customer journey testing allows you to track each interaction your customers take during your sales cycle (and beyond), allowing your teams to understand your customers’ behaviors and preferences. By collecting data about these user interactions, your team can use this information to take action. ### Tailor personalized experiences Through this understanding of your customers' behaviors, motivations, emotions, and preferences your organization can create more personalized experiences through the customer journey. Whether that’s creating a targeted marketing campaign, tailoring your sales team’s messaging, or personalizing the customer onboarding process, your team will be equipped to improve your CX at every step. [Using customer journey retargeting to increase sales conversionsDiscover the power of customer journey retargeting in speeding up your sales cycle and increasing conversions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-30.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Using-customer-journey-retargeting-to-increase-sales-conversions.png)](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/) ### Allows strategic decision-making Customer journey testing unveils the hidden blockers in your customers’ path to purchase. Highlighting these challenges, allows your teams to correct the problem, and improve your CX with data to back them up. ### Creates a competitive advantage CX is more and more important in today’s marketplace. [73%](https://www.pwc.com/us/en/services/consulting/library/consumer-intelligence-series/future-of-customer-experience.html) of consumers report customer experience as an important factor in their purchasing decisions – that’s right behind factors like price and product quality. By optimizing your customer journey with testing, you can stay one step ahead of your competition and satisfy your customers in the process. [Best competitive strategy for each business lifecycle stageDiscover strategic approaches for each stage of the business lifecycle. Stay competitive, innovate, and navigate towards sustained success![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-31.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/CIA-lifecycle.jpg)](https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/) ### Craft a consistent customer journey There’s no point in an optimized [customer journey](https://www.revenueoperationsalliance.com/alignment-cx-and-revtech-with-sandy-robinson/) if it’s inconsistent. Your customers expect a certain standard when interacting with your company, and if one interaction regularly differs from another, they’ll get disheartened or confused. Keeping your messaging, [pricing](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/), customer support, and other touchpoints consistent is the key to happy customers and increased conversions. Testing can help you find these inconsistencies so your team can iron them out. ### Reduces churn Customer journey testing goes beyond the point of purchase — your [customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) team can also track interactions your customers have within your digital product or service. If customers frequently get stuck in one area of their onboarding process (and subsequently churn), your team can investigate this, solve the problem, and reduce your customer churn rate. 📖 Gain the latest insights into the revenue operations industry with our [State of Revenue Operations Report](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report-2024/). ## Methods of customer journey testing There are a number of ways to test out your customer journey. These have different purposes, so it’s best to select the test that best fits your objectives (more on this later). For now, here are some types of tests you could run: - **Persona-based:** Focuses on testing a specific customer group’s needs and behaviors. This is effective when you need to learn more about a particular customer segment. - **Scenario-based:** Tests how buyers interact with a specific element of your customer journey. If you’re aware of an issue in an area, but not sure exactly what the issue is, this test can help you find the problem. - **Exploratory:** Testers freely go through your customer journey to discover defects or pain points, this can find use cases your product team didn’t think of and uncover unforeseen problems. - **Customer feedback analysis:** Uses reviews, surveys, and customer support data to understand key trends in customer experience and sentiment. - **A/B testing:** Run A/B tests to see which versions of a landing page, email, onboarding sequence, etc. your customers prefer. These can be ongoing, as customers’ needs change regularly. - **Functional testing:** Validate customer-facing features to ensure they’re working as intended. - **Non-functional testing:** Test the useability, performance, and responsiveness of your website and product. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-32.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ## 7 steps to test the customer journey Without any further ado, let’s break down the seven steps you’ll need to get started with customer journey testing in your organization. ### Define buyer persona The first step is to define your [buyer persona](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/). You don’t want to know what your customers’ family, friends, or colleagues think of your user experience, you want to know what your customers think. This means defining exactly who your customers are, and why they need your product, this allows you to narrow down your pool of testers and focus on a (mostly) uniform group of customers and their behaviors. It’s likely your organization already has defined buyer personas, so it’s okay to use those as long as it’s detailed enough. You may even prefer to test one persona’s journey at a time to ensure more accurate results. ### Map customer journey Once you know whose journey you’re testing, you can start to roughly [map your customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/), as you know it. Think about which touchpoints your customers are likely to come into contact with across their customer journey, and when within their journey this might happen. Some touchpoints to consider include: blog posts, social media posts, whitepapers, emails, demos, sales calls, customer services, and onboarding sequences. Involve key stakeholders across marketing, sales, customer success, and RevOps to gather a full picture of this process. Once you understand how your customer journey *should* operate, you can test how it’s performing. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-33.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_6_customer_journey_mapping.jpg)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ### Select objectives and KPIs Next, you should define the objectives and scope of your test. It’s near-impossible to test all aspects of your customer journey at once, so defining goals and parameters can help focus your efforts. Your objectives should be specific and measurable, ideally your test findings will inform changes and improvements to your customer journey. It’s also important to define your [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) for the project at this stage, as this’ll allow you to track your progress more effectively. Some metrics to consider tracking include: - Conversion rate - Customer satisfaction score - Net promoter score (NPS) - Average order value - Session duration - Bounce rate - Retention rate/churn rate - Click-through rate (CTR) ### Design your test Now you’re ready to start designing your test. This involves deciding on the method that best matches your goals and developing your test scenario. You may also need to recruit a pool of testers to take part in your research, these should be fairly diverse, while also fitting your buyer persona’s key characteristics. Asking your prospects, customers, and churned accounts to participate may also be useful to understand their experiences. Alternatively, you can run tests using simulations instead, but these will only show bugs, not insights into user behavior, motivation, or feelings. It’s also important to ensure you have the resources available to run your tests, for example, tracking tools or data analytics software. [Utilizing design thinking principles in revenue operationsUtilize the design thinking mindset to creatively solve RevOps problems. Design thinking emphasizes creativity, user-centricity, and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-34.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--13-.png)](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) ### Run the test While running the test, it’s essential your testers understand their task, so you may wish to have team members available to answer questions or clarify the task. The most important part, however, is collecting as much data as possible from your test. Ensure you gather qualitative and quantitative insights to provide your teams with a full understanding of your tester’s experience. ### Analyze results Once your test is complete, it’s time to take on the mammoth task of analyzing your data and breaking it down into actionable insights. This is a lengthy process, so here are some key steps: 1. [**Clean your data**](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/)– it’s crucial your data is tidied up and formatted before starting your analysis. 2. **Quantitative and qualitative analysis** –Separate your numeral data and analyze it against key KPIs, then analyze your qualitative data by identifying trends and performing a sentiment analysis. 3. **Segment data** – It may be easier to manage your data if you segment it into stages of the customer journey or specific personas (depending on how your test was run), so you can compare like with like. 4. [**Visualize trends**](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/)– A wall of data can be difficult to understand, try using charts and flow diagrams to make your findings more digestible. 5. **Refine your customer journey map** – Compare your findings to your initial customer journey map, and make any changes. It’s also worth nothing down some key differences between your expectations vs reality to share across your organization 6. **Find problems and clarify next steps** – Use [diagnostic analysis](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/) to identify the root cause of blockers and challenges, and point out any next steps based on these insights. 💡 ****Pro tip:** [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) can help you to quickly analyze your data and pull out key findings. Just ensure your data stays secure to avoid security risks. ### Feedback findings and make changes The final step is to feedback these findings to the relevant stakeholders. This may be sales, marketing, customer success, or even product teams. It’s important to discuss these insights and discuss the next steps for improvement. Keep track of the progress of these changes to keep your teams accountable for their improvements. And don’t forget to continuously test your customer journey to keep up to date with customer needs. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Best practices of customer journey testing To help you along the way, let’s discuss some best practices to keep in mind when testing your customer journey. ### Clarify objectives, personas, and scope We’ve mentioned this already but we’ll say it again: **get specific about your goals, personas, and scope.** The more specific these are, the more you can narrow in your focus and get accurate test data in the area you need. If you make your study too large, you may miss key pain points, or worse have too few data points in each area to make any conclusions. If there are a few areas you’d like to test, you can always run another round of testing for that area. ### Use mixed methods It’s so important to collect both quantitative and qualitative data wherever possible. Collecting both allows you to objectively look at the data points of where your customers go within your customer journey and dive deeper into their feelings through their written or verbal feedback. > **In short:** quantitative data gives you the data to find the problem, but qualitative provides insight into how to solve it. Both are required for an effective customer journey test. [Utilizing the 4 pillars of business analytics in RevOpsDiscover how the four pillars of business analytics can transform your revenue org into a data-driven machine.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-35.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Utilizing-the-4-pillars-of-business-analytics-in-RevOps--1--1.png)](https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/) ### Cross-functional alignment Optimizing your entire customer journey, from first contact to product usage, is a huge feat. And definitely shouldn’t be ventured alone. Instead involving the entire [GTM team](https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/) (marketing, sales, customer success, and product teams) is recommended. With revenue operations (or your CRO) leading the drive, it’s key to regularly communicate with other teams to ensure they’re taking action. In some organizations, it may make sense to create a cross-functional ‘tiger team’ to oversee the testing. This’ll increase collaboration and provide a natural spokesperson for each department involved. ### Iterative testing Your customers are constantly changing, so customer journey testing isn’t a one-and-done. What worked last quarter, might not work anymore, so it’s essential to continue testing and iterate on your processes. You may find your solutions didn’t solve your customers’ problems, so you can reassess and try again. Continuous testing is the backbone of continuous improvement and creating an exceptional CX. [How to lead a cross-functional go-to-market strategyDiscover the secrets to leading a successful GTM team and creating a cross-functional strategy for success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-36.png)Revenue Operations AllianceErik Mansur![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_4_gtm_management.jpg)](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) ## Challenges of customer journey testing This process isn’t without its challenges. Here are a few common blockers so you can be prepared to resolve them as they arise. ### Biases and errors Like any test or data analysis, it can be subject to biases and human error. Here are some examples and how to avoid these mistakes: - **Biased testers.** Using employees, friends, and family, to test your journey only leads to biased results. So, it’s important to use a variety of testers who fit your ICP. - **Biased hypotheses/analysis.** When testing, it’s important not to cling to your ideas too closely. It’s okay to have a theory, but it’s also okay for your theory to be wrong. - **Biased testing.** Ensure your testing methods are unbiased and realistic, otherwise, you’ll waste your time getting the feedback you want to hear instead of the feedback you need to hear. - **Human error.** People make mistakes, so when it comes to data entry and analysis make use of data tools and AI to reduce these mistakes. ### Difficulty simulating journey It can be difficult to accurately simulate real-world conditions for your tests. The Hawthorne effect means the mere fact that your testers have been asked to test, (and are being watched) may change their behavior. There’s no getting away from this, but you can mitigate it by having your testers run their journey in their own environments, on their own devices, rather than in a lab or your office. This can allow them to relax and act more like they usually would. ### Managing improvements A customer journey test is likely to highlight many ways to improve your overall CX, but your team only has so much time. Managing these actions and [prioritizing](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/) them can become a challenge, especially if your teams are already working through a backlog. Keeping a project board of actions with priorities and rough timescales can help get through the changes in a timely manner. But it’s also important to be flexible with these timescales as your teams have other priorities and responsibilities to manage. ### Ensuring consistent experience Creating a consistent experience is a key component of an excellent CX, but achieving that is no simple feat. Consider and test each channel both in isolation and in relation to other channels. This allows you to account for channel-specific requirements as well as the transition and consistency along your customer journey. --- 💬 Join our community of 3000+ revenue operations professionals on [Slack](https://www.revenueoperationsalliance.com/revenue-operations-community/). ### How is the revenue operations role changing? URL: https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/ Last updated: 2025-08-04T15:19:07.000Z In our latest [State of Revenue Operations](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report-2024/) report we explored the role of revenue operations in 2024\. From RevOps backgrounds to their responsibilities, and time-wasting tasks to measuring success, we've compiled those findings to take a look at key trends in this article. Skip ahead to: - [Before RevOps](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/#before-revops) - [Responsibilities](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/#responsibilities) - [Time wasters](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/#time-wasters) - [Measures of success](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/#measures-of-success) - [Top skills](https://www.revenueoperationsalliance.com/the-revenue-operations-role-in-2024/#top-revops-skills) ## **Before RevOps** Let’s start by discussing how long RevOps pros have worked in the field. A quarter **(25.58%)** have been in RevOps for one to two years, **28.68%** for three to five years, and **26.36%** for five to nine years. Less than a fifth **(19.38%)** have worked in RevOps for over 10 years. Before their time in RevOps, the majority **(31.01%)** of our community spent five to nine years in another role. And **29.46%** spend over 10 years in a previous role, leaving **39.53%** with less than five years experience before taking their RevOps role. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.08.20-AM.png) So what roles lend themselves to switching to revenue operations? Well, a whopping **45.74%** of respondents worked in [Sales Operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) prior to their roles in RevOps, this makes sense as many organizations have transitioned sales ops to RevOps in recent years. This is followed by Sales roles at **13.96%**, and general ‘Operations’ roles **(12.4%)**. Our community also report working in these areas before starting their RevOps career: - Chief of Staff - Customer success - Executive Assistant - Finance - Governance - Instructional Design - Marketing - [Marketing operations](https://www.revenueoperationsalliance.com/what-is-marketing-operations/) - Product - Project management - Sales/Revenue Enablement - Strategy - Technology - Web Developer Making it clear – while sales ops is the most common route into RevOps there are plenty of [career paths](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) outside of this norm. ## **Responsibilities** Next, we explored which responsibilities were most common in the RevOps role, as this often varies from organization to organization. The most common revenue operations responsibility is [metrics and KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) with a huge **92.25%** of our respondents saying that’s a main part of their role. This is followed by pipeline strategy **(78.29%)** and tech stack management **(76.74%)**. In contrast, recruiting and hiring was the least common responsibility with under a quarter **(23.26%)** of pros saying this is part of their role. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.09.16-AM.png) However, a pattern emerges when you break this data down by job seniority. Unsurprisingly no junior professionals report recruiting and [hiring](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) as part of their role. This makes sense as these early-career professionals are unlikely to be in managerial positions. **100%** of senior RevOps pros say that metrics and KPIs are part of their role. But more interestingly, the increasing importance of go-to-market is apparent the more senior you are. Four out of five senior respondents **(80.77%)** reported [GTM](https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/)time-wasting as part of their role versus only **55%** of junior professionals. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.09.50-AM.png) ## **Time wasters** We also wondered which activities were taking up our respondents’ time without any real impact. The biggest offender was manual data cleansing with **46.51%** highlighting it as a time suck. This was followed by meetings **(25.58%)**, getting approval/navigating red tape **(13.95%)**, and spreadsheet work **(10.08%)**. Some other time-wasting activities highlighted by our community include: working on non-RevOps tasks, tactical manual tasks (rather than strategic work), managing tools, and agreeing on the remit of RevOps vs [sales enablement](https://www.revenueoperationsalliance.com/the-5th-pillar-of-revops-enablement-with-jenn-glabicky/). ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.10.27-AM.png) Revenue operations pros also spend a significant amount of time interacting with internal stakeholders everyday. The majority of our respondents **(34.88%)** report spending between 30 and 50 percent of their time on this kind of communication. That’s a lot of time spent in conversation, rather than implementing! A further **22.48%** spend 50-70% on internal communication, and **18.61%** spend over 70% of their time on this! That leaves a lucky **24.03%** spending less than 30% of their time on cross-functional comms. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.11.02-AM.png) ## **Measures of success** As for metrics, ARR/MRR **(79.84%)**, close rate **(68.99%)**, and revenue retention **(65.89%)** maintain their top spots from last year. However, notably, revenue retention has seen the biggest growth in teams tracking it over the last year, up **20.79%** from 2023\. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.11.43-AM.png) This shift may indicate an increased focus on customer retention in organizations overall, as it becomes cheaper to retain customers than acquire new ones. It’s great to see almost all of these metrics increase in use for revenue operations teams. Last year it was clear many teams were unsure how best to track their impact, and while some are still struggling, our statistics show clear growth in this area. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.12.06-AM.png) ## **Top RevOps skills** For the second year, problem-solving is ranked as the most important [skill](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) by our community **(89.15%)**. This is followed by strategic planning **(72.09%)** – which has moved up three places from fifth last year – and collaboration with coworkers **(70.54%)**. The least important skills for RevOps pros this year are empathy **(39.53%)** and selling **(17.05%)**. While we’re not sure on why empathy isn’t a valued skill, we’re glad to see that a background in sales isn’t needed to succeed in the revenue operations career path. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.12.47-AM.png) Unsurprisingly, problem-solving and data analysis are still top-ranked skills for RevOps managers (**41.08%** and **19.38%** respectively), but following the trend of an increased emphasis on strategy, strategic planning takes joint third place with communication (both **13.18%**). For strategic planning, this is an increase of **5.88%** since last year. This suggests not only a rising emphasis on strategic RevOps, but that strategy isn’t just for senior leaders. Revenue Operations Managers are also being asked to step up their strategic thinking. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/Screenshot-2024-11-18-at-9.13.46-AM.png) ## **Need more data into the state of RevOps?** ![]( https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/State_of_24/ROA_State_of_Revenue_Operations_Report_2024_Mockup%20(1).png) Explore the RevOps Landscape. Compare your situation to other revenue operations professionals around the world with our **State of Revenue Operations Report 2024.** All the data you need and more. 👉 ### The CRO’s guide to raising capital and attracting investors URL: https://www.revenueoperationsalliance.com/cros-guide-to-raising-capital-attracting-investors/ Last updated: 2025-01-02T16:51:37.000Z This article comes from **Lawrence Lanzilli**’s insightful talk at our **New York 2024 Chief Revenue Officer Summit**. Check out his [**full presentation**](https://www.revenueoperationsalliance.com/chief-revenue-officer-summit/?wchannelid=n4nyqbw35x&wmediaid=4uzb9hc6xu) and our wealth of [**OnDemand resources**](https://www.revenueoperationsalliance.com/ondemand/). --- Have you ever wondered why some companies seem to [attract investors](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) effortlessly while others struggle to secure capital? As a Chief Revenue Officer (CRO) and someone with a background in investment banking, I’ve come to see exactly what separates the two. Today, investors are looking to [CROs](https://www.revenueoperationsalliance.com/tag/cro/) not just to drive revenue but to create scalable, compelling growth strategies that can turn a good business into a great investment. In my journey from building and selling companies to working with investment banks, I’ve learned that the CRO has a unique role in bridging the operational and financial sides of a business. We’re not just here to manage sales, we’re here to make sure the company’s growth story is something **investors want to buy into**. So, let’s dive into how we, as CROs, can use our position to drive capital success and ensure our companies thrive in the current competitive investment landscape. ## **The evolving role of the CRO** As CROs, we’re often expected to be entrepreneurial, own equity, and drive growth like we’re building the company ourselves. Many people think that responsibility lies mostly with the CEO, but in my experience, it’s the CRO’s perspective on revenue generation that’s critical for[ attracting capital](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/). When an investor looks at a company, they’re increasingly looking to the CRO for reassurance that their capital will be used effectively to grow the business. They want a capital strategy that doesn’t just sound good on paper but is closely aligned with our go-to-market (GTM) plans. It’s about showing that we’re capable of [scaling revenue](https://www.revenueoperationsalliance.com/building-and-scaling-revenue-operations-at-linkedin/) and that the operational structure is in place to make it happen. Now, more than ever, investors are looking for CROs who see beyond the immediate sales numbers. They want CROs who think about long-term growth, market fit, and even the potential for exits. So, if you’re a CRO, you need to be ready to play that role—showing investors you’re just as invested in the company’s future as they are. [Cracking the C-Suite code: Securing buy-in for RevOps successLearn the key strategies for securing C-suite buy-in for RevOps success with Senior Director of Revenue Operations and Enablement, Imani Chopin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-24.png)Revenue Operations AllianceImani Chopin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Securing-C-suite-buy-in-for-RevOps-success-1.png)](https://www.revenueoperationsalliance.com/securing-c-suite-buy-in-for-revops-success/) ## **Why investment banks care about the CRO’s plan** One of the key insights I’ve gained from my time in investment banking is how crucial it is for CROs to present a solid, scalable business model. Here’s something that might surprise you: when a company hires an investment bank, the bank’s primary loyalty isn’t actually to the company—it’s to the investors. Their job is to protect investors, not necessarily to raise funds for you, and they do this by *rigorously* vetting every company they represent. From an investment bank’s perspective, if they’re going to bring a company to their investor networks, they need to feel confident that this company is a sound investment. This is where the CRO becomes a major player. After they speak with the CEO, investors are looking to talk to the CRO about capital strategy. If the CRO’s plan doesn’t line up with the [GTM strategy](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/), that’s a red flag, and they’re out. No amount of marketing will change that. This vetting process highlights something critical: the strength of the CRO’s plan. If we can’t speak confidently about how we’ll use that capital, how we’ll scale, and how we’ll bring value to investors, we’re essentially undermining our chances at securing the capital our business needs. [A CRO’s perspective: What today’s RevOps teams need to knowDiscover what a CRO wants from RevOps in 2024\. Get insider tips on metrics, relationships, and data-driven strategies to drive revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-25.png)Revenue Operations AllianceJavier Molina![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/What-today-s-RevOps-teams-need-to-know--CRO-1.png)](https://www.revenueoperationsalliance.com/cros-perspective-what-todays-revops-teams-need-to-know/) ## **Building a relationship with investors** When it comes to [maintaining strong investor relationships](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/), I believe the CRO must play an active role. Investors are there for the long haul, and they need to feel that we’re committed to maximizing the company’s potential. This is not a ‘nice-to-have’, it’s *essential*. I’ve found that it’s not enough for the CEO to be the sole point of contact. Investors want the whole picture, and they know the CRO can give them that because we’re the ones directly responsible for generating revenue and ensuring scalability. That relationship with investors doesn’t just boost confidence—it gives them a sense of continuity and stability, knowing the person leading revenue is directly connected to the business’s growth plan. [Chief Revenue Officer: Revenue growth from the C-suiteA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-26.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ## **How to attract investors** Let’s dive into this a little further as I break down some of the key aspects of actually attracting these investors: ### **Crafting a scalable GTM plan** Creating a GTM plan that’s both effective and scalable is something every CRO needs to nail. Investors are looking for a revenue-generating engine they can invest in. Here are some specific things they look for in a [GTM plan](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/): 1. **Operational scalability**: Investors need to see that there’s an operational process in place that’s tested, functional, and ready to scale. They don’t want to hear that the plan sounds good in theory, they want to know it’s already working. 2. **Tech stack**: A streamlined, efficient tech stack that enables our revenue machine to operate smoothly and cost-effectively is essential. With advancements in AI and automation, many CROs have been able to consolidate tools and focus on ones that provide multifunctional value, further increasing scalability. 3. **Proven results:** Investors want assurance that we’ve tested the revenue model and seen it scale, even at a smaller level. The more evidence we have that we can multiply revenue with increased investment, the more confident investors feel. CROs need to be ready to present this plan with confidence, demonstrating how each dollar will contribute to revenue growth and ultimately to a positive return on investment. In my experience, when the CRO can present a clear, compelling, and data-backed GTM strategy, investors take notice. ### **Presenting to investors** When presenting to investors, I make sure to emphasize that our revenue machine is up and running, bringing in leads, and generating sales. Today, no one is funding a company on a “great idea” alone. They want to see traction. They want to see revenue. They want to see that what they’re putting money into is ready to scale. A question I often get is how to balance [the CRO and CFO roles](https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/) when it comes to investor presentations. Here’s my take: > The CFO provides the data, and the CRO provides the story. The CFO is responsible for putting together the financial picture—ensuring the numbers are accurate and make sense. But it’s the CRO who brings that story to life for investors. In many cases, the CRO is the company’s best presenter, especially when it comes to selling the vision of scalable growth. That’s our job, and it’s why we’re invaluable in investor presentations. If the CEO’s role is to set the strategic vision, the CRO’s role is to show exactly how we’ll execute that vision in a way that drives revenue and creates returns for investors. No matter the [funding stage](https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/)—Series A, B, C, or even IPO—investors want to see a CRO who can speak to both the strategy and the operational details of revenue generation. Whether it’s a $2 million seed round or a $100 million growth round, they want to know that the company’s leadership is equipped to manage the increased responsibilities and expectations that come with capital influx. At each stage, it’s important to evaluate whether we have the right team in place and if we’re presenting that team effectively to investors. The bigger the company, the more critical it becomes to have a [well-rounded, credible team](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) that investors can trust to deliver on promises. Gone are the days when “growth at all costs” was the mantra. Investors now prioritize sustainable, profitable business models, and this shift means CROs need to be ready to show a clear path to profitability from the start. Even for early-stage companies, it’s not enough to just talk about future growth—we need to prove there’s a **viable revenue stream** in place. [Using Generative AI in your revenue operations strategyHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-27.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## **The rise of generative AI and its impact on valuation** As a tech enthusiast (and former computer science major), I can’t ignore the impact of generative [AI](https://www.revenueoperationsalliance.com/tag/ai/) on our industry and how it’s reshaping what investors look for. AI’s rapid advancement has allowed companies to consolidate their tech stacks, which makes operations leaner and more scalable. For example, I used to have to rely on 15–20 different tools for various sales and marketing functions, but now I’m down to seven or eight, thanks to AI. This consolidation allows CROs to optimize resources and improve efficiency, which is a major plus for investors. They see that their capital will go further because we can accomplish more with less. Additionally, from a valuation perspective, AI’s versatility means companies can quickly expand into new verticals or apply their [technology](https://www.revenueoperationsalliance.com/the-revops-pentagon/) in different ways, which can increase potential returns. Investors recognize this as a compounding factor that can drive growth and help you scale faster, making AI-powered companies highly attractive. ## **Conclusion** With investment today, the CRO’s role has expanded well beyond traditional revenue management. As CROs, we’re now expected to understand capital markets, build scalable GTM plans, and manage investor relationships—all while driving company growth. So, if you’re a CRO, embrace this role. Show investors that you’re not just a revenue generator but a key part of the company’s strategic future. In doing so, you’ll attract the capital you need, build lasting investor relationships, and ultimately drive the kind of sustainable growth that benefits everyone involved. ### State of Revenue Operations Report 2024 URL: https://www.revenueoperationsalliance.com/state-of-revenue-operations-report-2024/ Last updated: 2025-10-15T11:27:41.000Z ![]( https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/State_of_24/ROA_State_of_Revenue_Operations_Report_2024_Mockup%20(1).png) Explore the RevOps Landscape. Compare your situation to other revenue operations professionals around the world with our **State of Revenue Operations Report 2024.** Dive into key statistics that highlight the impact RevOps is having on organizations across industries, and uncover blockers that are affecting your fellow revenue operations professionals. Plus, we compare how RevOps has progressed in the last 12 months, and what the next steps are for this function. **All the data you need and more. 👉** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/State_of_24/ROA_State_of_Revenue_Operations_Report_2024_Website_Assets_.png) Discover key industry trends. 👀 Identify if your roles and responsibilities line up with your job title. 👥 Understand the average RevOps team size - and advocate for more headcount. 📈 Learn what metrics and KPIs other RevOps teams are benchmarked against. 💻 Discover the benefits of continuous learning in RevOps. **Make 2025 decisions with confidence. 👇** [ Download your copy! ](https://share-eu1.hsforms.com/1e2NH2jF1RymEqzqf9tKOPQ2b1vun) ## Get up to speed with the State of Revenue Operations in 2024.💪 ![]( https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/State_of_24/ROA_State_of_Revenue_Operations_Report_2024_Website_Assets_2.png) [ Show me the data! ](https://share-eu1.hsforms.com/1e2NH2jF1RymEqzqf9tKOPQ2b1vun) Key findings... - Only **8.52%** of revenue operations professionals work exclusively in-person, in the office. - Over half **(56.59%)** of RevOps pros agree ARR/MRR is the most useful metric in engaging executive leaders. - **42.63%** of revenue operations teams don’t have a budget. - Over half **(59.69%)** of revenue operators are still wary of AI – they can see the benefits but aren’t 100% sure. - A quarter **(25.58%)** of respondents work as solo practitioners. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/Newsletter_Upsell_Footer_ROA.png)](https://www.revenueoperationsalliance.com/partner-with-us/) --- ## Last year's report was described as… > *“Brilliant and insightful.”* > *“An incredible resource!”* > *“An excellent report to see what’s happening across the RevOps discipline.”* [ Don't miss out - get your report! ](https://share-eu1.hsforms.com/1e2NH2jF1RymEqzqf9tKOPQ2b1vun) ### Revenue Operations Awards 2024: Your finalists URL: https://www.revenueoperationsalliance.com/2024-revops-awards-shortlist/ Last updated: 2025-10-17T12:05:29.000Z It’s award season! Our team at Revenue Operations Alliance has been hard at work planning the very-first edition of our Revenue Operations Awards and we’re delighted to announce our shortlisted nominees. While there can only be one winner in each category, every nominee listed here is worthy of recognition for their dedication, hard work, and ability to stand out in a dedicated and talented RevOps field. The winners will be announced on **December 3, 2024** – so keep your eyes peeled for the announcement! In the meantime, let’s find out who’s in with a chance of winning… 👇 ## **Chief Revenue Officer of the Year** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/ROA_Awards_2024_Metas_--1-.gif) First up, is our Chief Revenue Officer of the Year award – this category seeks to recognize a visionary trailblazer who has charted a path to success. We wanted to celebrate the exceptional leadership that drives excellence in revenue generation, operations, and enablement. **Our shortlist in this category is:** - [**Dunja LaRose**](https://www.linkedin.com/in/dunjalarosa/)**,** Chief Revenue Officer at Sonos - [**Eileen O’Mara**](https://www.linkedin.com/in/eileenomara/)**,** Chief Revenue Officer at Stripe - [**James Roth**](https://www.linkedin.com/in/james-roth-3a913b51/)**,** Chief Revenue Officer at Zoominfo - [**JD Miller**](https://www.linkedin.com/in/jdmillerphd/)**,** Chief Revenue Officer & Operating Advisor at Rothschild & Co. - [**Joshua Trott**](https://www.linkedin.com/in/joshuatrott/)**,** Chief Revenue Officer at Workrise - [**Kaylin Voss**](https://www.linkedin.com/in/kayvo/)**,** Chief Revenue Officer at Slack - [**Melanie Mills**](https://www.linkedin.com/in/melanie-vivi-mills/)**,** Chief Revenue Officer at Caxton - [**Mike Romoff**](https://www.linkedin.com/in/mikeromoff/)**,** Chief Revenue Officer at Reddit - [**Nicholas Ghitti**](https://www.linkedin.com/in/nicholasghitti/)**,** Chief Revenue Officer at Native Teams - [**Rich Anstett**](https://www.linkedin.com/in/richanstett/)**,** Chief Revenue Officer at Culture Amp Ten outstanding choices, so be sure to put your hands together and recognize their excellence! 👏 ## **Revenue Operations Leader of the Year** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/ROA_Awards_2024_Metas_--7-.png) Our Revenue Operations Leader of the Year award recognizes the best-in-class revenue operations leaders in the field. These leaders get stuck into the trenches, empower their team, and influences the future of RevOps best practices. **Our shortlist in this category is:** - [**Everett Kimball**](https://www.linkedin.com/in/evkimball/)**,** VP of Revenue Operations at SailPoint - [**Emme Thacher**](https://www.linkedin.com/in/emme-thacher/)**,** VP of Revenue Operations at HealthJoy - [**Richard De Veer**](https://www.linkedin.com/in/richarddeveer/)**,** Director of Revenue Operations, Corporate Solutions at Just Eat Takeaway - [**Sam Sutton**](https://www.linkedin.com/in/samsuttonuk/)**,** Head of Sales Operations, UK & Emerging Markets at Xero - [**Sandy Robinson**](https://www.linkedin.com/in/sandyrobinson/)**,** VP of Revenue Operations Five very worthy finalists – their leadership talents are unmatched! 🥳 ## **Revenue Operations Rising Star** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/11/ROA_Awards_2024_Metas_--8-.png) This award is for the breakthrough revenue operations star, someone new to the RevOps scene who’s making waves. Whether they’re rising the ranks at lightning speed or getting real results early in their career, we want to recognize the future RevOps leaders. **Our shortlist in this category is:** - [**Angela Brown**](https://www.linkedin.com/in/angelacbeal/)**,** Senior Manager, GTM Strategy & Programs at Klaviyo - [**Graham Egan**](https://www.linkedin.com/in/grahamlegan/)**,** Senior Sales Operations Analyst at SailPoint - [**Mireia Miralles**](https://www.linkedin.com/in/mireiamrlls/)**,** Revenue Operations Director, Strategy & Analyticsat Onfido - [**Rachel Sullivan**](https://www.linkedin.com/in/rachel-r-sullivan/)**,** Head of Revenue Operations at RevOnyx Four finalists who’ve done some amazing work already in their RevOps careers, and five worthy candidates to win! 🔥 ## **Al Revenue Innovation of the Year** Unfortunately, our team decided to give this category a miss this year due to a lack of nominations. We hope to reevaluate this category and bring it back for next year’s awards. Apologies for this exclusion. ## **Winners will be announced soon!** Before going any further, take a moment to acknowledge our nominees - it was extremely difficult to narrow the shortlist down to a few finalists. The revenue operations community continues to grow and attract kind, passionate, and talented individuals from all over. The winners of each category will be announced on **December 3**. Be sure to mark the date on your calendar and join us for the celebration! ### RevOps challenges: Alignment, silos, and more with Sandy Robinson URL: https://www.revenueoperationsalliance.com/revops-challenges-alignment-silos-and-more-2/ Last updated: 2024-11-06T18:01:35.000Z On this final episode in RevOps Unboxed's Season 3, Sandy Robinson recaps the season and the common themes and challenges that popped up throughout her conversations with guests. She discusses the importance of alignment, RevOps reporting structures, collaborating closely with enablement, the customer buying journey and more. **Listen now!** 👇 ## About our host, Sandy Robinson Sandy is a vastly experienced VP of Revenue Operations and RevOps enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ### The RevOps pentagon: Aligning with product and technology URL: https://www.revenueoperationsalliance.com/the-revops-pentagon/ Last updated: 2025-08-04T15:21:44.000Z Historically, [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) has been primarily focused on a three-legged stool model or triangle of operational efficiency across three core groups: 1) sales, 2) marketing, and 3) customer success (post-sales account management). The primary mission is to always generate new business while protecting the existing book of business and increasing the probability of renewal or annuity business. Repeat business is generally a clear indication that the customer is satisfied and has endorsed your business, product, or service with a [contract renewal](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/). ## The rule of three Three is a good number but are we missing something? Should revenue operations teams be thinking more strategically about how the rest of the company impacts their ability to sell and resell your products and services? > I’m a big fan of keeping things simple and three has always been a “magic number” for me. I’ve written and lectured about the “the rule of three.” The rule of three is a theory used across many different fields and disciplines. There’s even a survival principle called the “rule of threes” which is used to help people prioritize things in order to survive a difficult emergency situation. You might’ve heard of these concepts or perhaps seen them discussed on a wilderness survival reality show. You can survive three weeks without food, three days without water, three hours in adverse weather conditions such as extreme heat or cold, and three minutes without air underwater or in ice water before the hypoxemia or hypothermia sets in. Even though it might feel like your job is a survival exercise, most revenue operations teams are not fighting the elements for their own wilderness survival. I believe you need to focus on three important things across any operations organization. I generally start with: 1. **People** are the team members who execute the strategic plan. 2. **Process** is the opportunity to solve complex problems and create solutions to achieve that plan. 3. **Technology** is there for you to push the technical limits to find areas and opportunities to innovate and improve. [Revenue Operations FrameworkRevOps is an enthralling yet complicated area; there are a whole bunch of different concepts you need to thrive. Enter our Revenue Operations Framework.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/08/ROA_Meta_Images_Framework.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ## Revenue operations is more than three things… When it comes to revenue operations, a focus on three things works well but there’s more than just sales, marketing, and customer success to worry about. Often, the role includes additional focus on product and technology, (which may include design, engineering, production, and/or manufacturing). Revenue teams need to work cross-functionally and should have a seat at the product and technology table. Revenue teams are the voice of the company and the voice of the customer at the same time. Sales teams are on the frontlines pitching your company's products and services to existing and potential customers. They are also on the frontline when it comes to customer feedback whether positive or negative. Many revenue operations teams have “sales engineering” roles, who are there to get deep in the weeds on the capabilities and solutions of the sales process. However, how integrated are sales teams and sales engineers when it comes to the voice of the customer feedback loop? [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/Meta-image--58-.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) ## What is your customer feedback loop? How does customer feedback make it back to the product and technology teams or quality control teams in a production or manufacturing operation? Do you have a place where sales can share that feedback cross-functionally? Do you allow other members of your organization to communicate or interact with your customers? Do you track and escalate customer feedback so that it can be addressed and fixed? I genuinely believe that revenue operations teams who think and act more globally than the core three areas of sales, marketing, and customer success will also be in a better position to provide a valuable feedback loop to the rest of the organization. Many companies do this today as something ad-hoc or as it happens, but successful companies take this feedback very seriously and see it as essential to their ability to innovate and improve their products and services. One philosophy that some customer success teams have employed is to invite their engineering or product team members to sit in on customer meetings. Whether that is in the form of a [quarterly business review](https://www.revenueoperationsalliance.com/preparing-an-effective-qbr-5-essential-tips-for-success/) (QBR) or in some cases fielding inbound customer service calls, chats, or emails. The value is that it’s not seen as the revenue teams complaining internally on behalf of the customer, but rather the customer sharing feedback directly with the product and technology teams who have the ability and responsibility to fix problems. [Customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) teams can file tickets and bugs, but many revenue operations teams see engineering as the bottleneck where tickets get added to a perpetual backlog with no method of prioritizing fixes. [5 steps for effective RevOps process improvementThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_3_process_improvement.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) ## **How can revenue operations work better cross-functionally?** There are several methods for addressing this with a tiered escalation process that has on-call rotations where engineering and product teams are available to deal with severe issues quickly. > Another concept is embedding product and technology teams within the revenue organization so they have a seat at the customer feedback table. In my last company, the customer support team maintained a JIRA backlog to track the number of inbound complaints for a particular issue to help product and engineering prioritize the fixes. We would meet regularly and both teams participated in agile standups to pitch ideas or highlight concerns from customers. An [agile methodology](https://www.revenuemarketingalliance.com/your-guide-to-agile-marketing/) has worked well to unify cross-functional teams. In my experience, it ensures teams have equal representation and opportunities to listen to the customer’s voice. 💡 Don’t worry if your organization is not using Agile because this can also work with traditional Waterfall project management methodology. When I worked for Gogo, we used a combination of both Agile and Waterfall. Agile worked well internally with software development but externally our airline customers and aviation manufacturers operated in the waterfall methodology. We took a hybrid approach to satisfy our customers, partners, and internal teams – and it worked. Regardless of the methodology you employ, there is value in having product and technology teams closer to the customer. I often find these teams are hungry for customer feedback so they can improve products and services. The problem today is that the feedback loop needs to be in real-time (or pretty darn close to it). Customers are more savvy than ever before and they leverage the power of social media to get your attention faster than calling customer support, chat, or email. How do you stay ahead of the curve to address those issues? [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ## 'Innovate or die' should be 'integrate or die' Innovation is critical for any company to stay ahead of the curve but integrated teams are essential for success. Revenue operations heading into 2025 needs to move beyond the triangular approach. Maybe it needs to be more of a revenue operations pentagon, hexagon, or octagon. Putting geometry aside, revenue operations needs to be cross-functionally integrated across your organization to ensure the feedback loop process is established and that there is a seat at the product and technology team table and vice-versa. Product and technology teams should also have a seat at the revenue operations table because ultimately, we should be working collectively to delight our customers and continue to win their business. > There’s also an argument that continuous improvement programs cannot happen in a vacuum or in silos. Successful companies should be integrated internally, work collaboratively and cross-functionally, and listen to their customers' feedback so they can continue to surprise and delight their customers with improvements, new products, and innovations. 💡 Discuss cross-functional alignment with your operations peers in our growing [Slack community](https://www.revenueoperationsalliance.com/join-the-roa-slack-community/)! ### AI-powered efficiency: How to transform your revenue operations URL: https://www.revenueoperationsalliance.com/ai-efficiency-how-to-transform-your-revenue-operations/ Last updated: 2025-08-04T15:22:07.000Z This article comes from **Christopher Dessi**’s insightful talk at our **2024 AI for Revenue Summit**. Check out our collection of [world-class keynote insights](https://www.revenueoperationsalliance.com/ondemand/). *Chris is now the Founder & CEO of Torque AI* --- How can AI transform the way we run our organizations—and is it as groundbreaking as it seems? I’m Chris Dessi, and I’ll be diving into how [AI](https://www.revenueoperationsalliance.com/tag/ai/) has reshaped our approach at Diamond Standard to drive growth and increase our efficiency. For a little context, we’re the world’s first regulated diamond commodity. Our mission is to make diamonds an accessible and reliable investment, much like gold or silver. I’ve been lucky enough to work with cutting-edge tech over the years, and I can truthfully say that today’s AI landscape feels like déjà vu of the early days of social media—a [powerful tool](https://www.revenueoperationsalliance.com/tag/revops-tech-stack/) just starting to go mainstream. Back then, I watched social media evolve from niche to necessity, and I can see AI following the same trajectory. But here’s the thing: just like social media a decade ago, AI is so new that no one, including myself, can truly call themselves an “expert.” And that’s the exciting part! AI is still evolving, and organizations that dive in now can adapt and grow with it. Today, I’ll walk you through how we’ve strategically applied AI to refine our customer experience, streamline operations, and ultimately, enhance our revenue goals. Let’s explore what AI can do for your organization’s efficiency, and how you can harness it without needing a huge team or advanced technical expertise. ## **Reaching the right people with the right message** Being lean and ambitious, we realized early on that AI could provide a level of support and scale that a small team like ours couldn’t achieve manually. AI allowed us to compete with larger companies by amplifying our marketing, [streamlining our sales processes](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/), and creating [engaging customer experiences](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/). This wasn’t a quick pivot, but once we started, it became clear how essential AI would be in almost every part of our strategy. To grow effectively, we needed a laser-focused approach. Our strategy boils down to finding the right people with the right message at the right time and place. While that sounds straightforward, we moved away from the traditional “spray and pray” tactics that target broad audiences with generic messages. Instead, we’re creating what I call a “branded viral loop,” which personalizes messages based on user data, reaching the people most likely to engage with our brand. This shift allowed us to build a stronger connection with potential investors by meeting them on platforms they already trust. We’re [using data insights](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) to better understand where these customers are engaging with our content and refining our approach to keep them coming back. [Revolutionizing revenue: Integrating AI into RevOpsAI is the key to unlocking a world of intelligent automation, keep reading to find out how it can revolutionize your RevOps strategies!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/igor-omilaev-eGGFZ5X2LnA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/integrating-ai-into-revops/) _This post is for subscribers only._ ### Using customer journey retargeting to increase sales conversions URL: https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/ Last updated: 2025-08-05T07:02:19.000Z Unreliable sales funnel? Prospects keep ghosting? The problem might lie in your customer journey. If your marketing efforts aren’t pulling through to sales-qualified leads, or if your high web traffic doesn’t translate into new contacts, your customers might be getting lost. An unclear customer journey can halt any progress toward converting prospects to customers, and without a guide, they’ll likely forget about you. **Enter retargeting.** The best way to reengage with customers who’ve stagnated along your customer journey. We cover: - [What is customer journey retargeting?](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/#what-is-customer-journey-retargeting) - [Benefits of customer journey retargeting](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/#benefits-of-customer-journey-retargeting) - [How to utilize retargeting](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/#how-to-utilize-retargeting) - [9 examples of retargeting campaigns](https://www.revenueoperationsalliance.com/using-customer-journey-retargeting-to-increase-sales-conversions/#9-examples-of-retargeting-campaigns) ## **What is customer journey retargeting?** Retargeting is a powerful way to reengage with a customer who’s taken some steps along your customer journey. It keeps your brand at the forefront of buyers’ minds and prompts action from your customers. There are many ways to retarget your customers depending on where they are within the journey. Activities include paid ads, personalized emails, and sales calls. ### **The role of the customer journey** But before we dive into the power of retargeting, let’s explore the role of the customer journey. The customer journey is the path your customers take when buying your product. The stages of this journey include: - **Awareness** – Your customers are becoming aware of the problem but aren’t sure how to solve it. - **Consideration** – Your customers are weighing up the benefits of a few solutions and considering what they need. - **Decision** – Your customers are deciding between a shortlist of solutions and will soon purchase. - **Retention** – Your customers like your product and are happy with your customer service. They wish to continue purchasing from you. - **Advocacy** – Your customers love your solution and want to recommend it to their peers. As your customers move through this path, their needs and preferences will change, so it’s important to map out this journey before undertaking a retargeting campaign. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_6_customer_journey_mapping.jpg)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ## **Benefits of customer journey retargeting** Retargeting benefits your revenue pipeline, as it aims to move your customers along the customer journey through strategic prompts. Some additional benefits include: ### **Increase conversions** By prompting your customers at the right time, you can nudge them into action. Thus moving them along your customer journey and increasing conversion rates. ### **Boost click-through rate (CTR)** Retargeting ads have been shown to increase CTR as much as [**10x**](https://blog.wishpond.com/post/97225536354/infographic-7-incredible-retargeting-ad-stats) compared to regular ads. This is a major boost to your campaign’s results. ### **Gain customers’ trust** Repeated exposure to a brand’s messaging creates more trust from consumers. And when you add in targeted messaging, personalization, and tailored suggestions, you’ll win over your customers that much faster. Forget B2B and B2C: remember, it’s always H2H (human-to-human), so building trust is essential to selling. ### **Prompt action** Consumers can get stuck along the customer journey. They’ll forget about your brand, or maybe even their problem – by retargeting them, you can reignite that spark that made them explore your offering in the first place. Life’s busy: maybe your prospect just needs a quick reminder. ### **Scalable growth** The best part: retargeting campaigns are easily scaled up, as these initiatives can be automated with minimal check-ins from your team. (Although we don’t recommend setting it and forgetting it.) [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_4_retention.jpg)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## **How to utilize retargeting** Now we understand a great retargeting strategy can transform your marketing funnel: it’s time to implement one within your organization. Let’s dive into the seven steps of crafting a retargeting campaign. ### **1\. Understand your customers** Before you can successfully retarget your customers, you need to [understand](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) them. This involves segmenting buyers by demographic, geographic, psychographic, and, most importantly, behavioral factors. Retargeting is all about when to reach back out to your customers, and how best to convey your message. Depending on the actions your buyers take, you should react appropriately to nudge them along their journey. For example, if someone clicks on your social media profile and clicks around a little, they might be interested in your offerings but not sure where to start. In response, you might target them with an awareness-based paid social media campaign. Or if your customer gets to check out but abandons their cart, you might email them to remind them of their purchase or offer free shipping. But we’re getting ahead of ourselves: let’s get back to setting up the campaign… ### **2\. Utilize data analytics** Use touchpoint data to identify where your customers typically get stuck in your sales cycle. These insights will allow you to pinpoint opportunities for retargeting within your customer journey. Your customer data will provide the behavioral insights you need to determine when and how to reach back out to them. This data-informed approach means you can tailor the number of interactions a customer must make with your brand before retargeting begins. This also makes it easy to tweak, if you’re not seeing the results you’re after. [Utilizing the 4 pillars of business analytics in RevOpsDiscover how the four pillars of business analytics can transform your revenue org into a data-driven machine.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/social---Utilizing-the-4-pillars-of-business-analytics-in-RevOps--1-.png)](https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/) ### **3\. Select marketing platforms** You can also use this data, and your knowledge of your target audience to select the right platform to host your retargeting ads. There are a variety of places to host remarketing campaigns through social media, search engines, and email marketing. Many B2B brands will focus on LinkedIn, whereas a B2C org may decide on Instagram ads instead. Here are some common platforms to host retargeted ads: - LinkedIn - Meta (Facebook and Instagram) - Google (Display ads and paid search) - X - Email These campaigns can be managed directly through each platform, or your [marketing ops](https://www.revenueoperationsalliance.com/what-is-marketing-operations/) team can invest in a RevTech tool that allows you to manage your efforts in one place. ### **4\. Craft marketing messaging** Once you’ve decided which areas of your customer journey require retargeting attention, your marketing team should create messaging to resonate with your customers. Ideally, this copy will be tailored to your buyer personas and the stage of the buyer journey it’ll be used for. Here are some types of messaging for each stage: - **Awareness:** Highlight the benefits of your offering and value proposition. - **Consideration:** Offer discounts, free trials, or a product demo. - **Decision:** Abandoned cart reminders, or offers of free shipping. - **Retention:** Appropriate onboarding sequence, or suggested complementary products. - **Advocacy:** Prompt customers to review their purchases. [Level up your marketing with campaign operationsDiscover what campaign operations involves and how this marketing operations function can benefit your marketing strategy through automation and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_4_campaign_operations-1.jpg)](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/) ### **5\. Automate** [Automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) is key to a successful retargeting strategy. While small orgs may be able to manually send out these targeted communications to a list of engaged contacts, there are two problems: 1. You won’t reach your customers at the right time. 2. It’s not scalable. Setting up an automated system solves both of these problems, by sending messages at specified times after an action takes place, without a marketing operations manager monitoring the process. 💡 ****Tip:** Ensure you set up appropriate filtering on automated emails to reduce unnecessary spam that could reduce your email deliverability. ### **6\. Measure progress** It’s important to measure the results of your campaign, to ensure your retargeting strategy is effective. There are many metrics you can use to track your progress, but the main one is conversions throughout the sales cycle. That is: How quickly are customers converting from awareness to consideration, and from consideration to decision, etc.? And how has this improved compared to pre-campaign? Some other metrics to track include: - Email opens - CTR - Discounts redeemed - Marketing qualified leads (MQLs) - Demo requests - Deals closed-won [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### **7\. Iterate and refine** Based on how your campaign is performing, you can then iterate and refine your approach to achieve better results. You might decide to change up your messaging to be more persuasive, adjust your discount, or try out a new format. Or maybe the timing of your retargeting campaign needs to be changed to better suit the behavior patterns of your customers. Whatever it is, ensure you test your changes and theories and use data to make final decisions. A/B testing is crucial for continuously improving your retargeting efforts. [How does the email deliverability update affect your revenue teams?This month Google and Yahoo cracked down on spam email, and have implemented new requirements for bulk email senders. Learn how this impacts you.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--45-.png)](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/) ## **9 examples of retargeting campaigns** ### **Free template: HubSpot** HubSpot draws customers in by offering them free templates – who doesn’t love free things? Providing your customers with real value, for free, helps build a trusting relationship with them. So, when they decide to explore tools to solve their problems, they’ll head straight to your brand. ![HubSpot ad](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdzq46nAo-deej1hOGKcoQDP6j3OS6MiWEIUTEhZyiy3zzG2k9SNYX9cy-uU2Gjx4DRtrVFeMOZ4xjgNLrNx8zrIBtDskUIC9EQnpT9gqHbWJNFi5oKky-HC4XIuKL3EABBVGXBRLjIo6PRbQJL1IBgQ0mU?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Discount: 1-800 Contacts** A good way to increase the value of your product to consumers is to reduce the risk. 1-800 Contacts does exactly this by offering a discount to retargeted customers. By sweetening the deal, they’re likely to increase conversions from curious browsers to paying customers. ![1-800 Contacts ad](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcmFt7bIc9r56FInksEPHz7SLGHdNpKO6_Jed50OKxQVqRbypsBsc938lsif5dJf5_nRuq_9n6x7AagJwVEva4DeUg3hpQBg0YWoHmUKxGY_FG9myf8T14GtQbPrHxKovYVkPuCde4tZkfseb2giJhjjwOm?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Free trial: Spotify** Sometimes, customers don’t know what they’re missing till they’ve tried it. If you’re used to listening to ads every few songs, you might be used to it – by taking them away for a few months, Spotify hopes you’ll prefer uninterrupted listening. That’s why they regularly offer customers a free trial of their product. Why tell them the value when you can show them? ![Spotify banner ad.](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfIz-OeQeYhV9zQbFqs2s25ZBSJ8Fj3wmI3Nek7KKpmMlMCC_KmyR8nQ_hXxqrsdsBj7EE6ztYMZccF55g0EEHyCpaNX7h5OW5U-e39Wy8-QbsxmFOrdnMLErzxzhtUFy2ntneckgBWqQZDtqG7TC4EOLFu?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Urgency: J. Crew factory** When your customers are complacent, you might want to speed up their decision-making by offering a limited deal. J. Crew does this by providing a discount for a limited period. The cherry on top? Reinforcing this urgency with a ticking clock. ![J. Crew Factory ad](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfK3TDgofkpJc7gLa8yoF_sWcOvbsm3yo7qSFaghfhngNFvnCzRvpgEuKZJUYXkD8xguCkuofOX_PW2r6sQfDrIkQp51Qd5Tzih8iLJhmqi3TIkx9CuWLnqmv3qcDHPCg6CwU1RTSOKjKMtz1zIvF17M73q?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Personalization: Madewell** Maybe your brand offers too many options, so your customers can’t decide what’s best for them. That’s where a personalized approach to retargeting comes in. Madewell shows off suggested products based on the customer's activity and past customer data. ![Madewell ad](https://lh7-rt.googleusercontent.com/docsz/AD_4nXeiH8m8lsOMX95boJkRILaZhSaYCE70LE-2EWhjcYrnzZXETAmfcyoOwq5wRJmjMyWmrdnOEfGPY_Tp_1YiQlCHZ8dnMCIgh_Xc3YQqu2qqxNODBXS7iHaRYCx5lDOH3se0ZMjdcaKh4q_ZWkaIhbD7oPXX?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Social Proof: Casper** Is your offer too good to be true? Or perhaps your customers are skeptical of advertising? No problem, incorporating social proof through testimonials can help cross that bridge, and build trust with your customers. Casper does this by highlighting a customer review as part of their retargeting campaign. ![Casper ad](https://lh7-rt.googleusercontent.com/docsz/AD_4nXevVroTFRk5wk3LHhQjccOMjFMD1K9g93lXSlZEpFhOIIlAwAQnlJsFHEvHV5CcZMMraJN7Kbq8pk7CGbBEREU5GzyBw5uzp65TZkZ22quudfALuPgwbO1M73Q4TUC9BOfJHRVCUh70R4Vy-tSPdep9I8iO?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Abandoned cart: Whisky Loot** Around [72%](https://blog.wishpond.com/post/97225536354/infographic-7-incredible-retargeting-ad-stats) of online customers abandon their carts, and only 8% return to purchase without interference. Retargeting these customers increases the rate of return to 26%. That’s why Whiskey Loot sent this clever email highlighting the benefits of their product and answering FAQs that may be preventing purchases. Abandoned cart emails are a great place to handle any nagging objections. ![Whisky Loot email](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdRtN1PSiIu_I_0ThSUQ4rbPm9ihPJjghsI8X318pwehdJS-1ntb_Uzayp5qb0aesEIuK7Kze7EI2LNg9uuUaPE0Jx3zGB1LJYk1Rqppn2xLRUr2BTAXcDhRWek92GMwvq20rM72EMkIcn51ig0ZsqamPAU?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Free shipping: Peel** For many customers, the price of shipping is a deal breaker. Ever go to buy something for $15 only to realize shipping is $5? To regain these price-sensitive customers, you can take a leaf out of Peel’s book and offer them free shipping. ![Peel email](https://lh7-rt.googleusercontent.com/docsz/AD_4nXc86Zyf0BudFIevd3jNVbCx-ectv1lDLt-t5_VyMETTCTKmNJU8IVL76a2e7XW3ZGh2o2kFQkbh60CX79ADp-Kg3UWDsDQA2QM1ff5PmDSAOGAt6YqpTlbuiASHPgQ_xZnq8D749G9ZwF4TnQlh7IrPNhp7?key=XWhDwhyNeZ6v9K40Wjlnlw) ### **Review: Bellroy** Once your customers have purchased your product, it’s best practice to follow up and ask what they thought of it. Unfortunately, many review emails are boring and unengaging – leading customers to ignore them. Bellroy takes a more playful and engaging approach to asking for reviews. ![Bellroy email](https://lh7-rt.googleusercontent.com/docsz/AD_4nXelbgdkLrOB94IRkgirAq4RRHqdQhLbTyP_qY-45vRe038sEUrl0FJkQC7Dacu7dOKeFL8mnGdqc02I68bfXCjOSykEZTTStiXXTlEylE2poKujbTJTS6Yxkd5lfVxFX-3FXCmLX7MD1KCTRRC9eIiUVCU?key=XWhDwhyNeZ6v9K40Wjlnlw) --- ### Direct vs. indirect compensation in revenue operations URL: https://www.revenueoperationsalliance.com/direct-vs-indirect-compensation/ Last updated: 2025-08-05T06:34:45.000Z ## **What is direct compensation?** Direct compensation is paid out to employees as usable funds. It includes anything that appears in a staff member’s bank account as currency they’re free to spend as they like. Direct compensation can be variable, as is the case with performance-based bonuses for salespeople and senior executives. Or it can be fixed, as is the case with the typical base salary. ## **What is indirect compensation?** Indirect compensation refers to “non-cash benefits” that have a set financial value, but aren’t paid out to employees as funds. Think anything you can’t spend instantly once you receive it. Standard benefits usually fit the bill here. They’re contractually agreed, offered on a recurring or continuing basis, and are offered to many or all members of staff. ## **Why indirect compensation is important in revenue operations** Why do you need to know the difference between direct and indirect compensation in [**revenue operations**](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)? If revenue growth stalls, you might find your org’s talent pool is the reason. That means you, or another department, will have to put your hiring hats on. **But there’s a problem.** From a strategic perspective, startups often have less budget to set aside for base salaries. But it’s tough to fill every job position on a [**salary below the market median**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/). If you want to attract (and keep) top talent, you’ll need to get inventive with your compensation plans. ### **• More cost-effective compensation** Offering more indirect compensation can be a cost-effective way of making your compensation plans more competitive. This’ll help you hire and retain better job candidates. Compensation is, therefore, a key part of solving skills problems in businesses. From a RevOps perspective, solving those problems efficiently in ways that improve the company’s bottom line rather than hurt it, becomes a key responsibility (and challenge). ### **• Solving motivation problems** And it’s not just new hires that compensation practices apply to. If you notice a motivation problem, you can get creative and collaborate with your people teams and HR to create [**new compensation plans**](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) that motivate your revenue-driving staff. Aligning compensation incentives with company and department goals means better performance, and more growth. Done well, this ends up improving the bottom line for the business, rather than hurting it. ### **• Retaining top talent** Eventually, you’ll find you have incredibly talented, hard-working people on your payroll. These people will always have other opportunities, and other businesses will be keen to steal them away from you. But holding onto them can get expensive. They may already be your highest-paid people, and sweetening their contracts year after year can require some creative thinking. Fortunately, most people are motivated by more than just money. And many forms of *indirect* compensation also indirectly benefit the business, while being more cost-effective than direct compensation. A company car, for example, elevates the status of the person driving it at the same time as it creates a good impression on clients. Meanwhile, non-financial incentives often cost the company little, while making staff feel specially valued. These incentives can be completely unique, imparting huge status boosts to the people receiving them. The closest car parking space, or the big corner office, can please an employee just as much a bonus bump, but at a fraction of the cost. ## **5 Examples of direct compensation** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/funding-meta-1.png) **There are five primary types of direct compensation, from base salary to bonuses* ### **1) Baseline salary** Baseline salary is what most people think of when they think “compensation” of any kind. This has to be the most basic type of direct compensation, because it’s fixed, and makes up the largest proportion of what most people are paid. Salaries differ from hourly wages because a salary is paid to a staff member in exchange for them performing their job duties. Irrespective of how long it takes that member of staff to fulfill them. If someone is paid hourly, they’ll earn more for jobs that take longer. ### **2) Hourly pay** Businesses that don’t pay their employees a monthly salary tend, instead, to pay them on an hourly basis. These workers earn their pay at a particular hourly rate. The more hours they work, the more they earn. Pay practices like these are common in less skilled jobs, or jobs where the amount of work is more variable. Supermarket restocking, grocery delivery, and other such jobs tend to offer contracts with an hourly rate of pay. ### **3) Overtime pay** Workers on an hourly wage earn at a higher, overtime rate when they work more than a given number of hours in a week. ### **4) Commissions** Companies use commissions to motivate employees in certain job roles to earn based on performance targets Recruitment and sales, for instance. Commissions are sometimes also paired with a low basic salary to further motivate members of staff to perform. ### **5) Bonuses** Unlike commissions, companies tend to pay out bonuses less frequently. While a business will pay out commissions for performance on a monthly basis along with base salaries, it might only pay out bonuses once a year. Bonuses can be performance-based, like commissions, but special bonuses are also possible. For example, some employers offer a one-time signing bonus for joining the company. --- [What is a revenue operations manager’s salary?In this article we breakdown the average salary for a Revenue Operations Manager, based on our recent research. Discover if you’re being paid fairly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Meta-image--65---1-.png)](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/) --- ## **13 Examples of indirect compensation** ### **1) Health insurance** No one wants to be left high and dry when their health fails. So affordable health insurance policies for your staff will always go down well. But it’s also in the company’s best interests to offer solid health insurance schemes. If a key worker becomes sick, they immediately become less effective at work. If that illness becomes chronic, so does their impaired work performance. The uncertainty of not knowing what the problem is, paired with the bodily drain of being unwell, saps your workers’ motivation. As well as their ability to do their job. Solid health insurance policies ensure your staff feel comfortable claiming help as soon as they need it. And when those health issues are more serious, having that health insurance makes your staff feel lucky, garnering strong feelings of loyalty. ### **2) Life insurance** While health insurance is a must, life insurance is a nice additional perk. According to Statista, about [half of all U.S. adults](https://www.statista.com/topics/3343/life-insurance/#:~:text=In%202023%2C%20about%20half%20of,the%20U.S.%20continues%20to%20increase.) owned life insurance in 2023\. This figure is down from 63% a decade earlier. Life insurance gives workers peace of mind. They’ll know their family will be taken care of if the worst happens, and they’re no longer able to provide. ### **3) 401k and retirement matching (pension plans)** In many countries, employer matching for pension contributions is mandated by law. But even where it isn’t, people appreciate their employer offering to match their pension contributions. They see it as an investment in their future, and an act of generosity from their employer. ### **4) Childcare assistance** It’s rare today that a family can survive on a single income. Instead, two incomes are usually necessary if a family is to give its children strong opportunities. Unfortunately, when both parents work, childcare becomes a necessity. And childcare isn’t cheap. If you’re looking to hire people with experience, they’re probably a bit older. That means higher odds that they have kids. So they’ll appreciate financial help when it comes to childcare. ### **5) Tuition reimbursement** Some employees need continuing education to perform their jobs well. This is very common in fast-moving industries and functions. Or where junior employees need specific skills that on-the-job training can’t provide. In these instances, employees pay for courses and tuition themselves, but reimbursing them as the company immediately benefiting from these skills is a nice way of indirectly compensating them. This is attractive to staff because they get to invest in themselves and bolster their résumé of skills, without leaving themselves out of pocket. --- --- ### **6) Paid time off (PTO) / vacation time** Offering more paid leave positions an employer as generous and trusting. Employees will always appreciate being trusted to work hard, and then rest. Burnout is real, and driving your staff into the ground without any paid time off is a bad move. ### **7) Paid medical leave, bereavement leave, and paternity/maternity leave** Life happens. People want the security to know that, when things go wrong, their employer won’t punish them. When your health fails, someone close to you passes away, or you have a child, it’s impossible not to appreciate an employer that shows compassion. Being given the space to process the strong feelings associated with these events, and the time to do the work that comes with them, isn’t just the right thing to do from a moral standpoint. It breeds strong feelings of loyalty in your staff. ### **8) Equity and stock options** Especially in startups with a strong growth trajectory, equity and stock options can be very attractive means of compensation to employees. In startups, there’s often a lot of future promise. But in the short term, cash is tight. As such, it’s difficult for startups to offer competitive base salaries, despite needing strong talent. Imagine being one of the first devs working at Facebook. A base salary lower than the industry average might seem unappealing, but imagine what a handful of shares gifted to you in the company’s early days would be worth now. Workers are aware of this, making equity and stock options very attractive to qualified candidates. ### **9) Flexible working** Flexible working arrangements give your staff the freedom to own their own work hours. Many companies have a “core working hours” policy, during which all employees have to be online and available. Outside of that, so long as the work gets done, people can make up the other hours in their workweek as they see fit. Single-income families are less and less viable. As a result, flexible working policies are growing in demand. They give you and your colleagues the freedom to work around your children, caring for your parents, and the myriad household duties you have to perform. ### **10) Remote and hybrid working** Once people have been granted a particular freedom, they become very unhappy if it’s taken away from them. Much more so than if that freedom had never been granted to them in the first place. So, since remote working has become commonplace, many workers will only consider a new role if it offers the same (or better) perks that they experience in their current role. That includes remote work. But there are other benefits to having a remote working policy. Benefits with a direct and positive impact on the hiring company: - Opportunities to hire from a larger pool of talent, not limited by geography. - Keeps office space costs low. ### **11) Home tech budget** When you’ve got people working from home, it’s important they have the tools to do their job comfortably and sustainably. Offering remote employees a small budget for a comfortable office chair, a good keyboard and mouse, and perhaps an external monitor goes a long way towards making members of staff feel valued. If all goes well, it should also contribute towards them doing their job effectively. ### **12) Wellness programs** Health club memberships are expensive. To many, they feel like a luxury. But investing in the wellness of your employees makes good business sense. Workers who clock in feeling refreshed, happy, motivated, and energized do better work than those who feel drained, tired, unhappy, and overwhelmed. A well-stocked gym, or an evening in the pool and sauna can help. Mental health resources, like therapy sessions, resources, and support, go a step further. Many companies undervalue these aspects, but they’re all essential parts of Stephen Covey’s seventh principle of “sharpening the saw”. If you need to chop down a tree, you better make sure the blades are sharp. If you want your workers to do effective work, you have to make sure they’re not just pushing themselves towards burnout. Wellness programs, discounted health club memberships, and mental health support are ways to differentiate yourself from other employers while investing in the sustained productivity of your staff. ### **13) Company car** The company car is perhaps the most classic form of indirect compensation. If you have members of staff working in client-facing roles, symbols of status matter. If your field sales rep shows up to the client’s office in a shiny, high-end vehicle, it speaks volumes. What’s more, just like the corner office, it’s a status symbol the member of staff will appreciate. They’ll feel elevated and valued, and they’ll directly tie those feelings to being a part of your company. --- [How are RevOps pros paid in different parts of the world?Unlock exclusive first-hand data for essential insights into how RevOps pros are paid in different parts of the world and how it varies globally![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/revops-global-salary-differences-2.png)](https://www.revenueoperationsalliance.com/how-are-revops-pros-paid-in-different-parts-of-the-world-2/) --- ## **What about non-financial compensation?** While indirect compensation is made up of things with a clear financial value, and are often offered to all staff, non-financial compensation is made up of all other perks. These are usually tied to positions of seniority, and are typically status-related. Crucially, and unlike examples of indirect compensation, these don’t have a clear financial value, and they can be things the company would retain if the employee were to leave. Companies also don’t tend to offer them to many or all members of staff as standard. They’ll offer non-financial compensation to particular individuals in special cases. For example, the big corner office that’s a cliché status symbol for many an office worker. That’s a form of non-financial compensation. Other forms of public recognition, like an award at the end-of-year party, a simple change in job title, or even additional responsibilities, are also forms of non-financial compensation. Here are some other examples of non-financial compensation: - Leadership opportunities - Awards for achievements - Car parking spaces - A private working space - A larger office --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ### LinkedIn's winning strategy for unifying sales and customer success URL: https://www.revenueoperationsalliance.com/linkedins-strategy-for-unifying-sales-and-customer-success/ Last updated: 2024-10-18T16:00:42.000Z This article comes from **Sarah Katzman**’s engaging talk at our **Revenue Operations Festival**. Check out our collection of [world-class keynote insights](https://www.revenueoperationsalliance.com/ondemand/). --- Have you ever felt like your [sales](https://www.revenueoperationsalliance.com/culture-shift-unlocking-your-sales-teams-full-potential/) and [customer success teams](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/) are speaking different languages when it comes to customer health? If so, you're not alone. This misalignment is a common challenge that can hinder growth and create friction within organizations. But what if there was a way to get everyone on the same page? As the **Director of Global Customer Success Strategy and Operations** at **LinkedIn**, I've seen firsthand how crucial it is to align these teams. So, in this article, I'll share our journey toward building a more holistic understanding of customer health across our organization. It's a story of how we tackled the age-old challenge of aligning sales and customer success teams, and the innovative approach we took to simplify how we understand, prioritize, and communicate the health of our customer base. Whether you're a RevOps professional looking to [boost growth](https://www.revenueoperationsalliance.com/tag/revenue-growth/) and improve team synergy or simply curious about how a large organization like LinkedIn handles these challenges, you're in for some valuable insights. Let's dive in! ## **Misalignment between sales and customer success** Let's start with a bit of context. At LinkedIn, we have two core post-sales account team roles: the **Account Director** and the **Customer Success Manager** (CSM). The Account Director focuses on selling, while the CSM concentrates on engagement and helping customers realize the value of their purchase. Sounds straightforward, right? Well, not quite. These two roles often have conflicting priorities, which can create friction if they don't have visibility or understanding of what influences each other's decisions. For instance: - An Account Director might want to focus on accounts with low penetration but high upsell potential. - A CSM might prioritize accounts that are "all in" and focus on retention across those customers. When account teams successfully navigate this complexity and work in harmony, they can accomplish more together than they could apart. But getting to this point isn't easy, especially as a company grows and evolves. [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) _This post is for paying subscribers only._ ### Preparing an effective QBR: 5 essential tips for success URL: https://www.revenueoperationsalliance.com/preparing-an-effective-qbr-5-essential-tips-for-success/ Last updated: 2025-07-07T15:13:40.000Z Quarterly Business Reviews (QBRs) are vital checkpoints for organizations, particularly for [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) leaders who act as the connective tissue between sales, marketing, customer success, and finance. Done right, QBRs not only serve as a performance evaluation for the past quarter but also a launchpad for future strategy, alignment, and growth. But many, including ourselves at first, fall into the trap of trying to discuss everything and anything and end up losing the storyline, debating the meaning of certain metrics and how they are measured, and getting bogged down into other details which prevent you from understanding the drivers behind performance. Here are five tips we learned and deployed at Just Eat Takeaway.com (JET) for business to help us have meaningful and more effective QBRs: ## 1\. Agree on the metrics and their definitions before the QBR invite even goes out. As you manage your business have you identified and agreed on your North Star outcome and the underlying metrics and KPIs that help you drive that North Star? At JET for business, gross merchandise volume (GMV) and revenue are, of course, indicators of our success, but our North Star is how much value the end-user gets from using our product and how repetitive their behavior is (which ultimately drives revenue). > In our case, this North Star metric is orders per user. For your company, this can be something else. Based on that North Star, start building a KPI tree that shows how each metric is connected to each other and how it builds up to the overall department objective. Once you have identified the different metrics, write down what each metric means and how it’s measured and calculated. Create a KPI glossary everyone can read and refer to. Now you have the basic foundation to review performance. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## 2\. Data: Quality over Quantity It's easy to overwhelm your QBR with endless charts, spreadsheets, and KPIs, but more data does not always lead to better decision-making. In fact, too much information can lead to analysis paralysis, where the team becomes bogged down in numbers without deriving actionable insights. ![Graph showing the data vs decision payoff](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/10/QBR-datapoints_decisions.png) ### Curate the right data points and prioritize actionable metrics Focus on key performance indicators (KPIs) that align directly with your goals. For example, if customer retention is a priority, focus on churn, net promoter score (NPS), and renewal rates. Avoid drowning the team in vanity metrics that look impressive but offer little actionable insight. ### Use Leading and Lagging Indicators While lagging indicators (e.g., revenue, churn, closed deals) give you a snapshot of what has already happened, it’s crucial to also focus on leading indicators (e.g., pipeline growth, website traffic, demo requests) that forecast future performance. This balance provides both retrospective clarity and forward-looking foresight. ## 3\. Structure your QBR around your revenue funnel and start with the end Your QBR should have a structured agenda that balances looking back at the past quarter's performance and planning actionable steps for the next quarter. Without a well-defined structure, your session risks becoming unfocused and ineffective. Here at JET for business we start with the end of our bowtie and work our way back to dig deeper and deeper to uncover the drivers all the way back to how our campaigns or sales initiatives performed. The structure we use is: 1. Overall performance to see what has been our GMV or revenue number. This includes: how many users we have, what their usage was, and how our top accounts evolved this quarter vs. the previous quarter. 2. How well did we close deals? 3. Then we look at our pipeline to understand how well we manage our opportunities. 4. Lastly, how well did we manage to generate leads and create interest? --- [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-17.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--46-.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) --- For each of these four sections, we dig deeper into each. For example, are we creating opportunities at a constant rate, what’s the size of these opportunities, and is that growing? We might also look at the main reasons for losing certain opportunities and discuss lessons can we draw from underperforming deals. > By looking at the entire revenue funnel (or bowtie) every team’s contribution (or lack thereof) becomes clear and can be discussed. A QBR is about engaging in meaningful discussions that drive alignment and growth. Therefore, it’s important to encourage open dialogue during the meeting and create space for feedback, questions, and suggestions from the entire revenue or GTM team. This will show dependencies and create shared accountability over the goal and past performance. (And allows for celebration where appropriate!) Sufficient time needs to be carved out to look ahead effectively. Outline the key strategic initiatives for the upcoming quarters. This could include new [product launches](https://www.revenueoperationsalliance.com/the-5-critical-phases-of-product-development/), entering new markets, or improving cross-sell/upsell strategies. But also discuss budget allocations, headcount planning, and technological investments. Ensure these decisions align with the goals set for the next quarter. ## 4\. Structure the meeting around key themes A well-organized QBR has specific sections dedicated to high-priority areas. This prevents the session from becoming an unstructured discussion. Here’s a suggested structure: ### Key objectives Start by setting the tone of the meeting. Outline the key objectives of the review and the desired outcomes. This primes everyone to stay focused and goal-oriented. Keep time to ensure the conversations does not derail and all topics get covered sufficiently. ### Executive summary Provide a top-down summary of the previous quarter’s performance. Cover key metrics but avoid going into granular detail. This executive summary is the **so-what** of the QBR and should offer a broad understanding of the quarter’s success or challenges. At JET for business we use a simple framework around what went well, what could be improved and what are the next steps for next quarter, to summarize the entire quarter. This makes it easier to digest and remember when covering multiple regions. ### Sales, customer success, and marketing performance Next, you can dive deep into sales performance, including pipeline coverage, deal velocity, win rates, and sales productivity. Cross-reference these metrics with revenue targets and other financial KPIs. Then, review [customer success](https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/) metrics such as churn, top account evolution, and upsell opportunities. Tie these back to revenue retention, and customer adoption and expansion goals. Examine marketing's contribution to pipeline growth and closed deals. Assess campaign effectiveness, lead generation, and lead-to-opportunity conversion rates. Based on the lessons learned, **what changes need to happen to meet next quarter's goals?** [Building the ultimate sales report for revenue growthLearn the best practices for creating a winning sales report so you can track your revenue and make adjustments before you miss target.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-18.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_commercial_reporting.jpg)](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/) ## 5\. Drive accountability with ownership and action items One of the common pitfalls of QBRs is that they can become a retrospective exercise without clear action steps for the future. Make sure every section of the meeting leads to actionable insights, with clearly assigned owners for follow-up tasks. To ensure accountability: - **Assign specific owners:** Every action item should have a clearly designated owner. This ensures that tasks don’t fall through the cracks and there’s clear accountability for next quarter’s success. - **Set deadlines:** For each action item, set a concrete deadline. This keeps initiatives on track and aligns everyone around the same timelines. - **Track progress:** Use regular check-ins (e.g., monthly updates or mid-quarter reviews) to track progress on the action items agreed upon during the QBR. This keeps everyone aligned and helps course-correct if necessary. ## In closing: Put the Q of Quality in your QBR QBRs are pivotal for RevOps leaders to maintain alignment, adjust strategies, and drive growth. By focusing on a clear agenda, curating the right data points, structuring your meeting thoughtfully, highlighting both risks and opportunities, assigning actionable items, you’ll transform your QBRs into powerful tools for steering the company toward future success. **Remember:** more data doesn’t equal better decisions. Quality insights, focused discussions, and actionable outcomes are the key to a successful QBR. --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification. And gain the necessary knowledge to measure your RevOps impact with confidence. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) ### RevOps meets enablement: The secret to building effective go-to-market strategies URL: https://www.revenueoperationsalliance.com/revops-meets-enablement-building-gtm-strategies/ Last updated: 2024-10-09T07:40:38.000Z This article was adapted from Bill Ball's conversation with Sandy Robinson on RevOps Unboxed. [Listen](https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/) to the full episode. --- Ever wonder what happens when you bridge the gap between sales enablement and [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)? As someone who's been in the field for nearly 25 years, I've seen firsthand how this partnership can transform businesses. Despite it not always being clear to me that enablement would be my path, I eventually found my passion in sales and dove in headfirst. Over the last decade, I've done it all - inside sales, outside sales, managing people, managing managers, and managing clients. At one point, I was juggling all of these responsibilities with about 30 direct reports! So in this article, I want to share my journey and insights on building effective go-to-market strategies through the critical partnership of RevOps and enablement. Let’s dive straight in! ## The critical partnership: RevOps and enablement Today, I work in two key areas. First, I help small and mid-sized companies build or rebuild enablement from the ground up. Second, and perhaps more relevant to our current economic climate, I work with larger businesses where enablement leaders are thinly spread across teams and need to deliver at scale. As a co-pilot, I help enablement leaders strategize, execute, and run programs they couldn't do on their own or with their current team. My focus spans four main areas: 1. **Catalyzing pipeline** 2. **Improving talent** 3. **Enhancing go-to-market strategies** 4. **Improving business navigation and systems** Let's talk about that last point for a moment. If people can't find what they need the first time they need it, when they need to execute, they're not going to come back. This is where the critical partnership between RevOps and enablement comes into play. When I started in enablement, I thought I just needed a data person. Now, I don't want someone just helping me measure stuff – I want a partner with a point of view. While my expertise lies in driving change, creating creative solutions, training, and messaging, I need someone rooted in the cold, hard facts of the business to help guide my compass. [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-12.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ## Go-to-market strategy challenges One of the biggest challenges I see in go-to-market strategies is the tendency to treat them as checkbox exercises. Too often, I see go-to-market efforts reduced to someone speaking from a pulpit or showing a "product marketing movie" with maybe a few questions at the end. But real go-to-market strategies need to go beyond this. Every company is different, and every enablement job description you read is different. Sometimes you walk into a situation where marketing doesn't work in the company, so you need to lean in and build case studies. Other times, you're working with brilliant data people who've never been in sales, trying to create a sales workflow in the CRM. But throughout all of this, a common issue I encounter is the **lack of clear revenue goals**. When launching a new product, the first question I ask is, "What's the revenue goal?" Too often, the response is vague – "We just need to sell more." > Without specific, measurable outcomes, how can we truly gauge success? Another challenge is the "Frankenstack" approach to both systems and training. Just as CRM systems can become cluttered with unnecessary fields and checkboxes added by various stakeholders, training programs can suffer from the same issue. When new hires don't know something, the knee-jerk reaction is often to add more to the onboarding process. Before you know it, you're trying to push the power of Niagara Falls through a straw! [Measuring the KPIs that matter for GTM teams with Greg LarsenJoin Sandy as she discusses the importance of measuring the right KPIs with Greg Larsen, VP of RevOps at Eltropy. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-13.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/4.png)](https://www.revenueoperationsalliance.com/measuring-the-kpis-that-matter-for-gtm-teams-with-greg-larsen/) ## Building effective training and systems Let's talk about the forgetting curve and the myth of the one-and-done training session. I recently heard about a situation where a salesperson was criticized for not remembering something from a training session. They were told, "Well, that was in the [training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) you had three weeks ago. How do you not have it memorized?" This approach completely ignores the reality of how people learn and retain information. Nobody's going to remember 52,000 things from a 48-page deck presented in a 30-minute Zoom training. We need to move beyond the "check the box, we did the training" mentality. Instead, we need: **👥 More discussion and social learning** **💡 Bite-sized, consumable content** **📅 Coordination of training calendars** **⚖️ Various delivery methods** (not just Zoom meetings) Sometimes, a two-minute video that people can watch on their phones is more effective than an hour-long meeting where everyone's multitasking anyway. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-14.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_1_training_development.jpg)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) ## Creating change with people, not at them One of the most important lessons I've learned is the difference between implementing change *at* people versus *with* people. When I'm asked to bring change into an organization, I always think about how I can make it a "with" versus an "at" – how can I help people feel like they're part of this change rather than having change happen to them? Let me give you an example. Something as potentially contentious as exit criteria can become something that sales leaders are excited about if you make them part of the process. My approach is to take a control group and pre-build something for them to critique. They'll tell me, "No, not this, but this." Through this process, we get to the "why" and the outcome together. The result? People believe in the exit criteria, and forecasting and pipeline progression improve. This approach aligns with what every CEO wants – owners in the business. When people own the changes happening around them rather than feeling like changes are just coming at them, the benefits are immense. [Mastering change management in revenue operationsRevOps experts Serena Cordon, Karli Brophy, and Nicholas Gollop discuss the secrets to a successful change management strategy in revenue operations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-15.png)Revenue Operations AllianceSerena Cordan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--63-.png)](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/) ## Best practices for modern enablement and RevOps As we look to the future of enablement and RevOps, here's my wish list for what effective collaboration could look like: 1. **True partnership**: Beyond just having a data person, having a RevOps partner who can provide strategic insight and help guide the enablement compass. 2. **Coordinated change management**: A synchronized approach to implementing changes, whether they're system updates, new methodologies, or product launches. 3. **Outcome-focused metrics**: Moving beyond traditional quarterly business reviews that just show how different parts of the business are doing, to tracking the customer journey and presenting a point of view on where to focus. 4. **Empathetic approach**: Remember that businesses are people first. We need to consider the human element in all our enablement and RevOps initiatives. At the end of the day, it's about making the choice between just checking boxes or actually trying to achieve meaningful outcomes. Are we just going through the motions, or are we truly helping the business get where it needs to go? The future of effective go-to-market strategies lies in the collaboration between RevOps and enablement, with a focus on creating change with people, not at them. By keeping our eyes on meaningful outcomes and remembering the human element in all we do, we can build more effective, more sustainable go-to-market approaches that drive real results. [Reducing friction between RevOps and enablement, with Roderick JeffersonRoderick Jefferson, CEO and Fractional GTM Transformation Leader discusses reducing friction between RevOps and enablement, and more with Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-16.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-3.png)](https://www.revenueoperationsalliance.com/reducing-friction-between-revops-and-enablement-with-roderick-jefferson/) ## Conclusion There you have it! The future of sales success isn't just about having the right tools or systems in place – it's about fostering genuine partnerships between teams that traditionally operated in silos. When RevOps and enablement work hand in hand, we create an environment where data-driven decisions meet human-centered execution. That's where the magic happens. Whether you're just starting to build these bridges in your organization or looking to strengthen existing ones, remember that it's not about perfection – it's about progress, partnership, and most importantly, the people who make it all happen. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### A CRO's perspective: What today’s RevOps teams need to know URL: https://www.revenueoperationsalliance.com/cros-perspective-what-todays-revops-teams-need-to-know/ Last updated: 2025-01-02T16:52:15.000Z This article comes from **Javier Molina**’s insightful talk at our **2024​​ Austin Revenue Operations Summit**, check out his full presentation [**here**](https://www.revenueoperationsalliance.com/revenue-operations-summit-austin-2024-ondemand/?wchannelid=y7reakvhbt&wmediaid=eprw1a0jsn). --- Ever wonder why the average tenure of a Chief Revenue Officer is just 17 months? As someone who's been in the sales trenches, I've seen firsthand how the relationship between CROs and revenue operations can make or break success in this role. In today's market, we're all being asked to do more with less. But that doesn't mean working harder – it means working *smarter* through better [data-driven decisions](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/), strategic segmentation, and efficient operations. Drawing from my experience building both bottoms-up and enterprise sales motions, I want to share my perspective on what makes RevOps truly effective, how to navigate the complex CRO–RevOps relationship, and what really matters when measuring success. So let’s dive right in. ## **My journey to CRO** When people ask me about my journey to becoming a CRO, I always have to chuckle. Like many people in software sales, I didn't start here. After college, I was selling security systems – not exactly the tech career I envisioned! But that led me to SolarWinds, where I witnessed something unique: bottoms-up sales before it was even a thing. We were all about inbound and demand generation, building a billion-dollar business from $100 million in revenue when I joined. After seven years there, I made the switch to MongoDB, which was the complete opposite – classic enterprise, tops-down sales following the John McMahon playbook. When I joined MongoDB, it was at about a million dollars in revenue. By the time I left, we were nearly a billion-dollar company. That combination – from bottoms-up at SolarWinds to enterprise sales at MongoDB – accidentally shaped my perspective on [go-to-market strategy](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) in ways I couldn't have planned. [When to implement revenue operations: A CRO perspective with Warren ZennaWarren Zenna, Founder of The CRO Collective, discusses when companies should implement revenue operations from a CRO perspective with host, Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-8.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_--5-.png)](https://www.revenueoperationsalliance.com/when-to-implement-revenue-operations-a-cro-perspective/) ## **Why RevOps matters more than ever** Let me be straight with you – the role of a CRO is complex. We're juggling customer meetings, running strategies, building culture, managing leaders, dealing with HR issues, and collaborating with marketing. It's a *lot*, especially in startups where you might be focusing on SMB or mid-market segments. This is exactly why RevOps is critical. You need a function that can: 1. **Create standardization in the business** 2. **Help sales leaders make better, data-driven decisions** Here's the thing about [sales leaders](https://www.revenueoperationsalliance.com/aligning-sales-leadership-and-revops-for-success-with-ian-grace/) \- we often run on instincts. And while instinct has its place, sometimes the data tells a different story. A really good RevOps leader isn't afraid to say, "Look, I know you really like Joe on the East Coast. He's great at SKO, saying all the right things. But if you look at his attrition rate and the productivity of his reps, moving him into a second-line leader role might not be the best decision." Those conversations aren't always comfortable, but they're crucial, and you know you have a good CRO when they're willing to listen. [CRO and sales leader outlook report 2024/25 \[eBook\]Discover what 750+ revenue leaders had to say about the challenges they face and the technologies they use in 2024\. Learn their outlook on forecasting, seller productivity, AI, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-9.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/photo-1504868584819-f8e8b4b6d7e3)](https://www.revenueoperationsalliance.com/chief-revenue-officer-and-sales-leader-outlook-report-2024-25-ebook/) ## **The three numbers every RevOps team should know** Let me break down three fundamental numbers that often get mixed up in our world: ### **1\. Capacity** This is what any individual sales rep can handle. Here's a reality check – if you have 10 reps at 1.5 million productivity, adding another 10 doesn't automatically mean doubling your numbers. You need to apply some scaling factor. Maybe use 1.2 million for planning. Capacity helps you answer the fundamental question: is your engine big enough to reach your revenue targets? ### **2\. Productivity** This is your actual output, measured annually. You might have 1.2 million capacity per rep but achieve 1.5 million productivity, meaning you're overachieving and should probably scale your sales org. This is the real measure of your engine's performance. ### **3\. Quota** This is your magical number for [compensating reps](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/). It could be 500k or 3 million - it's about incentivizing the right behaviors while making sure your comp cost model doesn't break the bank. What really matters the most among these three? **Productivity**. If you can maintain productivity as you scale, keep pouring fuel on the fire. [Utilizing the 4 pillars of business analytics in RevOpsDiscover how the four pillars of business analytics can transform your revenue org into a data-driven machine.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-10.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---Utilizing-the-4-pillars-of-business-analytics-in-RevOps--1-.png)](https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/) ## **Building better CRO-RevOps relationships** Whether you're working with a new CRO or an existing one, here's what makes a [great RevOps leader](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/): 1. **Master the data**: Not just the data that supports what the CRO wants to see, but also what they might be missing. Show both sides of the story. 2. **Tell the story**: One of the most underrated skills is the ability to communicate changes to the sales team. If you're changing quotas or adding accelerators, you need to sell it to the sales leaders and then to the sales team. Let me give you an example: If you need to penalize for churn because the company has a 20% churn problem, don't just impose it. Explain that maintaining renewals is a company priority. When salespeople understand the 'why,' they're more likely to buy in. I’ll share another story about thinking outside the box. At a previous company, we had refined our ideal customer profile through iteration and testing. We knew exactly what type of account would buy from us. I asked for territory management help from the RevOps team. Initially, they said no. But then came a brilliant suggestion from our RevOps leader – sacrifice two headcounts to justify the spend, spread that quota across the remaining reps, and use the headcount budget for territory management support. It worked beautifully. That team is now over 50 people globally, with an internal application for smarter decision-making. *The lesson?* Sometimes the best solutions come from finding creative middle ground between sales instincts and financial realities. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-11.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/3-1.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## **Looking ahead: What really matters in 2024 and beyond** Like I said earlier, in today's market, we're all being asked to do more with less. But that doesn't just mean working harder – it means working smarter. Here's what I believe matters most: 1. **Data-driven decisions**: Understanding your business at a granular level. Know that if you put $5,000 in the top of the funnel, what it will lead to in terms of leads, conversions, and revenue. 2. **Segmentation**: Your North America mid-market probably has different capacity than your commercial team in EMEA. Understanding these differences helps you invest wisely. 3. **Efficiency over headcount**: Adding a salesperson should be one of the last things we do in a strategy. Focus on making your existing team more productive first. ## **Final thoughts** The relationship between CROs and RevOps is crucial for success in today's market. As a CRO, I rely on my RevOps team to be my compass, my reality check, and sometimes, my creative partner in problem-solving. The best partnerships are built on mutual trust, data-driven insights, and the ability to find innovative solutions to complex problems. Remember, it's not just about the numbers – it's about understanding what those numbers mean for your business and being able to tell that story effectively. As we move forward in 2024 and beyond, the companies that get this right will be the ones that thrive, even in challenging markets. ### How are RevOps pros paid in different parts of the world? URL: https://www.revenueoperationsalliance.com/how-are-revops-pros-paid-in-different-parts-of-the-world-2/ Last updated: 2025-08-05T06:35:06.000Z In RevOps, you're no stranger to data-driven decision-making. You analyze metrics, forecast trends, and optimize processes daily. But when it comes to your own career, do you have the data you need? In an increasingly global business landscape, understanding how RevOps compensation varies worldwide isn't just interesting—it's *essential*. Whether you're considering an international move, benchmarking your team's salaries, or simply curious about the state of your field, having a clear picture of global RevOps [direct and indirect compensation](https://www.revenueoperationsalliance.com/direct-vs-indirect-compensation/) trends can be invaluable. That's where our [recent comprehensive salary survey](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) comes in. We've gathered data from RevOps professionals across the globe to bring you insights into how your roles are valued in different regions. In this article, we'll break down the data, explore the factors influencing regional differences, and look at what the future might hold for RevOps salaries worldwide. So, let's dive in. ## **The big picture** Before we delve into the specifics of each region, let's take a bird's-eye view of the global RevOps salary landscape. Our survey uncovered significant differences in RevOps salaries across the globe: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/Screenshot-2024-09-27-at-16.25.10.png) At first glance, these numbers might seem to tell a simple story: North America pays the most, followed by Europe, with the rest of the world lagging. However, as we'll explore throughout this article, there's much more to consider than just these raw figures. Factors such as cost of living, market maturity, and the distribution of senior roles all play crucial parts in painting a more complete picture. ## **North America** It's clear from our data that North America leads the pack when it comes to RevOps salaries. This isn't particularly surprising, given that the [RevOps function](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/) originated and matured fastest in this region. Many of the world's largest tech companies, which were early adopters of the RevOps model, are based in North America, particularly in hubs like Silicon Valley, New York, and Boston. Let's break down the average salaries by job title in North America: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/Screenshot-2024-09-27-at-16.28.18.png) These figures demonstrate a clear progression in salary as professionals move up the [RevOps career ladder](https://www.revenueoperationsalliance.com/advancing-your-revenue-enablement-career/). It's worth noting the significant jump in compensation at the executive level, with Chief Revenue Officers commanding salaries well above other RevOps roles. However, it's crucial to consider these numbers in context. North America also has a higher cost of living index at [70.2](https://www.numbeo.com/cost-of-living/region%5Frankings%5Fcurrent.jsp?region=021), which partially explains the higher salaries in this region. Cities like San Francisco, New York, and Toronto, which are home to many RevOps jobs, are known for their high living costs. This means that while the raw numbers are higher, the purchasing power of these salaries may not be as dramatically different from other regions as it first appears. Another factor contributing to North America's high salaries is the maturity of the RevOps function in this region. With a longer history and more established best practices, North American companies often seek highly experienced RevOps professionals, driving up demand and, consequently, salaries. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/ROA_Salary_Survey_CTA_2024.png)](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) ## **Europe** While North America may be the current leader in RevOps salaries, Europe is quickly emerging as a significant market for RevOps professionals. Our survey reveals that while salaries are generally lower than in North America, they're still competitive, especially when you consider Europe's lower average cost of living index of [54.6](https://www.numbeo.com/cost-of-living/region%5Frankings%5Fcurrent.jsp?region=150). Here's the breakdown of average salaries by job title in Europe: ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/Screenshot-2024-09-27-at-16.28.57.png) It's interesting to note that while the salaries are indeed lower than their North American counterparts, the gap narrows at the higher levels of the RevOps career ladder. This narrowing gap at [senior levels](https://www.revenueoperationsalliance.com/mistakes-management-approaching-your-first-senior-revops-role-manas-kulkarni/) could be attributed to the increasing recognition of RevOps as a critical function among European businesses. As more companies in the region adopt the RevOps model, the demand for experienced professionals to lead these initiatives is growing, driving up salaries for senior roles. It's also worth considering the diversity within Europe itself. While our survey provides an average for the region, salaries can vary significantly between countries and even cities. Tech hubs like London, Berlin, and Amsterdam may offer salaries closer to North American levels, while other areas might pay less but offer a lower cost of living. The lower cost of living index in Europe (54.6 compared to North America's 70.2) is a crucial factor to consider. This means that while the raw salary numbers are lower, the purchasing power of these salaries may be closer to their North American equivalents than it first appears. RevOps professionals in Europe might find that their salaries go further in terms of housing, food, and other living expenses. ## **Rest of the world** Our "Rest of world" category, which includes regions like Africa, Asia, and Oceania, shows lower average salaries at **$69,072.15**. This figure likely reflects the fact that RevOps is still an emerging function in many of these regions. However, it's crucial to approach this number with nuance, as it covers a vast and diverse area with significant variations in economic conditions and RevOps adoption. The average cost of living index for this category is [47.4](https://www.numbeo.com/cost-of-living/rankings%5Fcurrent.jsp), significantly lower than North America or Europe. However, this average masks considerable variations within the category: - **Africa**: [34.1 average](https://www.numbeo.com/cost-of-living/region%5Frankings%5Fcurrent.jsp?region=002) cost of living index - **Asia**: [37.6 average](https://www.numbeo.com/cost-of-living/region%5Frankings%5Fcurrent.jsp?region=142) cost of living index - **Oceania**: [70.6 average](https://www.numbeo.com/cost-of-living/region%5Frankings%5Fcurrent.jsp?region=009) cost of living index These variations highlight the importance of considering local context when interpreting salary data. For instance, while the average salary might seem low compared to North America or Europe, in many parts of Africa or Asia, it could represent a very comfortable living wage due to the lower cost of living. It's also worth noting that the RevOps function is at different stages of adoption across these regions. In some areas, particularly in tech hubs in Asia and Oceania, RevOps is gaining traction rapidly, and we might expect to see salaries in these areas increase more quickly in the coming years. The lower average salary in this category might also reflect a different distribution of RevOps roles compared to North America and Europe. There may be fewer senior RevOps positions in these regions currently, which would bring down the average salary. As the RevOps function matures in these areas, we might expect to see more senior roles emerge and, consequently, higher average salaries [The expert guide to advancing your revenue enablement careerJoin industry leaders Emily FitzPatrick and Petek Hawkins as they share their insider secrets on advancing your revenue enablement career!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-6.png)Revenue Operations AllianceEmily FitzPatrick![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/mike-lewinski-iURMH0Lrz8Y-unsplash.jpg)](https://www.revenueoperationsalliance.com/advancing-your-revenue-enablement-career/) ## **Factors influencing regional salary differences** While the raw salary numbers provide a useful starting point, it's crucial to understand the various factors that contribute to these regional differences. By considering these elements, we can gain a more nuanced understanding of the global RevOps salary landscape. ### **1\. Market maturity** The maturity of the RevOps function in a particular region plays a significant role in determining salary levels. In North America, where RevOps has been established longer and is more widely adopted, there's a greater demand for experienced professionals. This demand drives up salaries, particularly for senior roles. In Europe and other parts of the world where RevOps is still gaining traction, salaries may be lower due to less competition for talent. However, as these markets mature and more companies recognize the value of RevOps, we can expect to see salaries increase. ### **2\. Cost of living** As we've discussed throughout this article, the cost of living is a crucial factor in understanding the true value of salaries across different regions. While North American salaries are higher in absolute terms, the higher cost of living means that these salaries don't necessarily translate to a proportionally higher standard of living. Europe's lower cost of living means that while salaries are lower on paper, RevOps professionals in this region might enjoy a similar or even better quality of life compared to their North American counterparts. The even lower cost of living index in many parts of the “Rest of world” category means that the lower salaries in these regions still provide a comfortable living, depending on the specific location. ### **3\. Distribution of senior roles** Our data suggests that there are more senior RevOps professionals in North America and Europe than in other regions. This concentration of senior roles, which typically command higher salaries, contributes to the higher average salaries in these regions. As RevOps becomes more established in other parts of the world, we might expect to see more senior roles emerge, potentially leading to an increase in average salaries. ### **4\. Cultural factors** Different regions may have different attitudes towards work, compensation, and benefits. For example, some cultures might place a higher value on work-life balance or non-monetary benefits, which could impact salary levels. [Fractional RevOps, creating a positive CX, and more with Anne PaoAnne Pao, Founder & CEO, discusses fractional RevOps, the importance of data and analytics, and more with our host, Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-7.png)Revenue Operations AllianceRichard King![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-4.png)](https://www.revenueoperationsalliance.com/fractional-revops-creating-a-positive-cx-and-more-with-anne-pao/) ## **Future outlook** As we look to the future, several trends are likely to shape the global RevOps salary landscape: ### **Global expansion of RevOps** As RevOps continues to gain traction globally, we expect to see a more balanced distribution of experience and salaries across regions. Emerging markets may see faster salary growth as demand for RevOps expertise increases. ### **Remote work** The rise of remote work, accelerated by the COVID-19 pandemic, may begin to blur geographical salary distinctions. Companies might increasingly hire RevOps talent globally, potentially leading to some equalization of salaries across regions. ### **Skill development** As the RevOps function evolves, new skills and specializations are likely to emerge. Professionals who develop expertise in high-demand areas may command premium salaries, regardless of their location. ### **Technology adoption** The increasing adoption of AI and automation in RevOps may impact job roles and, consequently, salaries. While some tasks may be automated, the need for strategic thinking and cross-functional leadership in RevOps is likely to grow, potentially driving up salaries for senior roles. ### **Economic shifts** Global economic trends, including potential recessions or periods of growth, will inevitably impact RevOps salaries. Regions experiencing economic booms may see faster salary growth in the RevOps sector. ## **Conclusion** The global RevOps salary landscape is complex and multifaceted. While clear regional differences exist, with North America currently leading in terms of raw salary figures, it's crucial to look beyond these numbers to understand the true value of RevOps compensation around the world. Factors such as cost of living, market maturity, and the distribution of senior roles all play significant parts in shaping the RevOps salary landscape. As a RevOps professional, understanding these trends and factors can help you make informed decisions about your career path and compensation expectations. As the RevOps field continues to evolve globally, we can expect to see shifts in these salary trends. Emerging markets may see faster salary growth as demand for RevOps expertise increases, while the rise of remote work may begin to equalize salaries across regions. Remember, these figures represent averages, and individual salaries can vary based on factors like company size, industry, and personal experience. Use this information as a guide, but always consider your unique circumstances and the specific context of your location and role when evaluating RevOps compensation. --- ### Stop wondering if your earnings are in line with your workload. ### Find out exactly how much your peers are paid! [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/ROA_Salary_Survey_CTA_2024-1.png)](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) ### Fractional RevOps, creating a positive CX, and more with Anne Pao URL: https://www.revenueoperationsalliance.com/fractional-revops-creating-a-positive-cx-and-more-with-anne-pao/ Last updated: 2025-06-18T13:02:54.000Z On this episode of RevOps Unboxed, Sandy Robinson sits down with Anne Pao, Founder & CEO of Ignite Consulting. They discuss fractional RevOps, the importance of data and analytics, handoffs and creating a positive customer experience, the future of RevOps (and 'GTM Ops') and more. **Listen now!** 👇 ## About our guest, Anne Pao Anne is Founder and CEO of Ignite Consulting, a fractional go-to-market strategy and revenue operations consulting firm. Ignite Consulting is founded on the belief that the keys to scalable growth should be accessible to more than just large companies. A performance-driven leader, I'm passionate about enabling companies with a strong go-to-market and analytics foundation shaped by my 20+ years as a strategic operator in public and private companies. Anne been the economic buyer or champion in 500+ SaaS technology deal conversations and as a result brings deep empathy for the buyer journey. She also advises multiple startups around GTM motion, tech stack optimization, product roadmap and positioning to CROs and RevOps buyers. ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ### Utilizing the 4 pillars of business analytics in RevOps URL: https://www.revenueoperationsalliance.com/4-pillars-of-business-analytics-in-revops/ Last updated: 2025-08-05T06:58:46.000Z Data-driven organizations are [**23x**](https://www.impactmybiz.com/blog/data-analytics-stats-for-smbs-2020/) more likely to acquire customers, **six times** as likely to retain customers, and **19x** more likely to be profitable. This makes a strong case for implementing business analytics in your org. This article discusses how you can use advanced analytics and AI to grow your business’ revenue. We cover: - Why business analytics are important in RevOps - The four pillars of business analytics - Bringing them together - Using AI in business analytics ## Why are business analytics important in RevOps Utilizing business analytics within your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) strategy can allow you to make better-informed decisions, improve data hygiene, and precisely forecast revenue. The four pillars of business analytics form a data maturity model that allows your organization to increase its data capabilities over time. This serves as the foundation of data-driven decisions. The four pillars of business analytics are: - Descriptive - Diagnostic - Predictive - Prescriptive As your organization moves through this model, your data complexity increases and data hygiene becomes more important for accurate results. Implementing business analytics within your revenue function ultimately leads to a mature data organization with advanced data-driven decisions and accelerated revenue growth. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-1.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## Descriptive analytics Descriptive analytics are observations of data that describe what happened in your organization. This is the simplest type of analytics, but it's a vital starting point when ramping up your business analytics maturity model. Essentially, descriptive analytics are the raw metrics that describe how your team performed, such as their [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). ### How to use descriptive analytics Descriptive analytics are essential to track performance month-on-month and show improvements in your revenue strategy. These are often the metrics shown on dashboards teams use for monthly reporting, for example, annual recurring revenue, win/loss rate, email open rate, churn rate, website traffic, and so on. To get descriptive analytics right it’s important to be competent in data modeling, communicating data with the right [visualizations](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/), and basic dashboard design. ### Use cases As we’ve mentioned, the main use case for descriptive analytics is monthly KPI reporting across revenue-generating teams in your business. For example, creating a [sales report](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/) for the sales leadership team to track your company’s revenue growth. While this is an important use case, it’s important to look beyond these basic numbers and dive into the **why*.* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/09/ROA_Metrics_CTA.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Diagnostic analytics Enter diagnostic analytics. 😎 [Diagnostic analytics](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/) uncover why an outcome occurred, and what is likely to have caused the change. Whether you’re diagnosing a win or a loss within a key metric, this type of analysis can pinpoint the cause. This takes descriptive analytics to the next level by pinpointing the cause of your data to shift. ### How to use diagnostic analytics Diagnostic analytics often make use of software to easily pull out these insights from your company’s data. This process typically involves leveraging data drilling, data mining, and correlation analysis, which can be complex without help from an analytics tool. ### Use cases A common use case in revenue operations is trying to understand an unexpected rise in churn rates. Diagnostic analysis can help you uncover the changes in customer behavior, [customer service](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) response times, and other factors that might’ve caused your customers to churn. Diagnostic analysis can also help your team to reflect on wins. If sales reps drastically increase their [deals won](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/), you can analyze their length of calls, number of emails, time for contract approval, and more to assess what worked well. Plus, if your company uses conversation intelligence tools, diagnostic analysis can also consider *what* your seller said to clients. This can help you identify your organization's best sales strategy and inform the sales enablement strategy. [Enablement, RevOps, GTM, and more with Bill BallBill Ball, Fractional Revenue Enablement, Global GTM, and Sales Performance Consultant discusses enablement, RevOps, GTM, and more with host, Sandy Robinson.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-2.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_-2.png)](https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/) ## Predictive analytics Predictive analytics asks what’s likely to happen based on historical data. It can help you predict outcomes and test theories using machine learning and [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/). These predictions can also help you spot emerging market trends in your industry. While [data hygiene](https://www.revenueoperationsalliance.com/tag/data-hygiene/) is important for all types of analytics, the errors of poor data are compounded in predictive analytics, so it’s important to use accurate data to produce as accurate a prediction as possible. ### How to use predictive analytics There are a few steps involved in predictive analytics: 1. Identify the problem and define what to predict. 2. Collect the data you’ll need for analysis. 3. Organize and cleanse the dataset. 4. Define your objective (what will you achieve through prediction?). ### Use cases The most obvious use case for predictive analytics is in [sales forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/). By compiling sales pipeline data, AI can accurately predict what your revenue will look like next quarter. This can allow data-backed decisions around sales strategy, budgets, and other key business decisions. [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-3.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ## Prescriptive analytics Prescriptive analytics is the most powerful form of business analytics, as it allows the data to tell you the best course of action for your business. This data takes into account the insights from the other stages and compiles them with AI to suggest the best corrective action to get to your desired business outcome, such as reduced churn rates, or increased win rates. A basic example of prescriptive analytics you’re likely familiar with is Google Maps’ directions feature, as it outlines the best way to get from A to B within your preferences (eg. walking, public transport, avoiding highways, etc.). With this concept applied in your organization, you can make true data-backed decisions. ### How to use prescriptive analytics Prescriptive analytics isn’t something you can jump straight into, it’s crucial to build up your organization’s data maturity first. Without a strong data foundation for your recommendations, they’re likely to be vague, or unhelpful. Increasing your accurate data points will drastically improve the quality of your AI tool's recommendations. ### Use cases If your organization’s product fluctuates in demand or is highly seasonal, you could use prescriptive analytics to adjust your [pricing](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/) to account for these changes. Some real-life examples of this include **Uber** and **Ticketmaster’s** use of dynamic pricing. But fair warning, as both of these dynamic pricing strategies have proven controversial in the past, it’s still important to run these changes past a human for final sign-off. Another use case of prescriptive analysis is flagging employees who may need some additional [training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) or support to your sales enablement team. If your AI tool spots a trend in your sales rep’s performance it could automatically enroll them in a specific enablement program to improve their performance. [Game on: Get your sales team pumped with these 5 training competition ideasDebbi Varela talks us through five training competition ideas for your sales team, to enable their success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-4.png)Revenue Operations AllianceDebbi Varela![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/22.png)](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ## Bringing them together We’ve hinted at this already but these four pillars come together to create an unstoppable data-powered organization. By working your way along these four pillars of the data maternity model, your organization will unlock new data capabilities to ensure your revenue team can make informed decisions. From sales and marketing strategy to training your team, going beyond descriptive analysis allows you to solve problems, predict future outcomes, and discover the best course of action (according to the data). > So long guessing game, hello data-informed decisions! 😍 ## Improving data analytics with AI To make the most of your data, consider onboarding an AI tool to support your analysis. AI can provide insights quickly, and prevent human error from skewing your results. Revenue intelligence software is a game changer when analyzing your revenue data, quickly pulling out actionable insights from a ton of data. But make sure to select the tool that’s best suited to your business needs and budget requirements. 💡 ****Top tip:** Make sure your AI tool follows data privacy best practices and your data is stored securely – if in doubt use test data or double-check before uploading sensitive information. ### How to effectively build a RevOps system from scratch URL: https://www.revenueoperationsalliance.com/how-to-effectively-build-a-revops-system-from-scratch/ Last updated: 2025-08-05T06:55:41.000Z If you're in the RevOps world, you know we're in the middle of a gold rush right now. [Revenue operations](https://www.revenueoperationsalliance.com/tag/revenue-operations/) is one of the hottest, most sought-after roles in the business world, and for good reason! I'm Josh Pudnos, VP and Global Head of Revenue Operations at Exiger. When I stepped into my role at Exiger, I knew I was in for a challenge. Imagine this: a 10-year-old company transitioning from a due diligence solutions provider to an enterprise [SaaS](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) player in the third-party and supply chain risk management space. Oh, and did I mention the ambitious goal of 65% growth from the previous year, all while staying profitable? No pressure, right? Today, I want to take you on a journey through the good, the bad, and the ugly of creating a RevOps system from scratch. I'll share four things I would never do again when [building a RevOps program](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/), and a few strategies that I'd definitely repeat. Whether you're just starting your RevOps journey or you're looking to level up your existing program, I hope my experiences can help you navigate the complex world of revenue operations more effectively. So, let's dive in! ## **Establishing a clear mission for RevOps** From day one, I knew I had to prevent our team from being seen as mere "firefighters" or "Salesforce jockeys." Revenue operations is so much more than that, and I wanted to make sure we had a seat at the table. So, I crafted a mission statement. It might sound a bit buzzwordy, but stick with me here: > "Our team's mission is to better measure, understand, trust, and drive our go-to-market strategies." This mission statement became our North Star. Every task, every project, every fire drill – if it didn't align with one of these goals, it went to the bottom of the priority list. This approach helped us stay focused and, more importantly, educated our stakeholders about the true value of RevOps. [Cracking the C-Suite code: Securing buy-in for RevOps successLearn the key strategies for securing C-suite buy-in for RevOps success with Senior Director of Revenue Operations and Enablement, Imani Chopin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceImani Chopin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/Securing-C-suite-buy-in-for-RevOps-success-1.png)](https://www.revenueoperationsalliance.com/securing-c-suite-buy-in-for-revops-success/) ## **Key initiatives in building our RevOps program** Now, let's talk about the nitty-gritty of what we actually did. Our first three quarters were a whirlwind of activity. Here's what we tackled: 1. **Reforming Salesforce and aligning sales processes** Our [Salesforce](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) instance was, to put it mildly, a mess. No methodology, inconsistent usage, you name it. We had to establish clear rules about who could work on what, implement a pipeline inspection process, and create a [forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) methodology. 1. **Implementing new tools for pipeline building** We brought in a sales engagement platform to provide workflows for building pipeline faster and better. This also helped us capture activity data to understand what it really takes to generate and close a deal. 1. **Data clarity and CPQ implementation** We cleaned up our Salesforce data and implemented a CPQ solution. This was crucial for ensuring accurate revenue classification and getting granular insights into our product mix. 1. **Structuring the team for scalability** We set up systems for managing our quarterly initiatives, project planning, and ticket intake. This helped us balance strategic objectives with day-to-day operations. _This post is for paying subscribers only._ ### What is revenue performance and how do you improve it? URL: https://www.revenueoperationsalliance.com/what-is-revenue-performance/ Last updated: 2024-09-16T14:41:12.000Z ## What is revenue performance? Revenue performance is a key performance indicator (KPI). It describes how an organization’s sales and marketing efforts are performing. It can also describe the revenue products or services make versus their costs. Revenue performance is derived from other revenue-related metrics. These include customer lifetime value, customer acquisition cost, retention, and churn rates. 📈 Keep reading for a [****list of KPIs**](https://www.revenueoperationsalliance.com/p/9ee4af52-b13d-479b-97ad-230ec276fb11/#13-kpis-for-measuring-revenue-performance) you can use to measure revenue performance. ## **What is revenue performance management?** Revenue performance management is the process of measuring, analyzing, and optimizing revenue performance. Businesses do this by tracking relevant revenue KPIs and the efforts that drive them. The two greatest drivers are the number of customers you can win and keep, and their lifetime value. Improving these two metrics is the ultimate focus of revenue performance management. ### **Why revenue performance management is important** Every business wants to be as profitable as possible. For you to get paid, you need to be able to increase that profitability. To increase profitability, you need to understand the factors that drive revenue. Revenue performance management is the process of optimizing those factors. You make it your job to understand the processes and behaviors impacting them. With that understanding, you can effect revenue-boosting change. Without this understanding, it’s hard to optimize the processes that drive revenue. As a result, any efforts to increase revenue will be hit or miss. Every arm of your business ties back to revenue in some way. So, revenue performance management (RPM) affects every corner of your org in some way. Sales teams convert leads. Customer success teams reduce churn and boost retention. Marketing teams shuttle more leads into the top of the funnel. Effective RPM takes all this into account. You'll work with leaders across teams to solidify strengths and stamp out weaknesses. --- --- ## **How to manage revenue performance** To manage revenue performance, you must understand the factors that contribute to revenue. From there, you need to know: 1. How to identify **which areas** need improvement. 2. **How to make** those improvements by effecting the right types of change. Of course, many factors contribute to a business’ [revenue cycle](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/). An excellent starting point is to: 1. Understand the key [metrics and KPIs that play into revenue](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). 2. Set up tracking for them where it doesn’t yet exist. 3. Understand the factors that drive those KPIs in your org. 4. Pick a few KPIs to improve, and develop a strategy for changing behaviors in ways that will improve them. **First, let’s take a look at the KPIs that drive revenue:** ### **13 KPIs for measuring revenue performance** Before you can manage your revenue performance, you need to know where you’re at. KPIs that help you measure how well you’re acquiring (and keeping) customers, and increasing their lifetime value, will help you figure out how effective your processes are. **Here are 13 of the most important KPIs for measuring revenue performance:** 1. Total revenue 2. Conversion rate 3. Close rate 4. Sales by region 5. CAC 6. LAC (lead acquisition cost) 7. Retention 8. Churn 9. CLTV 10. Average deal size 11. Gross profit margin 12. Market share 13. Profitability #### **1) Total revenue** Total business revenue is an important top-line figure. We’re interested in trends over time, here – whether overall revenue is rising or falling. #### **2) Conversion rate** Getting more customers increases your revenue. Take an interest in sales performance and look for ways to improve it, but also look for ways to increase the number of leads you manage to get to the discovery call stage. Take interest in all stages of the sales pipeline when looking at conversion rates. #### **3) Close rate** Don’t just pay attention to the percentage of leads you’re managing to convert into paying customers. Take an interest in the close rates of individual sales reps, or aggregate the value across teams if you have multiple sales teams in different states or regions. These performance figures can reveal valuable information about both your reps’ performance, and about the demographics you’re targeting. #### **4) Sales by region** If yours is a large organization, sales in some regions might be markedly lower than in others. Marketing campaigns might not translate well across cultures, or your sales teams might be under-skilled in those regions. Examining sales by region can highlight regions that need attention. #### **5) Customer acquisition cost (CAC)** There are costs involved with getting a customer onboard. Reducing these costs increases the amount of profit you’ll make per customer, and reduces the amount of time you need to have them on your books before they start turning a profit. #### **6) Lead acquisition cost** Just as there are costs associated with taking a customer through the entire sales cycle, there are always going to be customers you don’t close. There’s a lot you can learn from the leads you never manage to convert, so it’s wise to pay attention to them. The cost of acquiring leads is the first obvious, associated metric. If you can acquire the same number of leads for less, you’ve got a more efficient sales funnel. These savings will trickle down into lower CACs, and increase revenue through greater efficiency. #### **7) Retention** Everyone knows it’s cheaper to keep a customer than to acquire one. So keeping around the accounts you’ve already won is crucial. If retention is low, you’re losing hard-won customers. This, of course, negatively impacts revenue. #### **8) Churn** The other side of the retention coin is churn. Your churn figure shows the number of customers you’re losing for every new customer you gain. High churn means low retention, which puts more pressure on your sales and marketing teams to generate new leads and convert them. #### **9) Customer lifetime value (CLTV)** Customer lifetime value is a powerful summary statistic. It describes how much your customers spend with you before they churn. Increasing this number is a sensible goal for every business and, as we’ll discuss in the next section, there are many ways to get there. #### **10) Average deal size** This one’s a no-brainer. Increase your average deal size, and you increase your revenue. Tracking this number and rewarding your salespeople when they increase it incentivizes them to upsell and cross-sell effectively – two very effective ways of increasing average deal size. #### **11) Gross profit margin** Your gross profit margin is calculated as your revenue minus cost of goods sold (COGS). In other words, the amount of money you make from sales, minus the CAC and cost of fulfillment. Gross profit margin is a great “final” metric by which to judge your revenue performance. More efficient RPM means more revenue at lower costs. In other words: higher gross profit margins. If your other revenue performance metrics look good, but gross profit margin looks low, increase it by finding high-value ways of fulfilling your service with lower costs than your current methods. #### **12) Market share** Moving onto broader overview metrics, the larger your market share (and the faster its rate of growth over time), the better your revenue performance will be. Market share statistics also take into account how you’re performing relative to your competitors – crucial to be aware of if you’re to hold a sustained competitive advantage over time. #### **13) Profitability** Lastly, and to tie things back to the beginning, your profitability is perhaps *the* most important metric of all. Just as you want to boost your total revenue by looking for, and fixing, inefficiencies, increasing CLTV, and improving conversion rates and lead numbers, you also want your final profit to be as high as possible by keeping costs low. Compare your profitability with your total revenue to identify places you might be able to cut costs. ### **Next steps** With a solid understanding of which factors in your business drive revenue, you’ll need to understand what behaviors and processes in your business play into those KPIs. From there, pick which KPIs to improve, and start working with leaders in other teams to change and improve those metrics. In the next section, we’ll look at various ways you can do that, and provide a simple mental model for prioritizing your efforts. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) --- ## **How to increase revenue performance (with 3 real-life examples from an expert)** On the face of it, the number of possible approaches to improving your revenue performance might seem overwhelming. A modest version of the process might look something like this: 1. Perform market / customer research 2. Win buy-in from business leadership 3. Achieve alignment with other departments 4. Optimize your pricing 5. Focus on improving high ROI metrics (like retention and churn, CLTV, and conversion rates) **But, with a bit of thought, we can simplify this dramatically:** ### **Only two ways to increase revenue** In *$100 Million Offers*, business guru Alex Hormozi says there are really only three ways to increase revenue: 1. Get more customers. 2. Increase a customer’s average purchase value. 3. Get the customer to buy more times. Points two and three, he goes on to say, are really just one point: Increase customer lifetime value (CLTV). So, you need to get more paying customers, or you need to increase the amount a customer spends with you before they leave. Either by paying more for the stuff they already use, or by paying you more times for more things. (Think upsells and cross-sells.) New pricing models can help you achieve this, too, but only if the pricing changes don’t cause a drop in the number of paying customers you have (either through higher churn or lower conversions) large enough to offset the additional profits from your new pricing model. --- [How using AI can boost your revenue performanceStewart Townsend shares how utilizing AI can bring your revenue performance to new heights and keep you one step ahead of the competition.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--23---1-.png)](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) --- ### **3 revenue performance-boosting examples from an expert** At the core of any revenue operations model is Go-to-Market *alignment*. If you want to achieve alignment, you need to have a **common language**, and a common goal, with other stakeholders across the business. Katyusca Barth, Global Head of Revenue Operations at ITRS Group, gave some in-depth examples of ways to drive revenue performance in her presentation at the Chief Revenue Officer Summit in 2022. **Here are three of them:** 1. [Achieving **alignment**](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) by creating a common language. 2. Using data and intelligence to [optimize your **pricing** strategy.](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/) 3. [Auditing tech stacks](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) to identify operational **inefficiencies.** #### **1)Create a common language** **Katyusca’s first example shows how tackling creating a common language can help you achieve alignment, in turn helping to convert more leads into paying customers, thereby increasing revenue.** In Katyusca’s words, here’s an example of how common language is an important driver for revenue operations. > **"Here’s the problem we were facing:** > "We were in a post-acquisition, PMI scenario. We had a pretty aggressive cross-sell target. There was a lot of investor pressure, and we were behind. > "When we started looking into why we weren’t getting there, we had different sales teams, different sales coaches, and different processes. > "We were still operating in three different CRMs at the time, and there was significant pressure on the sales team to build that cross-sell pipeline, which was one of the key reasons for the acquisition in the first place. > **"So what did we do?** > "The first thing was to create a common language and map where and how we could connect the various parts of our fractured pipeline together. > "We also created a cross-sell program, which helped us focus the sales managers. > "Another of our challenges post-acquisition was we had a huge influx of prospects for each part of the business, so we leveraged product and usage intelligence to build a list of targeted accounts… > **"But the question was: Where do we go first?** > "Helping our managers prioritize which leads to target alongside the rest of the pipeline was critical. Having that intelligence, connecting it, and creating that common language is what really helped us drive that cross-sell. > "We increased the pipeline by about 200% after implementing this cadence, and took away a lot of distraction from the sales managers, helping them focus on the cross-sell." #### **2) Leverage data and intel** **Katyusca’s second example shows how she was able to win more customers, and increase CLTV with more effective pricing models and upsells.** > "The second example is about intelligence, and it's one of my favorites. > "A long time ago, I was a deal desk, which is the most ungrateful job anyone can ever have. In this scenario, there were almost 400 salespeople in the organization globally. It was a very transactional, high-volume kind of business. > "We had very driven sales managers driving their pricing and deals on a quarter-by-quarter basis. > "As a deal desk, though, there were some behaviors that were quite harmful. But it was really hard to translate that into something actionable and get managers to listen. > "So fast-forward a few years. I’m Head of Ops, and I built a pricing model with our pricing analyst that we fed into a Business Intelligence (BI) tool. We loaded five years of pricing and discounting behavior on the sales team into it." > "Here are a few things that pricing model helped us accomplish: > **One:** > "We found that, a few years prior, this company had a major price model change. After the change, there was a clear dip in the model — it was showing that the changes to the pricing model were harming sales. > "So, as a result of that pricing analytics program, we could see (and roll back) harmful changes to pricing models." > **Two:** > "We were able to simplify the customer journey by altering our pricing. We reduced the complexity of our invoicing, and in the number of price points offered to the customer." > **Three:** > "We also started sharing our data globally. Every sales manager had their team's pricing behavior available at their fingertips at all times. > "This gave us a case to suggest small but mighty behavior changes. > "We set a target for sales teams to price 5% more on their user charges, for example. 5% is a small percentage, but this had a massive impact on our revenue: For the first year, we managed 30% year-on-year growth. > "I checked in with my friend who's still there, and to date, this model has generated over $60 million just directing on best pricing practices. > "It took a number of years, and it took people trusting the facts we were presenting to them, but without that data and analysis, this wouldn’t have been possible." #### **3) Audit your tech stack** **Katyusca’s final example is about how tech stack inefficiencies can block your business from maximizing its revenue performance.** > "One experience I had as a business analyst (BA) springs to mind. > "I was a new BA on the IT side, working on Salesforce enhancements. I took on a project where our legal team had purchased a new piece of software. > "This software was *not* compatible with how we did business. But we’d bought it, and had a contract of about a year with it, so we had to implement it. > "It was obviously a nightmare. The tool didn't fit how we were selling, and how our sellers were behaving. > "I can’t emphasize enough the importance of having a team that’s responsible for owning the full tech stack for Go-to-Market. And from then on, it became a real passion of mine to think about tech stacks and productivity tools. > "When you have siloed decisions, like what happened with that legal team, one team might buy a piece of technology to solve a problem, but that tech can create new problems of its own in other teams. > "If you’re not careful, you can find yourself with a very expensive tech stack, a lot of overlapping technology, and low adoption. Then you have conflicting data, telling you different things, and you undo the hard work you did creating a common language and common goals. > "To fix this, we did a full evaluation, and spent two months looking at what our users were doing. We looked at adoption data, who was using the pieces of technology, and what they were doing with it. > "We now find ourselves with a 25% reduction on our tech stack run rate in terms of cost. We've replaced two systems our teams weren’t using, and we found other tools that would better serve our purposes. > "This has significantly changed the experience for our teams. > "Ultimately, you can have a lot of data and tools available to you, but the experience of the sales users and people in the field is going to drive how good your data inputs are — and therefore your data outputs." --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) --- ### Reducing friction between RevOps and enablement, with Roderick Jefferson URL: https://www.revenueoperationsalliance.com/reducing-friction-between-revops-and-enablement-with-roderick-jefferson/ Last updated: 2024-09-25T17:49:31.000Z On this episode of RevOps Unboxed, Sandy Robinson sits down with veteran Roderick Jefferson, CEO and Fractional GTM Transformation Leader at Roderick Jefferson & Associates. They discuss how RevOps and revenue enablement should work together, removing friction and building the relationship, the challenges with gaining buy-in, and more. **Listen now!** 👇 ## About our guest, Roderick Jefferson Roderick Jefferson is CEO and Fractional GTM Transformation Leader at Roderick Jefferson & Associates. Roderick's mission is to partner with go-to-market teams to succeed by providing them with the best GTM transformation solutions and services that address their needs and challenges. Roderick is a Senior Executive, award-winning sales enablement practitioner, global keynote speaker, and author of the bestselling book “Sales Enablement 3.0” with a 25+ year career in a variety of sales, sales enablement, & customer experience roles at some of the most effective B2B SaaS tech companies in the world. ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ### Implementing RevOps as the first hire URL: https://www.revenueoperationsalliance.com/implementing-revops-as-the-first-hire/ Last updated: 2025-08-04T15:22:35.000Z *This article was adapted from Oscar's conversation on RevOps Unboxed with Sandy Robinson.* [*Listen now.*](https://www.revenueoperationsalliance.com/navigating-revops-as-the-first-hire-with-oscar-armas-luy/) --- Throughout my career, I’ve had the unique experience of being the first RevOps hire at multiple organizations. Today, I want to share my journey and insights on implementing revenue operations from the ground up. Whether you’re considering stepping into a similar role or you’re a leader looking to bring RevOps into your organization, I hope my experiences will provide valuable guidance. I’ll cover: - My career journey - Challenges of being a first hire - Best practices for implementing RevOps ## My career path My career in [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) has been a journey through various company sizes and structures. I started in sales ops at SAP, a Fortune 500 company, where I wore multiple hats from analyst to business partner. From there, I moved to Phenom, a VC-backed unicorn startup, where I got to experience the fast-paced startup life. Now, at Beeline, I’m part of a 20-year-old, private equity-owned, high-growth organization. This diverse experience has given me a unique perspective on implementing revenue operations in different environments. I’ve seen the inner workings of public companies, VC-backed startups, and PE-owned growth companies. Each has its own challenges and opportunities when it comes to RevOps, so without further ado let’s discuss my learnings from being a first RevOps hire. [8 career paths into RevOps \[podcast highlights\]Join us as we traverse the career journeys of eight revenue experts, and highlight the expertise of our recent podcast guests. Get inspired!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--21-.png)](https://www.revenueoperationsalliance.com/8-career-paths-into-revops/) ## The challenges of being the first RevOps hire ### Role expectations vs reality One of the first challenges you’ll face as the inaugural revenue operations hire is understanding what the organization truly needs versus what they think they want. In my experience, many of these first RevOps roles are created because someone got a job description from their VC, PE firm, or a board member, and the company rolled with it. The key is to figure out what they’re *looking for* and what they *actually* *need*. These two things, in my experience, typically aren’t the same. Everyone’s usually on the same page about the results they want to drive - typically some variation of bookings, ARR, or NRR. But the way they think they’ll get there is often detached from what you could achieve if you had the data and [processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) in place. ### Balancing sales ops vs true RevOps responsibilities Another challenge is that many organizations think they’re hiring for a RevOps role when what they really want is a sales ops position. This disconnect can lead to frustration on both sides. As the RevOps hire, you might find yourself primarily focused on sales-centric tasks like managing commissions or sales forecasting, rather than looking at the entire revenue lifecycle. To address this, I like to ask a specific question during the [interview](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/) process: “How will my role add value to your team?” This question can reveal how closely different functional leaders see themselves working with RevOps. It’s a non-confrontational way to gauge expectations and identify potential silos or resistance you might face. > In my opinion, one of the key differences between [sales ops](https://www.revenueoperationsalliance.com/lessons-from-linkedin-sales-operations-at-scale/) and true revenue operations is the ability to bridge silos across different functions. At Beeline, our RevOps team includes sales ops, enablement, and our sales tools and technology team. We also oversee the [SDR](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) function, which is a bit unique but has worked well for us. This structure allows us to take a holistic view of the revenue lifecycle, from initial outreach through to closed deals and beyond. It enables us to identify and address inefficiencies that might otherwise fall through the cracks between departments. [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ### Navigating misconceptions and fear of change When you step into a new RevOps role, be prepared for people to have their own ideas about why you’re there. Most of these ideas will be untrue, and some might even cause sellers anxiety. I’ve seen situations where simply asking questions caused concern among team members who thought I was there to cut jobs or mess with commission plans. To navigate this, I’ve learned to be proactive in communicating my role and intentions. I work hard to level-set why I’m there, why I’m asking questions, and what I hope to achieve. Often, especially in the early stages, what I hope to achieve is simply to learn. Being transparent about this can help alleviate fears and make people more open to collaboration. While explicit feedback collection (directly asking for opinions) is important, I’ve found great value in collecting implicit feedback as well. > For example, when considering removing a field from [Salesforce](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), instead of asking everyone if they use it, I might just make it invisible for a while and see if anyone notices. 👀 Sometimes, I’ll get an immediate ping asking where a field went, which opens up a conversation about how that person is using the data. Other times, months might go by without anyone mentioning it, which tells me it’s safe to remove permanently. This approach allows me to make improvements without triggering the natural resistance people often feel when told something is being taken away. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ## Implementing revenue operations: Where to start ### Assessing the current state When I first joined Beeline as the RevOps lead, I started by trying to implement all the RevOps basics - pipeline reviews, [dashboarding](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/), [scorecards](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/), you name it. But I quickly realized I needed to take a step back. Many of these ‘fundamentals’ were foreign concepts to the team I was working with. This wasn’t their fault; they simply hadn’t been exposed to these ideas before. So, my first real task became learning where the organization was at that moment. I needed to understand the current processes, tools, and pain points before I could effectively implement changes. ### Prioritizing high-impact, low-disruption changes After assessing the current state, I focused on identifying the least disruptive, highest-impact changes we could make. This meant starting with our sales tools and technology. We had tools that were being underutilized, configurations that no longer made sense for our current state, and processes that no one could remember the rationale behind. By focusing on optimizing our existing [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/), I could add immediate value without causing significant disruption. It was a low-risk way to start poking and prodding at processes while building trust with the team. [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--58-.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) ### CRM optimization One of the biggest wins we had early on was reimagining how our team used Salesforce. I remember a sales rep telling me, **“Salesforce exists for our private equity owners, not for me.”** This comment highlighted a significant opportunity. My job became showing the team how the CRM could work for them, not the other way around. > The key is to make data entry as intuitive and seamless as possible. This might mean integrating data collection into the natural workflow of a sales call, or using automation to populate fields based on other actions. The goal is to get the data we need without it feeling like extra work for the team. As we worked on optimizing our CRM, one of the key principles I followed was simplification. There’s often a tendency in organizations to keep adding fields, processes, and complexity to the CRM over time. This can lead to a cluttered, overwhelming interface that users resist engaging with. To combat this, I always approach problems with the question: “What can I subtract?” Sometimes this means literally removing fields or steps in a process. Other times, it means finding ways to combine data points or tweak existing fields to capture richer information without adding complexity. We collaborated on making changes that would make the sales team’s lives easier while still providing the data and insights needed at the leadership level. It’s an ongoing journey, but by focusing on delivering value to the end-users, we’ve seen a significant improvement in adoption and data quality. [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Framework_Tiles_5_data_hygiene.jpg)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) ### Cross-functional alignment As a RevOps leader, you’ll often find yourself in the middle of organizational conflicts. Different departments may have competing priorities or conflicting views on how processes should work. Your role is to navigate these conflicts and find solutions that benefit the organization as a whole. I’ve found that the key is to always keep the end goal in mind. Whether it’s improving the [customer experience](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/), increasing revenue, or enhancing operational efficiency, having a clear objective can help cut through departmental disagreements and focus everyone on what really matters. One of the most important lessons I’ve learned in my RevOps career is the difference between influence and control. As a good RevOps professional, you have the ability to influence organizational dynamics, but you don’t have the ability to control them. Instead of getting frustrated when faced with organizational resistance, I’ve learned to adopt a “How can we?” mindset. This approach focuses on finding creative solutions and workarounds rather than getting stuck on why something can’t be done. It’s about being adaptable and resourceful in the face of challenges. [Aligning sales leadership and RevOps for success with Ian GraceIan Grace, Vice President of Sales at Ocrolus, discusses how revenue operations can effectively align with sales leadership. Listen to the full conversation.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/ROA_Unboxed_Podcast_GuestSpeaker_Meta_--3-.png)](https://www.revenueoperationsalliance.com/aligning-sales-leadership-and-revops-for-success-with-ian-grace/) ## Key takeaways for aspiring RevOps professionals As I reflect on my journey as a first RevOps hire across different organizations, a few key lessons stand out: **1\. Understand the landscape:** Take the time to really understand the organization’s current state, pain points, and goals before implementing changes. **2\. Start with quick wins:** Focus on high-impact, low-disruption changes that can demonstrate the value of RevOps early on. **3\. Prioritize user experience:** Always consider how changes will impact the day-to-day work of your sales and marketing teams. Aim to make their lives easier, not more complicated. **4\. Communicate clearly:** Be transparent about your role, your goals, and the reasons behind the changes you’re implementing. This can help alleviate fears and build trust. **5\. Be flexible:** What works in one organization might not work in another. Be prepared to adapt your approach based on the specific needs and culture of each company. **6\. Focus on influence, not control:** Recognize that you can’t control everything, but you can influence outcomes through collaboration, data-driven insights, and a solution-oriented mindset. Finally, when considering a RevOps role, especially as the first hire, it’s crucial to assess whether the organizational dynamics will allow you to succeed. Look for alignment between leadership’s expectations and the realities of implementing effective revenue operations. The right fit will enable you to drive meaningful change and truly showcase the value of a robust RevOps function. Remember, as the first RevOps hire, you have the unique opportunity to shape the role and its impact on the organization. It’s challenging, but with the right approach, it can be an incredibly rewarding experience that drives significant value for your company. --- [Create the perfect revenue operations structureGetting your RevOps team structure right is key to building and scaling a successful revenue operations organization. Learn more about building your team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/Meta-image--64-.png)](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/) ### What's the role of storytelling in revenue operations URL: https://www.revenueoperationsalliance.com/storytelling-in-revenue-operations/ Last updated: 2025-08-04T15:23:11.000Z In the realm of [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps), where success hinges on aligning sales, marketing, and customer success efforts to maximize revenue, storytelling emerges as a crucial skill. It’s not merely about presenting data or outlining strategies; effective storytelling can be the difference between project buy-in and dismissal, ensuring every initiative resonates from inception to execution. Let’s dive into: - The importance of narrative - Constructing the full story - The power of context - Tailoring storytelling to different audiences - An example of successful storytelling - Crafting your narrative ## The importance of narrative A good narrative is like a **hidden revenue multiplier**. It doesn't just convey information; it aligns emotions, motives, and actions toward a common goal. This sentiment underscores the pivotal role storytelling plays in RevOps. When stakeholders—from frontline representatives to C-suite executives—can see themselves in the narrative of a project, they are more likely to support and champion it. > Every successful project I’ve completed in my career started with a carefully curated narrative. And I mean *every* project! Whether it’s a micro-proposal for customer service I created in my first associate role or a company-shifting proposal as the Revenue Strategy leader, I *always* start with a narrative. Making others understand, care, and buy-in to help is the crux of our roles as organizational strategists. Seeing the future is useless if you can’t make others see it. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ## Constructing the full story After trying countless scientific, and artistic at times, story-building methods, I always come back to this basic framework: 1. Identify the problem 2. Conduct thorough research 3. Propose a solution 4. Outline an execution plan While a fun, easy-to-remember acronym for the process would be great, this method isn’t meant for flashy pop culture. It’s meant to be a tried and true technique for creating a positive organizational impact. ![Identify the problem Conduct thorough research Propose a solution Outline an execution plan](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/Storytelling-for-RevOps.png) It takes a lot of effort to sit down, do the work, and really think through things before sharing your vision. For that reason alone, most impatient or nascent revenue operators often fail even though the mechanism is so clear and simple. Presenting a project without a narrative is like presenting a body without a soul. It may have all the parts, but without the cohesive story, it lacks the essence that engages and compels action. Think about those around you in your company who do a lot of work but don’t create change, make incremental revenue, or compel action. Every organization has them. This methodology is the difference between hardworking and impact-making. To impact or not to impact… as I’m sure Shakespeare would have said if he were a revenue operator. [Managing a major product change with Jordan Shaheen \[Video\]Jordan Shaheen dives into his experiences of managing the revenue strategy while moving from DTC selling to a B2B strategy. Watch the video.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/02/ROA_Youtube_Thumbnail_Template_.png)](https://www.revenueoperationsalliance.com/managing-a-major-product-change-video/) ## Context: The catalyst for understanding In revenue operations, context is not just complementary; it’ is essential. The common phrase "a text without context is a pretext" comes to mind. This aphorism underscores that presenting a project devoid of its surrounding context leads to misunderstandings and undermines its potential impact. Context provides the framework through which stakeholders interpret the significance of a project within the broader organizational strategy and market landscape. Funnily enough, I first came across this saying long before I entered the world of sales. My first exposure came back in my academic years studying late antique-medieval history–that was my undergraduate degree, believe it or not! In history as in business, a solution with an understood problem is both ineffective and unmotivating; two words a revenue operator never wants to hear. ## Tailoring storytelling for different audiences Effective storytelling in revenue operations must cater to diverse audiences, each with distinct needs and perspectives. For frontline representatives, who are focused on daily operations and client interactions, storytelling serves to bridge the gap between abstract strategies and tangible impacts on their workflows. [Frontline reps](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) don't have time to sift through data sheets or decipher complex strategies. They need a clear, concise narrative that shows them how a project directly improves their efficiency or effectiveness. On the other hand, executives rely on storytelling to gain quick insights into the strategic rationale and potential ROI of a project. Leaders don't have the bandwidth to delve into every detail. They depend on RevOps experts to distill complex initiatives into compelling narratives that highlight strategic alignment and business impact. I’ve found the most success acing audience comprehension by spending tons of time with the relevant parties, understanding how they think, what they think, and why they think it. In my customer operations days, I used to sit on the floor listening to hundreds of calls a week. When I moved into sales, I spent countless days on the road with our account executives selling in doctors’ offices. Even now in my strategy role, I do my best to build and maintain close relationships with colleagues in every department. However, spending time in the head of executives is equally important. Remember, your job is to convince everyone it’s a real problem and a good idea to fix it how you propose. Revenue operations is the sticky web connecting the top, bottom, and sides of a functional company. [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/Meta-image--58-.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) ## Case study in effective storytelling Earlier in my strategy career, I faced an interesting problem that nicely embodies this framework. The company was on track to spend hundreds of thousands of dollars over the proceeding few years because of a nuanced corporate infrastructure issue. It was something no one had ever really looked into or even noticed. Once we did though, it became our job to research the problem, investigate potential solutions, make a proposal, and then implement it. The largest obstacle though was taking a very technical, heady concept (minute corporate entity formation interactions) and conveying it in a digestible and clear format. After weeks of work, we were able to boil the problem down to a simple one-slide diagram that showed the crux of the issue at hand and the impact not addressing it would cause. It was simple enough for the uninformed audience yet detailed enough through available link-outs to satiate even the toughest corporate critic. Additionally, we created another simple slide showing the high-level framework of our proposed solution (which ended up being to create 50 small companies–and yes, it’s as wild as you imagine). We included a proposed timeline, short-term cost, and long-term ROI details. Thankfully, we consequently got the company onboard and began the large project of implementation, which is a whole other fun story in itself. Ask me about it sometime over coffee. 💬 Join Jordan and other revenue leaders in our [Slack community](https://www.revenueoperationsalliance.com/revenue-operations-community/) and collaborate with revenue operations pros around the world! ## Best practices for crafting your narrative To harness the power of storytelling in revenue operations, consider the following guidelines: 1. **Start with why**: Clearly articulate the problem your project aims to solve and why it matters to the organization's overall goals. 2. **Back with data**: Ground your narrative in robust research and [data analysis](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) to provide evidence of feasibility and expected outcomes. 3. **Highlight strategic alignment**: Connect your project to broader business objectives and market trends to demonstrate its relevance and potential impact. 4. **Simplify complexity**: Break down complex ideas into digestible chunks that resonate with different stakeholders, from frontline reps to senior executives. 5. [**Visualize success**](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/): Use storytelling techniques such as anecdotes, visuals, and real-life examples to paint a vivid picture of success post-implementation. 6. **Iterate and refine**: Continuously refine your narrative based on feedback and evolving project dynamics to maintain engagement and alignment. ![Best practices of RevOps storytelling - Start with why - Back with data - Highlight strategic alignment - Simplify complexity - Visualize success - Iterate and refine](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/Best-practices-for-RevOps-Storytelling.png) ## Conclusion In conclusion, storytelling is not merely a soft skill but a **strategic imperative** in revenue operations. Great vision without great storytelling is irrelevant. A compelling narrative not only communicates vision but also inspires commitment and action across organizational levels. Organizations that excel in revenue operations often prioritize effective communication and storytelling. Their ability to convey a clear narrative around initiatives enhances collaboration, reduces resistance to change, and accelerates implementation timelines. It serves as the conduit through which ideas are transformed into action, aligning stakeholders around a shared vision and accelerating the path to revenue growth. By mastering the art of storytelling—from constructing compelling narratives to tailoring them for diverse audiences—RevOps professionals can elevate their influence, drive project success, and foster a culture of collaboration and innovation within their organizations. > And remember, if a guy with no background in business and a niche understanding of late antique history can do it, you definitely can too! ### Cracking the C-Suite code: Securing buy-in for RevOps success URL: https://www.revenueoperationsalliance.com/securing-c-suite-buy-in-for-revops-success/ Last updated: 2025-08-05T06:48:25.000Z This article comes from Imani Chopin’s insightful talk at our **Austin 2024 Revenue Operations Summit**, check out her full presentation [**here**](https://www.revenueoperationsalliance.com/revenue-operations-summit-austin-2024-ondemand/?wchannelid=y7reakvhbt&wmediaid=52zfvpt70s). --- Ever felt like you're speaking a different language when trying to convince your C-suite about the value of revenue operations? Trust me, I've been there. I'm **Imani Chopin**, **Senior Director of Revenue Operations and Enablement** at **Brinks Home Security**. Today, I want to dive into a topic that's close to my heart: securing that elusive [executive buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/). Now, I'll be the first to admit – my journey into [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) wasn't exactly traditional. In fact, you could say I stumbled into it. But that unconventional path taught me some valuable lessons about navigating the complex world of B2C companies, breaking down silos, and yes, getting the big bosses on board with RevOps. In this article, I'm going to share my story of how we [implemented our RevOps function](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) at Brinks Home. We'll explore the strategies that worked, the challenges we faced, and the key lessons I learned along the way. Whether you're just starting your RevOps journey or you're looking to level up your game, I hope my experiences will give you some fresh ideas and maybe even a few "aha" moments. So, buckle up, and let's dive into the world of securing executive buy-in for RevOps success! ## **Strategies for securing executive buy-in** Now, let's get to the heart of the matter – how did we secure executive buy-in for RevOps? It wasn't an overnight process, let me tell you. But here are some strategies that worked for us: 1. **Consistent education** I became a one-woman RevOps education machine. I constantly shared articles about what alignment looks like with RevOps, the structure of RevOps, and its benefits. Did I annoy some people? Maybe. *But* it got the conversation started. Every time I came across a relevant article or case study, I'd send it to our leadership team with a note about how it could apply to our situation at Brinks. 1. **Leveraging industry events** We attended a Gartner conference for Chief Sales Officers. Lo and behold, RevOps was a hot topic there. Sometimes, hearing about a concept from external experts can be the push executives need. 1. **Building strategic partnerships** I was fortunate to have mentors in key positions – our CPO and our CTO. These relationships were crucial in building support for [RevOps across the organization](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/). I made sure to have regular check-ins with them, sharing my vision for our RevOps function and how it could solve some of the challenges we were facing. 1. **Aligning with business goals** This is crucial, folks. When I pitched RevOps to our CEO, I didn't go into a long-winded explanation. I simply tied it to a [metric](https://www.revenueoperationsalliance.com/tag/revops-metrics/) he cared about – customer lifetime value. That got his attention real quick. I showed him how RevOps could help us increase customer lifetime value by ensuring we were selling the right packages, providing better customer support, and reducing churn. 1. **Bringing in external expertise** Sometimes, it helps to bring in outside experts to validate your ideas. We had a growth operations expert speak to our CRO about the strategic value of RevOps. It added credibility to our efforts and helped cement the C-suite’s buy-in. She was able to share case studies and best practices from other companies that had successfully implemented RevOps, which all really resonated with our leadership team. _This post is for paying subscribers only._ ### Enablement, RevOps, GTM, and more with Bill Ball URL: https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/ Last updated: 2024-08-28T19:34:16.000Z On this episode of RevOps Unboxed, Sandy Robinson sits down with the experienced Bill Ball, to discuss the worlds of enablement, RevOps, GTM, and more. They discuss the role of RevOps in enablement, the challenges and opportunities facing enablement, and where enablement fits into GTM strategy. **Listen now!** 👇 ## About our guest, Bill Ball Bill is a Fractional Revenue Enablement, Global GTM, and Sales Performance Consultant at Oxygen Exp, with a wealth of experience across a number of organizations. Bill helps organizations grow and scale by catalyzing pipeline growth, improving talent through readiness, everboarding and advancement programs, improving GTM through buyer-centric messaging and program execution through scalable, repeatable motions, and improving the navigation of the business and its systems to drive efficiency/accelerate revenue. ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ### What does a revenue operations analyst do? And how much are they paid? URL: https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-analyst-do-and-how-much-are-they-paid/ Last updated: 2025-08-04T15:24:00.000Z [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) is a quickly growing business function which aims to increase revenue growth through improved operational efficiency. But what exactly does a revenue operations analyst do? And how much are they paid? Keep reading to find out. ## What’s a revenue operations analyst? A revenue operations analyst is an entry-level position in RevOps, which should set the foundations of your career in this emerging field. The revenue operations team works to support sales, marketing, and customer success teams by streamlining processes, analyzing data, and managing the tech stack. As an analyst, you’ll support senior RevOps team members in day-to-day tasks like [data cleansing](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/), and task automation. Depending on the company, this role might be a generalist position, where you’ll learn about all aspects of revenue operations, or a specialist role where you’ll develop your knowledge in one or two areas of RevOps. Some areas of specialization include: - CRM management - Data analytics - [Tool management](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) and tech stack building - Process automation and improvement - Revenue enablement - [Deal desk](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) While this is an entry-level role, many analysts have a few years of experience in sales, sales operations, or marketing operations before moving into RevOps. This experience is valuable to understanding some of the scope of revenue operations. ### Roles and responsibilities of a RevOps analyst Some responsibilities of a Revenue Operations Analyst include: - Analyzing revenue data to identify trends and areas for improvement. - Building [dashboards](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) and reports to provide insights to sales and marketing teams. - Working with cross-functional teams (sales, marketing, customer success, product, etc.) to improve operational efficiency. - Aiding the implementation of data-driven strategies to increase revenue. - Cleaning and maintaining the CRM database. - Providing recommendations for [pricing strategies](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/) and revenue optimization. - Conducting sales forecasts and pipeline reports. - Identifying and short-listing new technologies to optimize processes. - Tracking [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) to measure the success of revenue operations initiatives. [Sales forecasting for revenue operationsSales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## What’s a RevOps analyst’s salary? According to our [Revenue Operations Salary Report](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) 2024, the worldwide average salary for a Revenue Operations Analyst is **$48,367** pre-tax. In North America, the average analyst’s salary is **$65,000,** while in Europe the average is **$39,232** annually. These figures don’t account for any bonuses, commission, stock options, or additional benefits, but many analysts will also receive health insurance and other bonuses. ## An analyst’s career prospects RevOps analysts can be promoted to Specialists, with a few years of experience. As a specialist, you’ll take on tasks without support and may lead some initiatives. Our research suggests the average RevOps Specialist earns **$87,590** annually. This is quite a jump from analyst to specialist! With this in mind, analysts should seek additional responsibilities and gain experience and expertise in many areas to quickly progress. Even increasing your knowledge of the RevOps field is a huge help in boosting your early career. *Discover the full RevOps career path.* 👇 [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## 4 must-have skills for a revenue operations analyst Not sure what skills you need to get started in RevOps? Here are a few skills that’ll help you excel in your role as an analyst. ### Data analysis The ability to work with data is essential to working in revenue operations. Analytical skills and knowledge of data handling will go a long way in ensuring you can produce excellent dashboards and accurately forecast revenue. Data analysis is also used to find inefficiencies in the sales cycle, which can be improved by the revenue operations team. Without strong data skills, it will be difficult to spot these trends and take proactive action. It’s also important to have a basic understanding of data hygiene best practices to ensure you can effectively manage the CRM. ### Problem-solving Being able to solve problems creatively and justify why you chose a certain solution is a key skill in RevOps. You’ll face a lot of problems in your role, whether it’s a slow approval process, low tool adoption rates, or high churn rates, and it’s your job to solve the problem in the most effective way. Often you’ll need to back up these decisions with data to senior leadership, or you may be given awkward conditions to work around, that’s why creative problem solving (and the ability to back up your decisions) is key for RevOps roles. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Attention to detail While strategic RevOps initiatives may zoom out and look at the larger picture, many day-to-day tasks require a high attention to detail. For example, inputting the correct data into your CRM, creating automations, and calculating the sales forecast can all go wrong with one misclick. Paying attention to the details can help to prevent these costly mistakes. Some problems will also require specific and precise solutions, so it takes zooming in on the root cause of these problems and paying close attention to the details to effectively solve these issues. ### Proficiency in CRM software While not essential, having some experience using a CRM software like Salesforce, or HubSpot is valuable when moving into RevOps, as a lot of your role will involve using this platform. Whether it’s data cleansing, measuring KPIs, data analytics, or sales forecasting all of these tasks will involve being knees deep in the CRM system. But don’t worry if you don’t have experience, or have only used a different tool from the one at your organization, as you can quickly learn how to use this software. [Unlock your revenue potential with strategic Salesforce integrationsJoe Aurilia Jr. discusses how to utilize Salesforce integrations to boost revenue growth at different organizational scale levels.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--4-.png)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) ## How to upskill as a RevOps analyst Looking to take your skills to the next level, and bag your next promotion? This section outlines some ways you can upskill yourself as a RevOps analyst, whether you have a budget or not. ### Ask for feedback The easiest way to upskill as an analyst is to ask your manager for feedback on how you can improve, then do that! This is the best way to improve where you need it most as your manager will understand which skills or knowledge you lack, and be able to guide you towards improvement. Make sure to create a simple plan on how you can improve the areas your manager mentioned, and follow through, you can even use additional resources to speed up your learning. ### Networking Another way to improve your knowledge is to talk with others in your field. This includes your peers but also those working in more senior roles. You can ask questions, share information, and receive advice from those with more experience than yourself. 💬 In our [Slack community](https://www.revenueoperationsalliance.com/revenue-operations-community/), our members support each other by brainstorming ideas, answering questions, and sharing advice. It’s a great way to increase your knowledge and connections in revenue operations. ### Webinars and conferences Listening to keynote speakers talk about their experiences in revenue operations is a huge learning opportunity. Attending industry conferences such as our [Revenue Operations Summits](https://events.revenueoperationsalliance.com/) allows you to hear how experts think about certain topics and how they approach challenges. Don’t have the budget to attend in-person conferences? No worries, there are plenty of free webinars you can attend to get the same opportunity without the cost (or travel). ### Read books, reports, and blogs There are plenty of books, reports, and blogs out there to read up on any revenue operations topic you want to learn more about. Sometimes reading a few articles on a subject is all you need to vastly expand your knowledge. Whether it’s metrics, CRM management, data hygiene, tech stack management, or something else, there’s plenty online to help you achieve your goals. ### Courses Another way to take your skills and knowledge up a notch, is to complete a RevOps certification. These courses help to upskill you quickly, and immediately apply your new knowledge in your role. Our[**Revenue Operations Certified: Core**](https://certified.thealliance.io/course/revenue-operations-certified-core) certification is tailored to RevOps professionals in their early-mid career looking to increase their knowledge and practical abilities through a series of self-paced learning. You’ll learn: - What revenue operations truly means - How to build an impactful RevOps team - The keys to tracking your team’s success - How to enhance the function in your organization [Sign me up](https://certified.thealliance.io/course/revenue-operations-certified-core) ### How to revolutionize your revenue operations with AI URL: https://www.revenueoperationsalliance.com/how-to-revolutionize-your-revenue-operations-with-ai/ Last updated: 2025-08-05T06:37:28.000Z This article comes from **Julia Kim**’s insightful talk, ‘*Revolutionizing revenue operations by implementing AI for enhanced efficiency and growth*’, at our **New York 2024 Revenue Operations Summit**. --- Are you tired of slogging through the day-to-day grind of revenue operations, constantly searching for that elusive "silver bullet"? As the **VP of Revenue Operations** at **Electric**, I've been there, and I'm here to tell you that the key to transforming your revenue operations lies in a strategic, tech-savvy approach – one that harnesses the power of AI. Now, I know what you're thinking – [AI](https://www.revenueoperationsalliance.com/tag/ai/) can seem a bit daunting, especially for those of us who aren't hardcore techies. But I'm here to tell you that it doesn't have to be complicated. I firmly believe that AI is just another tool in our RevOps toolkit, and with the right mindset and approach, it can be a game-changer. So, let's dive in! ## **The power of predictive AI** When it comes to AI, I think a lot of people immediately jump to chatbots and [generative AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/), like ChatGPT. But the truth is, there are so many other powerful applications of AI that can have a huge impact on our day-to-day RevOps work. One area that's been a game-changer for us is **predictive AI**. You see, at the end of the day, our job is all about [forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) the future and making informed decisions to drive growth – and that's where predictive AI really shines. Think about it – with predictive AI, we can analyze historical data and identify potential future behavior patterns. For our marketing team, that means being able to forecast spend and target the right opportunities, even in tough economic times. For our sales team, it means having more accurate forecasts that incorporate a wealth of data points, helping us be more responsive to changing market conditions. One of the best examples of this in action is how we've been using predictive AI to score churn risk. In challenging economic times like these, retaining our customers is crucial, and predictive AI has enabled us to identify at-risk accounts much earlier. That way, our customer success team can proactively reach out and address any issues before they escalate. [AI and the art of B2B marketing: privacy, governance, and opportunityWith the rise of AI tech, it’s important to stay ahead on privacy and data governance to allow your marketing to benefit from AI usage without risk.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceAvi Bhatnagar![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_3_governance_data_privacy.jpg)](https://www.revenueoperationsalliance.com/ai-and-the-art-of-b2b-marketing-privacy-governance-and-opportunity/) ## **Boosting productivity with generative AI** Now, I know what you're thinking – "But Julia, what about all the hype around ChatGPT and generative AI? How can that help us in RevOps?" Well, the truth is, generative AI can be an absolute productivity powerhouse when used strategically. There are *so* many ways we can leverage this [technology to streamline our workflows](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) and boost efficiency. _This post is for paying subscribers only._ ### What is revenue intelligence? Your comprehensive guide URL: https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/ Last updated: 2025-08-05T07:17:03.000Z Have you heard of revenue intelligence? It’s an amazing new technology that can handle all the data from your revenue function and give you real-time, actionable insights into your revenue cycle. While this might seem like an exaggeration, or even a fairytale, revenue intelligence really is a powerful tool in managing and analyzing your data. To learn how you can use it to grow your revenue exponentially, keep reading. We’ll cover: - [What revenue intelligence is](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/#what-is-revenue-intelligence) - [It’s benefits](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/#the-benefits-of-revenue-intelligence-in-revops) - [How to use revenue intelligence for growth](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/#how-to-use-revenue-intelligence-for-revenue-growth) - [Metrics to track](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/#what-are-the-most-important-revenue-intelligence-metrics) - [Features to look for in a revenue intelligence tool](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/#how-to-identify-the-best-revenue-intelligence-software) - [Revenue intelligence vs other intelligence tech](https://www.revenueoperationsalliance.com/what-is-revenue-intelligence/#revenue-intelligence-vs-similar-tools) ## What is revenue intelligence? Revenue intelligence is an emerging technology designed to make the processing of revenue data easier with the help of [AI and machine learning](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) (ML). This process collates all data sources your sales, marketing, and customer success teams use – customer relationship management (CRM) data, product usage information, website analytics, social media insights, [marketing campaign data](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/), and anywhere else your teams' store information – and brings them together in one place. This new source of truth in your organization can track customers along the entire customer journey better than even your CRM. How, you ask? By looking at data sources outside your CRM, revenue intelligence can offer insights into how a customer first became aware of your organization. > Did they follow you on social media, before heading to your website? Or did they find you via organic search before following you on social media? The same is true post-purchase, by looking into product usage data, social media interactions, and engagement with customer communications, you’ll have more insights into when your customers are likely to churn. If analyzing all that data sounds like a headache, don’t worry. Revenue intelligence isn’t just an overhyped data storage center – it goes a step further and analyzes all this data in one place. This provides you with detailed analytics and trends with increased accuracy (and less human error). The AI-powered models allow for advanced pattern recognition and predictive insights, providing you with actionable insights so you can take action to course-correct before your pipeline is affected. ### Why does revenue intelligence matter? The sales landscape is changing rapidly, making it harder than ever to get ahead. It’s no longer enough to use “gut feelings” or “the way we’ve always done it”. Revenue intelligence provides data that revenue leaders could only dream of a few years ago, allowing data-driven sales, marketing, and customer success decisions to be made at every step of the buyer journey. This technology allows you to gain advanced insights into buyer signals and churn risks, segmentation and targeting data, and revenue and pipeline forecasting (just to name a few use cases). And as more and more organizations add revenue intelligence platforms to their [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/), it becomes increasingly likely that you’ll fall behind by not using this new technology. Think of it this way, if your competitors can predict trends in your marketplace and course correct before you even know they’re coming – your revenue is at risk. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ### How does revenue intelligence work? Now we know how revenue intelligence can help, how does this process work, exactly? It’s time to break down the more technical details of what your revenue intelligence software works. It’s worth keeping in mind that different tools will have slightly different algorithms and may work slightly differently (we’ll get to that later), but typically revenue intelligence programs have these key steps. #### ****Step 1: Data collection** Without data, there’s no revenue intelligence. The first step is to connect up all your sources of data to your revenue intelligence platform so it can be captured in one place. No source of data is out of reach of revenue intelligence. You can track website traffic, buyer intent, content engagement, email opens/clicks, phone calls, answer rates, messages, callbacks, conversation intelligence, deal progression, adherence to sales playbook, highest-selling products, close rate, product usage, and so much more. It goes without saying but the [cleaner your data](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) is the more accurate your predictions and insights will be, so if you want to get the most of revenue intelligence ensure you implement a data hygiene strategy at your org. #### ****Step 2: Data analysis** Once you’ve set up your data collection, [AI and machine learning](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) algorithms will analyze the data, identifying patterns, trends, and anomalies. With this information, your software will transform this mountain of data into tangible recommendations for your business. Your tool can answer a whole host of questions, such as: - Where should our sales reps focus their efforts? - Which prospects have the greatest impact on revenue? - Which existing upsell/cross-sell opportunities are we missing with our current customers? - Based on our win rates, what’s the value of our current pipeline? - What are our revenue projections for the next 6-12 months? #### ****Step 3: Implementation** With the insights provided, you can start to implement real change in your organization – backed up by real-time data flowing through your revenue intelligence solution. Whether this is building new sales enablement content, optimizing a newly uncovered bottleneck, revamping your messaging strategy, or following up with your most ‘at risk’ accounts, you’ll have the data to back up your decisions. ## The benefits of revenue intelligence in RevOps Revenue intelligence can make the role of a revenue operations professional much easier and more manageable. From better insights to reducing data silos, let’s look at a few benefits this tool offers [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) practitioners. ### Full visibility of the customer journey CRM data is the lifeblood of most organizations, but it doesn’t capture all the smaller touchpoints in the [customer journey](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/). As we’ve explained, revenue intelligence is designed to [integrate data](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) from multiple sources, covering a wider range of customer interactions such as website engagement, social media interactions, and product usage. These data points won’t appear in your CRM, meaning you may miss out on crucial data surrounding the top of your sales funnel and the reasons behind churn post-purchase – revenue intelligence provides that visibility. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_6_customer_journey_mapping.jpg)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ### Better analytics and data Instead of manually pulling out data, plugging multiple tools into your CRM, or using a makeshift spreadsheet, revenue intelligence offers a simpler solution to your revenue operations needs. Analyze thousands of data points in the blink of an eye and get recommendations backed up by data to present to your leadership team. Need to find the bottleneck in your sales process? Or need to spot trends in customer churn? Or maybe you need to know how conversation length affects close rate? Now, imagine what a relief having one solution to all of these problems would be. That’s the benefit of revenue intelligence for RevOps. ### Accurate forecasting If that wasn’t enough, revenue intelligence can produce ultra-accurate [sales forecasts](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) using AI and ML algorithms. This system can account for thousands of variables to give you a precise estimate of what deals will close in the upcoming months. Thus creating more accurate predictions than previously possible. But this solution can do more than predict sales, revenue intelligence can see data trends and use predictive analytics to predict customers likely to churn, which products will best suit prospects, changes in customer behavior, and more. In a nutshell, it’s a powerful tool for staying ahead of market trends and your competitors. [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ### Cross-functional alignment Your new favorite data tool can also reduce tensions in your revenue teams by [breaking down data silos](https://www.revenueoperationsalliance.com/alignment-cx-and-revtech-with-sandy-robinson/). Your sales, marketing, and customer success teams can rest easy knowing they all have access to the data they need to succeed. And as a RevOps pro, you can rest easy knowing you won’t get *quite* as many requests to share data from other departments. All your teams will have the same data, and even better, can now understand *why* decisions are made. > For example, when marketing teams complain that sales aren’t following up on MQLs fast enough, you can point them to the data showing how leads were prioritized by the sales team. ## How to use revenue intelligence for revenue growth With revenue intelligence the possible use cases are (almost) endless - so here are a few ways you can start to use these insights to increase revenue growth from the first day your system is up-and-running. ### Identify easy wins The insights revenue intelligence can offer your business will allow you to spot the small changes with huge impact for your revenue growth. AI can see trends that humans can’t, so you might be sitting on $1000s of untapped revenue potential. ### Data-driven decisions No more guessing games or gut feelings, use real-time data analytics to make your tactical and [strategic decisions](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/). Because at the end of the day, your business is too valuable to rely on opinions when it comes to generating revenue. ### Create a coaching culture Gain visibility into how your reps behave and what strategies and conversation styles work best for closing deals. Revenue intelligence can even provide insights into how closely reps align with your sales playbook. Your [revenue enablement team](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) can then use this data to build out training programs based around these proven tactics. Then your sales leaders can coach their reps on how to better apply these principles in their calls. ### Customer insights With more data points than just your CRM at your disposal you can gain a deeper understanding of what your customers think about your brand, what their pain points are, and what they love most about your solution. All this data, positive and negative can help to inform who your sellers prioritize, your market positioning and messaging, and your churn indicators. Helping you to sell more to the right prospects, and keep your customers loyal. [Sales forecasting for revenue operationsSales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## What are the most important revenue intelligence metrics? Just like any new strategy, tracking key metrics are vital for success (and proving your new tool’s value to your C-suite). So here are a few metrics you should be tracking to keep an eye on the health of your revenue organization. - **Deal velocity.** The speed deals move through the sales cycle to close. - **Open pipeline.** Total potential revenue from all currently open deals. - **Revenue attribution.** Tracks the origins of closed-won deals to specific marketing and sales activities. - **Forecast accuracy.** Measures how precise the predicted sales are compared to actual sales in that period. - **Pipeline coverage.** The ratio of total pipeline value to the sales quota - **Deal stage progression.** Tracks the advancement of deals along the sales cycle. - **Deal risk scores.** Predicts the likelihood of deals slowing down or being lost. - **Add-on opportunities.** Opportunities to upsell or cross-sell to existing customers. - **Activity metrics.** Measures actions taken by a sales rep (eg. emails sent, calls made, etc). [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## How to identify the best revenue intelligence software Just like any tool, there are a number of factors and features to consider when deciding which software is best for your business. That’s why we’ve created this handy list of things to consider when searching for your dream revenue intelligence platform. Does your chosen platform: - Integrate seamlessly with your existing tech stack? - Leverage your existing technology investments? - Have advanced analytics features for deeper insights? - Process data in real-time for immediate action? - Use AI capabilities for predictive accuracy? - Have an intuitive user interface? - Comply with security standards in your industry? - Have a smooth implementation and onboarding process? - Collect data from 3rd party sources automatically? - Clean and consolidate your data for analysis? - Segment data for granular analysis? - Provide actionable insights and data visualizations? [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_1_vendor_on_off_onboarding.jpg)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ## Revenue intelligence vs. similar tools Revenue intelligence offers a unique look into your business's data and revenue organization. But it can often get confused with other ‘intelligence’ platforms. This section aims to clear up this puzzle. ### Revenue intelligence vs. sales intelligence Sales intelligence is the data and information sales reps use to make informed selling decisions, such as lead generation and qualification insights. Whereas revenue intelligence takes a broader scope and looks beyond the sales cycle to encapsulate data from the entire customer journey. ### Revenue intelligence vs. conversation intelligence [Conversation intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) records, transcribes, and analyzes sales calls automatically, providing your team with insights into which sales tactics work best and how your reps could improve. Again revenue intelligence has a wider scope than this, looking at many different data sources to provide more detailed insights into which methodologies are working. In short, conversation intelligence just is one set of data that revenue intelligence analyzes. ### Revenue intelligence vs. business intelligence Business intelligence is a powerful tool that looks at historical data across deoartments to provide actionable insights. However, this type of intelligence isn’t limited to analyzing revenue-generating activity. Business intelligence can be used to improve processes or provide insights into departments that don’t directly impact revenue growth, while revenue intelligence focuses on the revenue-generating side of the business. ### Revenue intelligence vs. competitive intelligence Competitive intelligence focuses on external market insights and indicators to help you to position your product and stay ahead of your competition. This analysis doesn’t focus too heavily on your internal business processes. Whereas revenue intelligence aims to audit the internal business processes with some additional external market context. Therefore, it focuses mainly on the internal environment but can use competitive intelligence insights for more accurate insights. --- ### Navigating RevOps as the first hire with Oscar Armas-Luy URL: https://www.revenueoperationsalliance.com/navigating-revops-as-the-first-hire-with-oscar-armas-luy/ Last updated: 2025-06-18T13:08:26.000Z On this episode of RevOps Unboxed, Sandy Robinson sits down with Oscar Armas-Luy, to discuss how to best navigate the world of RevOps as an organization's first hire. They discuss maximizing the SDR function, understanding what organizations want and need from RevOps, achieving alignment and more. **Listen now!** 👇 ## About our guest, Oscar Armas-Luy Oscar is a dedicated revenue leader with a passion for the intersection between data, technology, and solution-based selling. Oscar helps sales organizations combine the science and art of selling to consistently exceed targets and scale effectively during periods of hyper-growth. Oscar has been published in a number of publications and enjoys writing about topics in data science, personal finance, and marketing. Outside of work, Oscar is actively involved with his community through non-profit board memberships. ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ### The role of RevOps in navigating M&A integrations URL: https://www.revenueoperationsalliance.com/role-of-revops-in-m-a-integrations/ Last updated: 2025-08-04T15:25:39.000Z Merger and acquisition (M&A) integrations can be long and daunting projects. If I were to draw an analogy, it’s like placing one mosaicked piece in the right place of a larger masterpiece you’ve been creating for months. So, how do you get it right? There is no ‘one right way’ to achieve a smooth transition. However, it’s crucial you have an effective team working together to create a machine that smoothly integrates with the larger business. This article aims to answer the question: Why should [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) be offered a seat at the table when tasked with integrating an organization into another or merging two organizations together? This article covers: - [Justifying a seat at the table](https://www.revenueoperationsalliance.com/role-of-revops-in-m-a-integrations/#justifying-a-seat-at-the-table) - [Enabling success for M&A integrations](https://www.revenueoperationsalliance.com/role-of-revops-in-m-a-integrations/#enabling-success-for-ma-integrations) ## Justifying a seat at the table The primary goal for any [M&A integration](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/) project is to maintain and enhance customer experience. The project must ensure that during the integration process, the existing client experience doesn’t deteriorate. I’d argue the experience should be elevated, which will grow customer confidence and trust in the new organization being transitioned. With that in mind, let’s ask ourselves, what value does RevOps bring to the table for such a project? In my experience, this has two parts: external customer experience, and internal stakeholder and investor experience. Let’s discuss each in turn. ### External customer experience Streamlining the customer [buying journey](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) and aligning the revenue team (marketing, sales, and customer success) are key attributes on top of any RevOps leader’s mind. Both of these impact customer experience. While bringing two companies together it’s very important to draw alignment and clearly redefine the customer journey. All variations in handoffs from one team to another should be ironed out so that the client experience is seamless and consistent across the organization as a transitioning or newly formed organization. Also, during integration, there is always a risk of [silos getting created](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) with the introduction of new leaders or new teams being formed. RevOps leaders will play a vital role to enable teams to come together and function as one unit. This could be in terms of designing processes or bringing the teams on to integrated systems. Therefore, to ensure a seamless transition, RevOps leaders play a key role in streamlining the customer journey during M&A integration. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ### Internal stakeholders and investor experience The second important piece of M&A integration is maintaining and growing the confidence of executive leadership and investors. The major focus for these groups is [data and reporting](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/) consistency that enables data-driven decision-making and ensures the company never falls away from the growth trajectory. As the entities come together there will always be a transition phase from disparate systems. During the transition, understanding the data and normalizing new reporting processes is very important as reporting never stops. RevOps leaders are pivotal to this and will have to ensure that data is harmonized and ready for migration to the common platforms. As a gatekeeper for the revenue tech stack and data RevOps leaders play a key role in ensuring executive leadership and investor delight. Now that we have answered the “WHY,” let’s jump into “WHAT” is important for a RevOps leader to make this project a success. Want to learn more about M&A? Check out Edtience's [podcast episode](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/). ## Enabling success for M&A integrations To be successful at combining the complexities of two organizations, stakeholders involved should ensure that they are approaching the goal with an **open mindset** and developing a solution that will **enable scalability**. ### Open mindset We all know there are a lot of emotions involved while working through the M&A integration process. Biases towards existing systems and processes are common. Therefore, all stakeholders involved need to approach the project with an open mindset. This will help establish a culture that respects differences, builds trust, and encourages collaboration as a foundation. Establishing a strong foundation opens doors to collaborative problem-solving, which in turn leads to the enhancement of customer and stakeholder confidence, which is the end goal for any M&A integration. Once the strategy is agreed upon, the most difficult part is [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/). Organizations need to empower stakeholders to run effective communication strategies that will not only build employee confidence and retention, but also commit to change adoption. An open mindset also enables stakeholders to be nimble-footed to implement changes and make quick adjustments as and when required. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ### Enable scalability Finally, the objective of M&As are to scale an organization, so integration activities should be designed with scalability in mind. The consolidated entity must be more efficient and flexible than the parts of the whole factoring for future growth and expansion. As a futuristic organization, efficiency should be key and therefore, all kinds of silos should be avoided between revenue teams to deliver operational productivity and cost efficiency. Consolidation must factor in new risk scenarios and thus robust risk management is essential. This will ensure reduced downtime for systems and processes, and improved security protecting the organization when embarking on its journey to high-intensity growth. The bottom line for all these activities is to ensure a seamless customer experience. Growth and scale are designed to deliver consistent product/service quality for customers. Therefore, enhancing capability with M&A must always result in customer delight. ## Final thoughts To conclude, RevOps leaders are responsible for working across all stakeholders impacting revenue for the organization across the customer journey. Therefore, they are always in the best position to create value for the whole M&A integration process by leveraging synergies and implementing continuous improvement. > Got questions about M&A integrations? Join our Slack community and gain access to 2500+ revenue leaders expertise. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Dominate your market: Leveraging RevOps for true success measurement URL: https://www.revenueoperationsalliance.com/leveraging-revops-for-true-success-measurement/ Last updated: 2026-02-17T15:36:00.000Z Back in the day, the term was "sales operations," but increasingly, we're seeing a shift towards "revenue operations" as a more holistic approach. So, what's the difference? Well, RevOps takes the traditional [Sales Ops](https://www.revenueoperationsalliance.com/tag/sales-operations/) functions and expands them to include Marketing Ops and Customer Ops as well. It's all about looking at the *entire* customer [lifecycle](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/), from lead generation to [retention](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) and renewal. You see, the customer journey doesn't start when a sales rep picks up the phone or sends the first email. It begins much earlier, with your [marketing](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/) efforts to attract and nurture leads. It also doesn't end when the deal is closed – it's crucial to ensure that your customers are happy and continue to renew their contracts with you. By bringing these different functions under the RevOps umbrella, we can create a seamless, data-driven approach to driving revenue growth. It's not just about hitting your sales targets; it's about optimizing *every step* of the process to maximize efficiency and profitability. [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## **The RevOps vision and model** So, what does a RevOps team actually do? Let me break it down for you: **📈 Operations:** This is the backbone of the team, handling everything from RFPs and proposals to lead management and budgeting. It's all about ensuring the smooth running of the entire revenue-generating machine. **🔍 Analysis:** Imagine having a single source of truth for all your sales [data](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) – that's what the analysis function is all about. We make sure that the numbers you're looking at, whether it's pipeline, forecasts, or goal attainment, are consistent and reliable across the organization. **🛠️ Tools:** RevOps is responsible for evaluating, implementing, and optimizing the [technology stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) that supports your sales, marketing, and customer success teams. We ensure that these tools are integrated, providing a seamless user experience and maximum ROI. **🧠 Enablement:** This is where we really help your sales reps excel. We develop onboarding programs, continuous training, and content strategies to equip your team with the knowledge and skills they need to close deals and delight customers. **💰 Compensation:** The sweet spot – making sure your sales reps are properly [incentivized](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/)[ to sell](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) in alignment with your company's goals. We work closely with finance to design comp plans that drive the right behaviors and keep your team motivated. By focusing on these five key functions, RevOps can help improve revenue, increase efficiency, and enhance forecasting accuracy. It's a holistic approach that brings together the various moving parts of your revenue engine. Of course, the specifics of the model may vary depending on the stage and needs of your organization. But the underlying principles remain the same: to optimize every aspect of the revenue generation process and set your sales team up for success. [Culture shift: Unlocking your sales team’s full potentialWant to transform your sales culture? Join Melissa Murray Bailey to learn how to build a high-performance team and drive sustainable growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceMelissa Murray Bailey![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/culture-sales-team-melissa-murray-bailey.png)](https://www.revenueoperationsalliance.com/culture-shift-unlocking-your-sales-teams-full-potential/) ## **Key metrics** Now, let's talk about the metrics that really matter when it comes to revenue operations. These are the key indicators that will help you understand the health of your sales organization and make informed decisions. 1. **Sales cycle time:** *How long does it take, on average, to close a deal?* Understanding this metric can help you forecast more accurately and identify bottlenecks in your sales process. 1. **Win rate:** *What percentage of your qualified opportunities are you closing?* This is a critical metric for understanding the effectiveness of your sales team and the quality of your pipeline. 1. **Average deal size** Keeping tabs on the average value of your deals can provide insights into your target market, pricing strategy, and upsell/cross-sell opportunities. 1. **Cost of customer acquisition (CAC)** This metric helps you understand the investment required to acquire new customers, which is crucial for maintaining healthy margins and profitability. 1. **Annual revenue** Of course, the ultimate measure of success is your overall revenue growth. By tracking this metric, you can assess the impact of your revenue operations strategies and make adjustments as needed. Now, I know what you're thinking: "But Carol, my Salesforce data is a mess! How can I trust these numbers?" You're absolutely right – clean, consistent data is the foundation for accurate reporting and insightful analysis. That's why one of the first tasks for a RevOps team is to ensure that your Salesforce instance (or whichever [CRM](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) you're using) is properly configured and maintained. We'll work with your sales and marketing teams to establish data governance protocols, implement best practices, and train everyone on proper data entry and usage. Trust me, having that single source of truth will make all the difference when it comes to tracking and optimizing your revenue operations. [RevOps Metrics PlaybookDownload your free copy of the RevOps metrics playbook! Your comprehensive guide to all things revenue operations metrics.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/09/ROA_Metrics_Playbook_2023_Meta_-2.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook-blog/) ## **Planning for success** Alright, now that we've covered the basics, let's talk about how to actually plan for success. One of the most important aspects is setting realistic and achievable sales quotas. I can't stress this enough – getting this right is crucial for motivating your team and driving the right behaviors. Here's how I approach it: first, I make sure that the overall ARR (annual recurring revenue) goal is aligned with the company's growth objectives. Then, I assign quotas to individual reps, but I always build in a buffer. Don't just rely on open headcount as a buffer – that's a risky move, as you never know when those new hires will actually start producing. Instead, I recommend calculating a bottom-up quota that adds up to the company's target, with a healthy buffer on top. And here's the key: 💡 Make sure those individual quotas are tied to ****on-target earnings** (OTE). That way, your reps know that if they hit their number, they'll be compensated accordingly. Another important piece is [forecasting](https://www.revenueoperationsalliance.com/404/). I know it can be a challenge to get your sales team to commit to a number, but it's crucial for driving accountability and visibility. By aligning your RevOps forecast with the sales team's, you can identify discrepancies and work together to improve the accuracy of your projections. And speaking of the sales team, it's vital to have a strong bench of talent. Always be in hiring mode, even if you don't have an immediate need. That way, when someone does leave, you've got a ready-made pool of candidates to draw from. [Motivate your sales team with effective compensation planningCompensation design is a crucial aspect of the revenue operations workload. How can you implement commission to retain top sales talent? Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_3_pay_performance_management.jpg)](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) ## Leveraging data to forecast and optimize Remember those three key metrics I mentioned earlier? **Sales cycle time**, **average deal size**, and **win rate**? Well, these are the foundation for building a data-driven forecasting model. If I know my average deal size is $50,000, my win rate is 30%, and my sales cycle is 90 days, I can calculate the [pipeline](https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/) I need to hit my revenue target. It's a simple formula, but it gives me a much more accurate picture than relying solely on my sales team's gut feelings. Of course, it's not just about the numbers – understanding the quality and source of that pipeline is also crucial. If I have a bunch of low-quality leads that are taking forever to close, that's going to skew my forecasts. But if I can identify the high-value, fast-moving opportunities, I can focus my team's efforts accordingly. That's where RevOps can really shine. By analyzing the data in Salesforce and other tools, we can uncover insights that help sales reps prioritize their time and energy. Maybe we notice that leads from a certain marketing campaign convert at a much higher rate – that's valuable intel that can inform your go-to-market strategy. [Sales forecasting for revenue operationsSales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## **Driving rep performance** Now, let's talk about something near and dear to my heart: sales rep performance. One of the key responsibilities of RevOps is to ensure that your [sales team](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) is operating at peak efficiency, and that starts with understanding how they're performing as individuals and as a group. I like to think of a "healthy org" as one where the sales reps follow a bell-curve distribution. You've got your high performers at the top, your middle-of-the-road reps in the bulk of the curve, and your low performers at the bottom. The risk with organizations that are too heavily skewed towards the extremes is that you become overly dependent on a few star players. If one of them leaves, it can create a massive hole in your revenue, and on the other end, if you've got too many underperformers, it can really drag down your overall team metrics. So, as a RevOps leader, I'm constantly analyzing rep-level data to identify areas for improvement. > *Where are reps getting stuck in the sales process?* > > *What activities are driving the most pipeline creation?* > > *How can we equip them with the training and tools they need to succeed?* By taking a data-driven approach to sales rep performance, we can uplift the entire team and create a more sustainable, predictable revenue engine. [Mastering RevOps hiring: Best strategies for building a teamJoe Aurilia Jr., SVP of Operations at Cyware provides an expert look at the top strategies for building high-performing revenue operations teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_7_recruitment.jpg)](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) ## **Optimizing lead response and conversion** One final area I want to highlight is the importance of lead response and conversion optimization. Think about it – if your sales reps aren't quickly following up on those marketing-generated leads, you're leaving a ton of potential revenue on the table. Then if those leads aren't being properly scored and routed, your reps might be wasting their time on low-quality opportunities. That's why RevOps plays a crucial role in this part of the process. By analyzing Salesforce data, we can identify bottlenecks in lead response times and work with the sales team to address them. Sometimes, it's as simple as setting up a daily report that calls out the leads that haven't been touched – once the reps know they're being monitored, their response times tend to improve dramatically. We also work closely with marketing to fine-tune the lead scoring and routing models. By ensuring that only the hottest, most sales-ready leads are being passed to the reps, we can maximize conversion rates and pipeline velocity. It's not just about the initial conversion – RevOps also keeps a close eye on renewal risk. After all, what's the point of closing all these new deals if you can't retain your existing customers? By monitoring key metrics like churn and customer health, we can proactively identify at-risk accounts and work with customer success to keep them happy and loyal. ## **Wrapping up** Well, there you have it! From defining the right metrics to planning for success, leveraging data-driven insights, and optimizing rep performance and lead conversion – RevOps is the secret weapon that can help you crush your revenue targets. Of course, implementing a successful RevOps function isn't something that happens overnight. It requires a strategic, cross-functional approach and a deep commitment to data-driven decision-making. But trust me, the payoff is *more* than worth it. --- ### Lessons from LinkedIn: Sales operations at scale URL: https://www.revenueoperationsalliance.com/lessons-from-linkedin-sales-operations-at-scale/ Last updated: 2024-08-01T07:07:25.000Z This article is adapted from José's conversation with Sandy Robinson on Season Two of RevOps Unboxed. Listen to the full episode [here](https://www.revenueoperationsalliance.com/building-and-scaling-revenue-operations-at-linkedin/). --- Ever wondered how LinkedIn scaled up its revenue organization? Today, I'm excited to share my journey and insights from seven years of building and scaling revenue operations at one of the world's leading professional networking platforms. When I joined LinkedIn back in 2016, I didn't realize how quickly we were about to grow. Since I joined, we've tripled in size, transforming from a scrappy operation to a sophisticated, data-driven revenue machine. This journey has taught me invaluable lessons about [sales operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/), revenue strategies, and the critical role they play in a rapidly scaling business. Let's dive into the world of sales operations at LinkedIn, exploring how we've evolved our processes, leveraged cutting-edge tools, and continually adapted to meet the challenges of growth. Watch the full interview on YouTube! ## Sales operations at LinkedIn When I first started at LinkedIn, our sales operations were pretty scrappy. We were deep in the operational details, often relying on manual processes and spreadsheets to get the job done. Fast forward to today, and the landscape has changed dramatically. As LinkedIn grew, so did the complexity of our sales operations. My role shifted from being in the trenches to focusing more on enabling scale and efficiency. This evolution taught me the importance of having both a granular understanding of processes and a bird's-eye view of the entire revenue operations ecosystem. Currently, I lead a team of people, structured to meet the diverse needs of our sales organization. Half of my team acts as the voice of the user, focusing on translating our operational processes into enterprise-level [tools](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/). They're the bridge between our sales teams and the technical side of our operations. The other half is our technical delivery team, responsible for building these enterprise-level tools that [improve our efficiency](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/). One of the unique challenges we face at LinkedIn is balancing between third-party tools and homegrown solutions. With over 150 tools supporting our go-to-market operations alone, we're in a sweet spot where we can either buy or build, depending on our specific needs. This flexibility allows us to tailor our tech stack to our unique requirements, but it also requires careful consideration and strategic planning. [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## Territory planning and quota management As LinkedIn has grown, so has the complexity of our territory and quota management processes. These are critical components of our sales operations, directly impacting our ability to effectively distribute opportunities and set achievable targets for our sales teams. ### Territory management at LinkedIn Over the past couple of years, we've been focused on elevating our [territory planning](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/) process. We've moved away from simple spreadsheets to more sophisticated, enterprise-level tools. While we've made significant strides, we're continually refining the process to better integrate with other parts of our broader ecosystem. One of our current priorities is improving how our territory planning links to other operational processes. My team is working on automating [integrations](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) across tools to reduce manual work and potential errors. This not only saves time but also ensures consistency across our operations. ### Tackling complex quota management Quota management is another area where we've faced significant challenges as we've scaled. Currently, it's still quite spreadsheet-dependent, which can be painful when dealing with the constant flux of people joining and leaving the organization. To give you an idea of the complexity, our team spends hours ensuring that new joiners have the correct quotas assigned. It's not just about plugging in numbers; we have to consider various factors: - Different ramp schedules based on the salesperson's background and role. - Variations in quotas for different product lines to incentivize specific sales. - Buffers between sales reps and managers, which vary by country and sub-region. - Adjustments for attrition rates, which again differ by location. While none of these factors are rocket science individually, when you layer them all together in a business of our size, it creates a complex web that can easily lead to errors if not managed carefully. To address these challenges, we're working on implementing more robust, automated systems for quota management. Our goal is to reduce manual intervention, minimize errors, and provide real-time visibility into quota allocations and adjustments. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ## Leveraging AI in sales operations At LinkedIn, we're actively exploring how to harness [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) to enhance our sales operations. As a Microsoft company, we're in a unique position to leverage cutting-edge AI technologies, but we're also cautious about separating hype from practical applications. ### Improving sales rep productivity One of our primary focuses is on increasing seller productivity. We're looking at ways AI can make it easier for our sales teams to update the CRM, keep track of customer conversations, and generally streamline their day-to-day activities. This includes rolling out pilots and building tools across our tech stack to test various AI applications. For example, we're exploring [AI-powered tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) that can automatically summarize customer interactions, suggest next best actions, and even assist in generating personalized outreach content. ### Balancing hype vs. productivity While the potential of AI is exciting, we're careful to approach it with a critical eye. Not every AI solution will be right for our needs, and it's crucial to assess each potential tool based on its *actual* impact on productivity and alignment with our business goals. We always start by asking: - What's the business outcome we're trying to achieve? - How does this map to our priorities? - What's the impact on our end users? - What's the cost to build and maintain? - And how does it fit into our existing ecosystem? Being part of the Microsoft family gives us a unique advantage in the AI space. While we operate independently, we benefit from early access to some of Microsoft's AI innovations. For instance, our leadership team had early access to tools like Chat GPT-4, allowing us to explore potential applications ahead of the curve. [Unlock the power of revenue operations automationLooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_1_automation.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ## Sales operations growth strategies As the sales operations team at LinkedIn continues to scale, we've developed several key strategies that have paved the way for our success. These approaches help us manage our current operations more effectively and position us for future growth. ### Using OKRs to align priorities One of our most powerful tools for growth is our use of OKRs. Every quarter, I sit down with my team to review and set OKRs for the upcoming period. This process isn't just about setting goals; it's about [driving alignment](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) and visibility across the entire organization. We always strive to link our team's OKRs to higher-level priorities, connecting our work directly to the goals of my boss, his boss, and ultimately to company-level objectives. This cascading approach ensures that every member of my team understands how their work contributes to LinkedIn's broader mission and goals. For instance, one of our key priorities is improving the ease of doing business at and with LinkedIn. This company-wide objective cascades down to our team, influencing how we design and implement our operational processes and tools. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Focusing on ease of doing business Like I mentioned, improving the ease of doing business is a key priority, both internally at LinkedIn and externally with our clients. This focus influences everything, from the tools we develop to the processes we implement. For our sales teams, this might mean creating more intuitive interfaces for our CRM systems or developing AI-assisted tools to streamline routine tasks. For our clients, it could involve simplifying our product offerings or improving our onboarding processes. ### Balancing operational work with strategic initiatives One of the challenges in sales operations is striking the right balance between day-to-day operational work and forward-thinking [strategic initiatives](https://www.revenueoperationsalliance.com/proactive-vs-reactive-revenue-operations-strategy/). It's easy to get caught up in the ‘operational grind’, but it's crucial to carve out time and resources for innovation and long-term planning. I encourage my team to embrace both aspects of our work. The operational work provides invaluable insights into the inner workings of our company, while strategic initiatives allow us to drive meaningful change and prepare for future challenges. ### Continuous learning and skill development Tech and sales move quickly, so continuous learning is not just beneficial – it's essential. I always advise my team and other professionals in this field to keep an eye on market trends and emerging technologies. For instance, when I noticed that SQL was becoming increasingly important in [sales operations roles](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/), I took the initiative to learn it on my own. This proactive approach to skill development has paid off numerous times in my career at LinkedIn. I also encourage my team to apply for other roles, even if they're not actively looking to move. This practice helps us stay aware of what skills are in demand in the market and allows us to develop those skills proactively. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## Key takeaways As I reflect on my journey scaling sales operations at LinkedIn, a few key lessons stand out: - **Always be learning:** Stay ahead of the curve by continually developing your skills. What's nice to have today might be essential tomorrow. - **Think holistically:** In sales operations, everything is interconnected. Always consider how a change in one area might impact others. - **Leverage technology wisely:** Whether it's AI, automation, or other tools, technology can be a game-changer. But always evaluate it based on actual business impact, not just hype. - **Align with business priorities:** Use frameworks like OKRs to ensure your team's work directly contributes to company-wide goals. Looking ahead, I'm excited about the future of sales and revenue operations, both at LinkedIn and in the broader industry. As businesses continue to grow and evolve, the role of revenue operations will only become more crucial. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Culture shift: The key to unlocking your sales team's full potential URL: https://www.revenueoperationsalliance.com/culture-shift-unlocking-your-sales-teams-full-potential/ Last updated: 2025-07-09T14:56:41.000Z This article comes from **Melissa Murray Bailey**’s insightful talk, ‘*Building the culture your team needs*’, at our **New York 2022 Chief Revenue Officer Summit**. Melissa is now the Managing Director of Vista Equity Partners --- Have you ever wondered what would happen if every sales rep on your team hit their [quota](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/)? It's a question that changed *everything* for me. As the Chief Revenue Officer at Hootsuite, I've had a front-row seat to the traditional sales [culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) for over 20 years. I started as the SVP of sales, then expanded my role when we decided to put the customer at the center of everything we do. That's my job now: keeping the customer at the heart of our operations. For most of my career, I was laser-focused on numbers. I built my reputation as an operational leader who demands and delivers results. Numbers were my north star. But about a year ago, I had an epiphany that turned my approach on its head. I realized that it's not just about the numbers—**it's about the people and the culture**. Today, I want to share with you how we're transforming our sales culture at Hootsuite, and why I believe this new approach could revolutionize the way we think about sales success. Our philosophy is simple: > When our customer grows, we grow, and our company grows. Everything starts with the customer. But to truly serve our customers, we need to start by serving our own people. That's what this new approach is all about. So, are you ready to rethink everything you thought you knew about sales culture? Let's dive in. ## **The problem with traditional sales culture** Let's be honest: the **traditional sales culture isn't working**. We've all seen it - the feast and famine cycle, the celebration of a few top performers while the rest of the team struggles to keep up. It's a world where we plan for half our reps to fail, where turnover is accepted as a fact of life, and where the gap between company success and individual rep success grows wider by the day. Does this sound familiar? The disconnect is real, and it's hurting our teams, our companies, and ultimately, our customers. The numbers from recent Salesforce reports, paint a stark picture: - **60%** of sales leaders say they won't hit their quota - **57%** of sales reps aren't meeting quota - The average salesperson lasts only about **2.5 years** in a role - It takes at least **6 months** for a new rep to be fully productive - On average, **37%** of sales reps turn over every year Think about that last stat for a moment... How can we possibly create a sustainable, predictable revenue organization when we're constantly dealing with a revolving door of salespeople? [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## **A new approach** Here's the question that changed everything for me: _This post is for subscribers only._ ### When to implement revenue operations: A CRO perspective with Warren Zenna URL: https://www.revenueoperationsalliance.com/when-to-implement-revenue-operations-a-cro-perspective/ Last updated: 2025-06-18T13:56:02.000Z This week on RevOps Unboxed, Sandy sits down with Warren Zenna, Founder of The CRO Collective, to get his thoughts on when companies should implement revenue operations. ## About our guest, Warren Zenna Warren has 20+ years of experience in the B2B sales and marketing industry as a top B2B seller, sales leader, and Executive PL buyer of B2B services. He works as a fractional CRO and sales/marketing advisor for B2B companies and hosts the CRO Spotlight podcast. You can follow Warren on LinkedIn [here](https://www.linkedin.com/in/warrenz/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### What is customer success operations? (CS ops) URL: https://www.revenueoperationsalliance.com/what-is-customer-success-operations/ Last updated: 2024-08-21T14:27:10.000Z Customer success operations is a new business function that aims to support the customer success team with operational tasks and enablement initiatives. This role is crucial in helping customer success teams scale alongside your organization’s customer growth. This operations team supports your internal team by increasing task efficiency, providing data analytics, and creating customer success training programs. Want to learn more about how customer success operations can benefit your organization? This article covers: - [What customer success operations is](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#what-is-customer-success-operations) - [The 5 pillars of CS ops](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#5-pillars-of-customer-success-operations) - [Why it’s important](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#why-is-customer-success-ops-important) - [The signs you need a CS ops team](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#when-do-you-need-a-cs-ops-function) - [How to measure customer success operations](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#how-to-measure-customer-success-operations) - [The role of a customer success manager](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#what-does-a-customer-success-operations-manager-do) - [CS ops vs RevOps](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/#customer-success-operations-vs-revenue-operations) ## What is customer success operations? Customer success operations (CS ops) is a strategic function that aims to increase your customer success team’s productivity and effectiveness. CS ops achieve this by optimizing processes, managing technology, and analyzing data, ultimately leading to improved revenue growth. Put another way, customer success operations takes over the operational burden from your customer success team and allows them to spend more time on what they do best – keeping your customers happy and engaged. CS ops look to [optimize processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) to streamline your customer experience, for example, facilitating frictionless renewals and creating a smooth onboarding process. The function can also make this easier for customer success managers by automating manual tasks in these workflows. Overall, customer success operations aims to support your customer success function, improve your [customer experience](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) (CX), and increase revenue growth (through account retention and expansion). > “CS ops roles have the mission of driving productivity, consistency, efficiency, and scale across CS orgs. Those goals manifest into managing the processes, tools, reporting, and some new initiatives for CS teams. > “As gross and net revenue retention become a big focus area for all sorts of organizations, building in an operational infrastructure behind a powerful CS team lets the company drive positive outcomes.” – **Phil Kowalski**, Manager, Customer Success Strategy & Operations at Hubspot [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ## 5 pillars of customer success operations At its core customer success ops can be broken down into five key pillars of responsibility: **data, processes, people, systems, and strategy**. ### Data Data is essential for predicting churn and informing business decisions in customer success. Your customer success operations team will track and monitor a range of data sources to keep your CS team informed about key trends in customer usage. Some of the data sources CS ops monitor are: - Product usage metrics - [CRM interactions](https://www.revenueoperationsalliance.com/lead-stage-vs-lead-status-whats-the-difference/) - Financial performance - Third-party information This data can help to identify at-risk accounts, opportunities for expansion, and customer feedback that can be actioned. Or monitor customer health scores to spot trends in satisfaction. By analyzing and [presenting this data](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) to management, customer success leaders can take informed action to improve CX and retain high-value customers. [Utilizing diagnostic analytics for revenue growthDiagnostic analytics uses historical data to determine the cause of a problem. This blog explores how to use this analysis to drive revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_2_diagnostics_analysis.jpg)](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/) ### Processes As we’ve mentioned, a huge part of CS operations is optimizing processes and saving your customer success managers time. The operations function looks out for inefficient processes that could be adjusted to allow your customer success team to be more productive. This includes implementing more effective customer engagement strategies, onboarding [new technology](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/) to support efficient workflows, and automating time-consuming manual tasks. > Optimizing your customer success workflows allows your team to do more with less, and provides your customers with a better experience (as they aren’t waiting too long for a response). This helps to retain more happy customers. CS operations also streamline the renewal process, to make it easier for customers to continue purchasing from your organization. This reduces drop-off in the renewal cycle and leads to increased revenue. ### People Sales enablement is a huge topic at the moment – but your customer success team also deserves dedicated [training programs and coaching](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/). Customer success operations (alongside revenue enablement) works to provide up-to-date product information, customer success training, and relevant certifications to your CS team. 💡 This dedicated approach to learning and development allows your customer success teams to thrive in their roles. And when your employees are better equipped to do their jobs, your customers see that benefit too. CS ops can also advocate for more support and headcount for your customer success team. If your CS team is swamped and needs more headcount or [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) to keep up with your organizational growth, the operations team will champion this need and gain that vital [buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) from leadership. ### Systems Your customer success team will utilize a lot of tools to help them get the job done – but who’s checking to ensure those tools are working as intended? Customer success operations, of course! CS ops are also tasked with maintaining any and all tools within your customer success [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). From your CRM to your customer success platform – operations will ensure your tools work together seamlessly. Some tasks associated with this pillar are: - Maintaining tools and [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) to ensure they work as intended. - Assessing if a tool is sufficient, or if another tool might be better suited. - Vetting and onboarding new tools as required. - Integrating new and existing tools. [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_1_vendor_on_off_onboarding.jpg)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ### Strategy The last pillar of customer success operations is strategy. Your ops function will work with customer success leadership to adjust the customer success strategy and build out their own CS operations strategy. This will involve discussing data gathered by the operations team to help inform the next steps. For example, if data shows customers who receive a longer onboarding email series are 85% more likely to renew their account, this strategy should be rolled out across the organization. Strategy can also include customer success account allocation. Grouping accounts by certain characteristics can allow your CS reps to get a better understanding of the customer group they serve. ![5 pillars of customer success operations Data - Identify at-risk accounts and opportunities for expansion. Processes - Optimize inefficient processes to improve efficiency. People - Provide support and training to the customer success team. Systems - Maintaining the CS tech stack. Strategy - Advise leadership on strategic decisions.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/pillars-of-customer-success-operations.png) ## Why is customer success ops important? There are a whole host of reasons why customer success operations is important for scaling your business and keeping your customers happy. Let’s explore a few of them: - **Improves efficiency** by enhancing processes, automating workflows, and managing change – saving your CS reps time. - **Scale processes and tech.** As your business grows, complexity makes it difficult to scale effectively. Your ops team can manage your processes and tools to scale with ease. - **Utilize the best tools**. We all know that some tools are just better than others – your CS operations team work tirelessly to ensure your customer success tech stack is best in class. - **Better insights into customer data** by aligning with [sales ops](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) and marketing ops, and taking insights straight from your CRM. Your CS ops team will have all the insights you need to make informed decisions. - **Buy-in from leadership.** Customer success operations will champion the CS team’s needs to leadership – gaining buy-in for increased headcount or a new tool (whatever it takes for CS to thrive). - **Training and enablement** to ensure your customer success team is always on the top of their game and up to date on the latest CS trends. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ## When do you need a CS ops function? It’s not always clear when your organization needs to hire a customer success operations manager, as all companies grow and scale differently. But some telltale signs that you may need a CS ops function are: ### Not enough time in the day When your customer success team is at full capacity from day-to-day customer requests and maintenance, it’s likely time to implement an ops team to support them. This means they can strategically manage and retain customer accounts, rather than firefighting customer communications. ### Can’t get the right data If it’s difficult to get the [customer data](https://www.revenueoperationsalliance.com/how-systems-and-data-play-a-pivotal-role-in-cs-operations/) your team needs to make decisions, due to silos or another barrier, a cs operations hire is a valuable addition. They can gather, analyze, and present that data for you – so you can have the information you need quickly. ### Tools don’t work effectively If your tech stack is outdated, doesn’t work properly, or your whole team avoids using a certain tool, it might be time to bring in an operations professional to help. CS ops can manage, vet, and integrate your tech stack to increase your team’s productivity and satisfaction. [Using Generative AI in your revenue operations strategyHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ### Lack of support Does working in customer success feel like being the odd one out in your revenue organization? When your CS function is undervalued by leadership your customers will start to feel the effects. An operations function can provide data, insights, and support to your customer success team and help to gain buy-in from leadership on budget requests. ### When RevOps is implemented **Adam Schifferli**, Head of Customer Success & Professional Services (Americas) at Bloomreach, thinks implementing CS ops should happen *after* [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) has been implemented at your organization. > “The CS ops role begins to make more and more sense as teams try to adjust to a lower touch cadence strategy, as the ‘[Ideal Customer Profile](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/)’ begins to emerge from data, or a RevOps strategy is adopted. > “These are different drivers for the same cause, answering the question of how to enable current state teams to deliver higher & repeatable results with scalable elegance.” ### Pays for itself Another factor to consider when considering implementing customer success operations is cost. But at a certain revenue milestone, a new operations hire will essentially pay for themselves in improved efficiency. 💡 For example, if you have a CS team of five and after implementing a customer success operations manager you see a 20% increase in productivity – that manager has essentially paid for themselves. ## How to measure customer success operations The success of your customer success operations team can be measured in a few ways. One approach is to [measure](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) how much customer success metrics improve over time. These metrics could be: - Increased customer lifetime value (CLV) - Decreased customer acquisition costs (CAC) - Decreased customer retention costs (CRC) - Increased net revenue retention Another approach to measuring CS ops success is by considering the efficiency of your customer success team over time. This could include measuring the time to do a certain activity, such as respond to a customer query. > “I try to look at the 'efficiency' of various teams, for example $/CS. Then work out how to make them more efficient. > “I also try to improve “time to do x”. Like how long does it take a CS person to review an account. Can we improve that so they can handle more accounts?” – **Brendan Pfahlert**, Revenue Operation Manager at FileInvite. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## What does a customer success operations manager do? On the day-to-day level, a customer success operations manager is responsible for many tasks, such as: - Managing tools to ensure they work as intended. - Automating repetitive manual tasks. - Optimizing and [documenting](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) customer success processes. - Monitoring the CRM for signs of churn and other customer insights. - Collating and analyzing customer feedback. - Setting up customer success training initiatives. - Reporting on customer success metrics. - Assisting with customer success strategy. However, these responsibilities vary from organization to organization. Some customer success managers may also take on some operations tasks part-time to support their team at a smaller organization. ## Customer success operations vs revenue operations It’s okay, we know you want to ask: What’s the difference between customer success operations and revenue operations? Great question. Customer success operations is just one aspect of the revenue cycle and, therefore, only one part of revenue operations. While CS ops focuses on improving the customer success functions efficiency and effectiveness to increase customer satisfaction, RevOps works across the entire revenue team to improve processes and increase revenue growth. Put another way, customer success ops when joined by marketing operations and sales operations make up the basis of an entire revenue operations strategy. CS ops is a part of RevOps. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## TL;DR - Customer success operations is a strategic function that aims to support your customer success team members. - CS ops is based on five pillars: data, processes, people, systems, and strategy. - Some reasons you might need a CS ops function include: when your CS team is bogged down with day-to-day tasks, when you can’t get the data you need, and when there’s a lack of support for CS initiatives. - Measure customer success operations by tracking improvements in CS metrics and reductions in time to do certain key tasks. - Customer success operations is one aspect of revenue operations. RevOps also covers marketing operations and sales operations. ### Key insights into the revenue operations job market URL: https://www.revenueoperationsalliance.com/key-insights-into-the-revenue-operations-job-market/ Last updated: 2025-08-04T15:25:57.000Z In our **Revenue Operations Salary Report,** we asked RevOps experts **Jeremy Steinbring**, Founder at RevOnyx, **Jordan Shaheen**, Head of Revenue Strategy and Operations at Candid, and **Tana Jackson**, Global Director of Revenue Operations at Chronicle Heritage, to share their thoughts on factors influencing the current job market. We asked them: - Why is salary transparency important in revenue operations? - Why is diversity important in revenue operations? - What’s the importance of work-life balance? - How could a revenue leader build a culture of balance in their organization? - How is the current job market for RevOps? Do you think the function is at risk of layoffs? Keep reading to hear what they had to say. Or [**download the report**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) to see our salary statistics. ## Why is salary transparency important in revenue operations? “I'm overly transparent on just about anything, everyone on my team knows what's being paid to everybody and why. **There *has* to be a why.** I think it really builds trust with your employees. “I'm okay with my team members talking about how much they make, I want them to, because I want people to understand what they need to do in order to get to the next level. “Ultimately, that's going to help me as a business owner. So, I think **transparency is super key**.” **– Jeremy Steinbring, Founder of RevOnyx** --- [What is a revenue operations manager’s salary?In this article we breakdown the average salary for a Revenue Operations Manager, based on our recent research. Discover if you’re being paid fairly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Meta-image--65---1-.png)](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/) --- “New York companies like mine have to post the role's salary range on every job description, which is based primarily on the experience the new hire is expected to have. So, if you come in with X amount of experience, you can assume your placement within the range will match. “Consequently, this more transparent and experience-based pay scale also helps avoid (or at least limit) biased pay gaps in the industry. Hopefully, the transparency requirement will be required in more and more states.” **– Jordan Shaheen, Head of Revenue Strategy and Operations at Candid** ## Why is diversity important in revenue operations? “I think this is true of any position. It's kind of like dating yourself – that's not interesting. You already know everything about the other person, you date someone who's different. “You want to learn from experiences, you want new creative ideas, and if everyone has the same upbringing, status, background, heritage, and location, you don’t have that. This could be diversity in everything, from ethnicity to age, from gender, to which country you grew up in. > **“The broader and more diverse your team, the broader and more diverse your creative ideas.** “Find people who have a very different situation to you, because they have a different understanding of the world. Diversity is incredibly important, especially when you're selling to a global market. “I think **without diversity you're limiting yourself** and your growth.” **– Jeremy Steinbring, Founder of RevOnyx** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) --- “Diversity in revenue operations is crucial not just for **fostering innovation and creative problem-solving**, but also for ensuring equitable salary compensation. “When a diverse group of individuals brings their unique perspectives and experiences to the table, it helps **identify and rectify biases** in compensation practices. This leads to a fairer and more inclusive workplace where everyone's contributions are valued and rewarded appropriately. “Revenue operations salaries should be based on skills and experience, so making sure you have the “right” rockstar and paying them accordingly is key.” **– Tana Jackson, Global Director of Revenue Operations at Chronicle Heritage** ## What’s the importance of work-life balance? “I've been trying to change this to **‘life-work’ balance**. Why does work come first? “Unfortunately, there's not much you can do about work-life balance as a lower-level employee. It starts at the top, the expectations come from leadership. The company goals, and what your leaders care about is going to determine your work-life balance. “One thing you can do is ask questions during an interview process to really understand the company culture. Don’t ask: “How's your work-life balance?” Everyone's gonna say ‘fine’ or ‘great’ when you’re interviewing. “But if you can ask questions about how to uncover what it's really like, such as: > “Tell me about an unexpected project that had a tight deadline with a lot of work to be done.” “If they took extra hands from another department and deprioritized what they were working on to support the team, **that's a green flag**. But if they buckled down, work hard, play hard in a fast-paced environment, **that's** **a big red flag**.” **– Jeremy Steinbring, Founder of RevOnyx** --- [Managing organizational culture as your revenue team growsIn periods of rapid revenue growth, your team will also have to grow to keep up with demand. But managing org culture can become a challenge in hypergrowth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_6_culture.jpg)](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) --- “I think **work-life balance is really important**, but starting with even just work-balance can make a huge quality of life impact. “How do you create that work-balance? Start by limiting your mental overload by only checking email a couple of times a day and Slack every hour or so. Let it sit otherwise. This small change allows your creativity to flow more readily and keeps you more focused on the task at hand. “In the startup world, and my team specifically, we encourage people to get the job done but are more flexible on the hours they work. If you need to go to a doctor's appointment in the middle of the day or pick up your child from school, no problem! We only ask that you manage your time wisely and deliver well-done projects on time. You're an adult, so you should be treated like one. “It's important to use the remote work format to our benefit and to create a healthier balance between life and work goals.” **– Jordan Shaheen, Head of Revenue Strategy and Operations at Candid** ## How could a revenue leader build a culture of balance in their organization? “Asking your team’s opinion when you have a one-on-one or a team meeting. I like transparency, so I would do this in a team setting. That way everyone feels comfortable to share how they're actually doing. “I think **it's a matter of expectation setting**. Very few executives *actually* set clear expectations for RevOps roles. Because revenue operations isn’t like sales where you have a number to hit, whether that’s a number of dials or number of emails, you have a quota. If you hit your quota, you know you're doing your job, it’s very clear cut and dried. “**RevOps is more fluid**. You're doing strategy, you might be doing systems implementation. There's not a lot of data that would determine if you’ve been successful or not. A lot of times it's just based on interactions and how people feel about you, or whether you say yes or no to new projects. “The interpersonal stuff is how people *really* figure out if you're being successful, at least in my experience. I think it's just expectation setting, and creating those metrics where you can, so people know where they stand on that at all times.” **– Jeremy Steinbring, Founder of RevOnyx** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## How is the current job market for RevOps? Do you think the function is at risk of layoffs? “Here's what happened, especially in the tech and SaaS space, over the last three or four years, especially the Covid years, business boomed. There weren't enough qualified people to do the work. The supply was really low, and the demand was really high, which jacked up the price of people. “Now the market’s normalized, we’re seeing layoffs, or a strategic thinning of the herd, it's very intentional. In most cases, especially big companies, it's not about the money or their profitability. It's about the fact they overpaid for an asset they can now get at 60% less. Now, the supply is super high, and the demand is lower. > “It's an interesting time, because at the same time that this is happening, we have AI, booming, and we have **RevOps as a function booming**. “And what's interesting about that is rather than having a team of 50 salespeople generate revenue, businesses are saying, well, instead of hiring back the 20 people that we laid off, how can we hire two people in RevOps and get some systems and configure it to make those 25 people as efficient as 50\. “What's happening is specific roles that have a lot of repetitive tasks (like BDRs, SDRs, even some account managers), AI and tools will start to come out to replace those functions. “Rather than having people do everything manually, you're gonna see more lean businesses hiring one or two RevOps folks to automate a process that a human had to do before. I don't think RevOps will ever be automated. But I do think it will become more efficient, you'll need fewer people to run the machine as you move forward.” “There's a reason why RevOps has become a household name, and people are interested in it, because they're looking to subsidize headcount with systems and the entity that manages the go-to-market motion and all of the tech stack, tools, and process is revenue operations. **“There will always be changes in RevOps, but the function is on the rise, and human labor is on the decline.”** **– Jeremy Steinbring, Founder of RevOnyx** --- [8 career paths into RevOps \[podcast highlights\]Join us as we traverse the career journeys of eight revenue experts, and highlight the expertise of our recent podcast guests. Get inspired!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--21-.png)](https://www.revenueoperationsalliance.com/8-career-paths-into-revops/) --- “I think the more revenue operations and revenue strategy are integrated into the company's projects and initiatives, **the more stable it becomes**. “But if you're in a more volatile company market, such as high-growth or early-stage, the company could always go under. That's where it's a little harder to make a decision, but as you get into a mid-stage startup and forward, it becomes more a question of: ‘Are you adding value?’ “From my perspective, as long as you're integrated with those key projects and adding value you’re stable. If you're doing pure sales operations it becomes a little bit more in flux. > “I think ultimately, **RevOps is a safe role**. “But the market is very hot for employers. There definitely aren’t as many jobs as people looking for them in revenue operations and revenue strategy. “I think in this role, specifically, **once you start doing well, you stick around,** so it's not a job where people hop around quite as much as some of the other roles.” **– Jordan Shaheen, Head of Revenue Strategy and Operations at Candid** ## Want to benchmark your salary? Our [**Revenue Operations Salary Report**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) dives into these salary figures in even more depth than this article, helping you to benchmark your salary and negotiate your next pay rise. You can get your copy of the latest edition right here and keep your finger on the pulse of the industry.👇 Download your free copy! ### The evolution of B2B sales: Adapting to a new digital-first era URL: https://www.revenueoperationsalliance.com/the-evolution-of-b2b-sales-new-digital-era/ Last updated: 2024-08-27T10:36:36.000Z This article comes from **Matt Flug**’s insightful talk, ‘*A new era of B2B sales forces sellers & sales leaders to adapt*’, at our **2023 Chief Revenue Officer Summit**. Matt is currently the Research Manager at IDC --- Are you feeling the pressure of longer sales cycles, more complex buying processes, and economic uncertainty? If so, you're not alone. The B2B sales landscape is shifting and staying ahead of the curve has *never* been more difficult, so today I want to share some insights about how we can all adapt to the economic headwinds we're facing. But before we jump in, let me give you a quick rundown of what I do. As an evangelist at Outreach, I design and conduct research on B2B buyers, sellers, and leaders. We're constantly identifying [trends](https://www.revenueoperationsalliance.com/revenue-operations-trends-for-2024/) and figuring out how companies can adapt to them. It's fascinating work, especially given my background at Forrester Research, where I spent four years covering B2B [sales tech](https://www.revenueoperationsalliance.com/tag/revops-tech-stack/) and the future of buying and selling. Now, let's get into what I want to share with you today. In this article, we'll explore how B2B sales has evolved to where we are now, the challenges we're facing in today's market, and most importantly, how we can navigate these choppy waters. So, whether you're grappling with the shift to virtual selling, trying to streamline your tech stack, or looking for ways to drive efficiency in uncertain times, you're in the right place. Let's dive in and explore how we can not just survive, but thrive in this new era. ## **The evolution of B2B sales** To understand where we are, we need to know where we've been. Back in 2015, we saw a *significant* shift. While marketing was already deep into its digital transformation, new sales technologies focusing on scalable, one-to-one interactions began to emerge. Companies like Yesware, Seismic, and Highspot were raising eyebrows (and capital) in the industry. At that time, it made sense for companies to experiment with various point solutions, piecing together a puzzle to meet seller needs. But as we moved into 2021, the landscape started to shift and I predicted a rapid acceleration in sales tech consolidation. *Why?* Because global sales tech buyers were pushing for more value from end-to-end solutions, and providers were evolving from single-product offerings to multi-product solutions. Fast forward to today, and we're entering what Gartner calls the era of "Alpha platforms." These are hyper-aggressive vendors broadening their capabilities at breakneck speed. The prediction is that when the dust settles, only a few of these Alpha platforms will be left standing. _This post is for paying subscribers only._ ### Getting the most out of Revenue Operations Certified: Core URL: https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/ Last updated: 2024-08-15T11:43:07.000Z [Revenue Operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) has become a crucial aspect of modern business strategy, aligning sales, marketing, and customer success teams to drive growth and efficiency. The problem? It can be difficult to learn the fundamentals and best practices of the function. That’s where [**Revenue Operations Certified: Core**](https://certified.thealliance.io/course/revenue-operations-certified-core) comes in. 😎 This comprehensive course offers a solid foundation of revenue operations knowledge to kick-start your career. Learn more about the course. To help you maximize the value of this course, we’ve outlined seven tips to aid your path to certification: - [Be intentional with your time ](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#1-be-intentional-with-your-time) - [Complete the exams right away ](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#2-complete-the-exams-right-away) - [Watch the bonus footage and fireside chats](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#3-watch-the-bonus-footage-and-fireside-chats) - [Complete the reflection slides](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#4-complete-the-reflection-slides) - [Make use of your course pack ](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#5-make-use-of-your-course-pack) - [Complete the coursework](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#6-complete-the-coursework) - [Keep referring to the content](https://www.revenueoperationsalliance.com/getting-the-most-out-of-revenue-operations-certified-core/#7-keep-referring-to-the-content) ## 1\. Be intentional with your time Success in any learning journey starts with proper time management and Revenue Operations Certified: Core is no different. Let’s discuss a few ways you can be intentional with your learning time… **Assess your schedule and learning style:** Everyone’s learning preferences and schedules are different. To start, decide whether you want to complete the course in one intensive session or spread it out over several weeks. **Block off dedicated time:** Once you’ve decided how you plan on taking the course, block that time off in your calendar as you would any other important commitment. This will help you to stay accountable. **Minimize distractions:** Choose a quiet environment and turn off notifications during study periods. Constantly switching your attention between tasks and notifications can make it harder to think and process information effectively. Plus, the beeping sound of notifications has been found to [erase the last 90 seconds of learning](https://santamaria.wa.edu.au/notifications-and-our-brains/#:~:text=Constantly%20switching%20attention%20between%20tasks,think%20and%20process%20information%20effectively.&text=Notifications%20have%20a%20significant%20impact%20on%20memory%20and%20learning.) – so it might be best to mute your Slack notifications for your study block. **Take regular breaks:** Whether you’re taking this course in one day or over several weeks, it’s still important to take short breaks to regain energy and focus. So grab a coffee, go on a short walk, or catch up on your notifications every few modules. **Set realistic goals:** Break the course into manageable chunks, to aid your productivity. Having a clear goal to achieve during your study blocks will help you stay on track and feel accomplished when you hit your goal. Remember, investing time in this course is an investment in your professional development. If you don’t prioritize it, who will? 💡 Psst... we offer team certifications, so you can take our course alongside your colleagues. Interested? Speak to Kyle: [kyle@salesenablementcollective.com](mailto:kyle@salesenablementcollective.com) ## 2\. Complete the exams right away While there’s no rush to complete the exams, there are benefits of taking them sooner rather than later. **Fresh knowledge retention:** The material will be at the forefront of your mind, increasing your chances of success. **Immediate feedback:** Quick completion allows you to identify areas that may need further review while the content is still recent. **Keep the ball rolling:** Completing exams promptly keeps you engaged and motivated throughout the course. **Practical application:** The sooner you complete exams, the quicker you can start applying your new knowledge in real-world scenarios. Consider scheduling a specific time for exam completion immediately after finishing each relevant section to ensure you don't procrastinate. We promise the exams aren’t that scary! ## 3\. Watch the bonus footage and fireside chats Our course is packed full of bonus footage to give you a deeper understanding of the subject. While these sessions are optional, these additional resources offer invaluable insights from experts. Discover: - **Real-world applications:** Case studies provide context for how RevOps principles are applied in various industries. - **Expert perspectives:** Fireside chats feature industry leaders sharing their experiences and best practices. - **Networking opportunities:** Familiarity with these discussions can provide talking points for networking with other RevOps professionals (such as in our [Slack community](https://www.revenueoperationsalliance.com/join-the-roa-slack-community/) or in-person at a [Revenue Operations Summit](https://events.revenueoperationsalliance.com/)). - **Broader understanding:** These materials cover emerging trends and future directions in RevOps, helping you stay ahead of the curve. Even if you can't watch these immediately, consider scheduling time to revisit them once you complete the course to reinforce and expand your learning. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## 4\. Complete the reflection slides Active reflection is a powerful learning tool, which is why we’ve included it in our curriculum. By completing these slides, you can: **🧠 Consolidate your knowledge.** Articulating your thoughts helps cement new concepts in your memory, and relate it to other concepts within the topic area. **💡 Identify key takeaways to action.** Reflection allows you to pinpoint the most relevant information for your specific role or organization that you can share with your team. **🤔 Foster critical thinking.** Considering how to apply your learning encourages creative problem-solving, which is a [key skill in revenue operations](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) – double win! **🩷 Contribute to your RevOps community.** Sharing your reflections can help your fellow learners and contribute to a collaborative learning environment. Approach reflection slides as **an opportunity for personal growth** rather than a chore. Consider keeping a dedicated notebook or digital document for these reflections for easy future reference. ## 5\. Make use of your course pack Taking effective notes is key for retaining information, and looking back at your learnings in the future. That’s why we created your course pack as an essential tool for organizing your learning. It helps to: - Structure your note-taking and keep your notes organized. - Plan and keep track of any actions you want to take back to your organization. - Keep a note of any resources in the course you want to look back at – just paste the link. - Track your progress through the course and any areas you want to revisit. > “During the course, I kept track of my thoughts and ideas in the spreadsheet found in the "Action points" section. > “This enabled me to start auditing our team's progress towards establishing the RevOps function in my company. And create a roadmap of actions for the leadership team.” > **\-** **Evelina Petrova**, Head of Revenue Operations at Adyen. You can customize the course pack to fit your learning style, whether that means color-coding, adding screenshots, or creating digital mind maps. Whatever works for you! ## 6\. Complete the coursework More of a hands-on learner, our optional coursework provides practical application of the concepts. These resources were designed with your outcomes in mind. Some will require you to complete templates while others will challenge your current processes. All will arm you with knowledge and skills that you can apply to your day job. > Plus, completed coursework can serve as examples of your capabilities if you’re trying to break into a career in RevOps. Approach the coursework as an investment in your professional toolkit, seamlessly knitting your theoretical knowledge with practical skills. > “I really appreciate how the content was complemented with templates and frameworks via additional documentation.” **\-** **Evelina Petrova**, Head of Revenue Operations at Adyen. **Learn more about what Evelina had to say about the course** [**here**](https://www.revenueoperationsalliance.com/case-study-evelina-petrova/)**.** ## 7\. Keep referring to the content You have lifetime access to these resources – so make use of it! Regularly revisiting key concepts enhances long-term retention and keeps your revenue operations knowledge sharp. Or revisit specific modules when you’re facing relevant challenges in your role. You can also access new resources as our course updates to reflect emerging industry trends. You may want to set calendar reminders to review the course content at regular intervals, such as quarterly or bi-annually. Or you can just drop in when you remember. Whenever you need revenue operations knowledge, we’ll be there. 🤝 ## Final thoughts By following these strategies, you'll not only become revenue operations certified but you’ll have unlocked a world of revenue operations expertise. Embrace your learning journey, and transform your understanding of RevOps with [**Revenue Operations Core: Certified**](https://certified.thealliance.io/course/revenue-operations-certified-core). And don’t forget to share your certification on LinkedIn – we’d love to celebrate with you! [Get certified!](https://certified.thealliance.io/course/revenue-operations-certified-core) ### Reducing friction in sales contract creation with Joe Aurilia Jr. URL: https://www.revenueoperationsalliance.com/reducing-friction-in-sales-contract-creation-with-joe-aurilia-jr-2/ Last updated: 2025-06-18T13:58:12.000Z On this episode of RevOps Unboxed, Sandy Robinson sits down with Joe Aurilla Jr, SVP of Operations at Cyware, to discuss how you can reduce friction during sales contract creation. They discuss streamlining Salesforce usage, leveraging AI, and more. **Listen now!** 👇 ## About our guest, Joe Aurilia Jr. Joe Aurilia Jr is SVP of Operations at Cyware, and a seasoned revenue-aligned operator with broad multidisciplinary skills fully capable of diving deep into each business facet to create value, drive change, and demonstrate strategic impact. You can follow Joe on LinkedIn [here](https://www.linkedin.com/in/josephauriliajr/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ### What is marketing operations? (MOps/MarOps) URL: https://www.revenueoperationsalliance.com/what-is-marketing-operations/ Last updated: 2024-08-21T14:25:50.000Z Marketing operations is a function that improves marketing processes behind the scenes by managing marketing tools, automating tasks, and providing accurate reports. This team helps to increase the productivity of your marketing team and improve results from campaigns, by supporting the marketing’s operational systems and allowing marketing executives to focus on marketing. Looking to learn more about this business function? You’re in the right place. This article provides you insight into: - What marketing operations is - The function’s benefits - How to create a marketing ops strategy - How to structure a marketing ops team - The marketing operations career path - Marketing operations vs revenue operations ## What is marketing operations? Marketing operations (also referred to as MOps or MarOps) is a marketing function that aims to [streamline processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), manage tools, and provide accurate data analysis, to drive marketing efficiency. The marketing operations team builds a solid operational foundation to reinforce and support marketing efforts and campaigns. This includes implementing and maintaining marketing tools, setting up automations, and managing projects. Our very own **Head of Marketing Operations, Andrew Cronin**, said: > “Marketing operations is critical in helping marketing to be more efficient at delivering the right messages to the right people, via careful [database management](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/). > “The function helps marketing identify which channels are most effective at delivering those messages by building and maintaining a robust MarTech stack. > “Finally, marketing operations often includes a robust analytics resource that **drives marketing accountability** and transparency for the results they generate, including return on marketing investment (ROMI).” ### Roles and responsibilities of marketing operations There are many responsibilities of a marketing operations team, these may be split amongst a team of specialists or handled by a small group of generalists, depending on your organization. But we’ll dive into this later… For now, here are some key roles of marketing operations professionals: - **Project management** \- managing and tracking long-term projects. - **Tech management** \- ensuring marketing tools work as expected. - **Strategic planning** \- informing best practices and high-level strategy for marketing efforts. - **Process development** \- developing and documenting efficient workflows. - [**Campaign operations**](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/) \- building and monitoring campaigns. - **Performance measurement** \- measuring and reporting on key metrics. - **Data management** \- compliance, CRM management, and data hygiene. [How to build a B2B marketing database from scratchTrying to create a marketing database from scratch but unsure where to start? This quick guide has got you covered!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--32-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) ## Benefits of marketing operations There are many benefits of implementing marketing operations in your marketing department. In particular, this team can optimize marketing processes, ensure better reporting, and improve your [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). ![Benefits of marketing operations Create alignment Prevent bottlenecks Save time and reduce errors Data compliance Accurate reporting Enhanced customer experience](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/benefits-of-marketing-operations.png) But first, we asked **Andrew** why marketing operations is so important: > “Far too often marketers are expected to manage the MarTech stack, or at least parts of it, and the team gets pulled into the weeds of how a tool works, how to get data from A to B, and making sure the 'sales-ready conversations' their campaigns have delivered are being followed up by sales. > “When, arguably, marketers need to focus on marketing. That's their expertise, their domain. **Marketing operations can relieve some of that burden.** > “Another great reason is: modern marketing campaigns use a complex mix of channels and messages which all drive some kind of engagement or response, which ultimately needs to end with sales conversations ASAP – this is where marketing operations excel.” ### Create alignment Marketing operations (and revenue operations, but we’ll get to that later) help to create cross-functional alignment between [sales and marketing](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) by aligning the tech stack and optimizing handover processes. The function also allows for shared data and insights to improve your [buyer persona](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) criteria and targeting based on current customer data. ### Prevent bottlenecks Marketing ops teams work to streamline marketing processes to reduce bottlenecks and pesky red tape, meaning improved efficiency in your marketing campaigns. An example of this might be by implementing a new email software that allows marketing managers to approve and leave comments on emails within the tool - saving your teams the back-and-forth in another tool. ### Save time and reduce errors [Marketing automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) can save your team time on manual, repetitive tasks and reduce human errors within your campaigns. Automation tools can be used alongside [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) to streamline marketing tasks and allow more time for high-impact creative and strategic work. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Data compliance Within your customer relationship management (CRM) database lies a ton of customer data. This is used by marketing to send emails, and target messaging – but who’s making sure your org sticks to data compliance regulations? > Panic averted: your marketing operations team saved the day. Marketing ops professionals ensure compliance with data protection laws, email unsubscribe requests, and maintain data hygiene within your database. ### Better reporting accuracy Tracking the success of marketing campaigns can be a challenge. But with the help of your marketing operations team [KPI reporting](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) can be made simpler. These data wizards can [build dashboards](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) to show your campaign performance at a glance, and can dive further into the data if you spot an issue. This data analysis prowess allows you to make better-informed decisions on your marketing strategy. ### Enhance customer experience As a result of the other benefits, marketing operations can improve your [customer experience](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) (CX) as marketing teams have more time to spend on informative, and entertaining marketing campaigns. Effective compliance also improves CX, as customers who request to unsubscribe from your newsletter will have their request honored quickly. Likewise, improved data analytics means marketing emails can be more personalized to the audience, again improving their experience. [How does the email deliverability update affect your revenue teams?This month Google and Yahoo cracked down on spam email, and have implemented new requirements for bulk email senders. Learn how this impacts you.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--45-.png)](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/) ## How to create a marketing operations strategy Each marketing ops strategy will be unique based on what you want to accomplish and how that looks within your organization. Here are five best practices to help you create a marketing operations strategy. ### 1\. Involve stakeholders When creating a plan for marketing ops it’s important to involve other stakeholders to ensure you solve the root problem. Sometimes the first problem you’re asked to solve isn’t really the cause. Asking ‘why’ many times will allow you to find the real problem, preventing constant firefighting on this issue. It’s also important to involve stakeholders in potential solution planning, as marketing will be actually working with the fix, it’s important to keep lines of communication open. They might be able to flag an underlying issue early, preventing time wasted on a broken solution. An example of a problem marketing ops may be asked to fix is: the email software your marketing team uses for campaigns is shutting down – they require a new tool to be implemented before this happens. ### 2\. Define your objectives Once you understand the problem at hand, it’s time to set your objectives. What would you like to achieve? Why will this be beneficial? When should this be achieved? This will help you to define SMART goals which are specific, measurable, achievable, relevant, and time-bound. Including which KPIs will be used to track progress. To continue our earlier example, your objectives might be to: 1. Identify 3-5 email tools that might be suitable for your organization six months before your provider closes. 2. Select which tool suits your company’s needs (including budget, ease of use, integrations, analytics, etc.), and complete the purchase cycle three months before your provider closes. 3. Implement the [new tool](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/), connect to CRM, and train the marketing team on the new software - leading to an 80% adoption rate one month before your provider closes. 4. [Manage change](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/) and the new tool with weekly check-ins to gain 100% adoption as your provider closes. 5. Optimize new systems and processes to achieve the same (or improved) productivity level as with the old system, by six months after the change. ### 3\. Create a plan Once you have a solid idea of what you need to solve and a rough idea of the solution, it’s time to hatch a plan. Think about all the steps that will need to be done and when in order for your project to be a success. > **Tip:** Use a project management tool to stay organized. Once you have a project plan laid out it’s time to delegate and assign tasks to your marketing operations team (remember to consider each person’s strengths) and get started! In our example, some tasks to assign could be: - Define tool specifications that are required - Research new email tools and how they fit requirements. - Gain purchase approval. - Transfer data and workflows to the new tool. - Complete any email warming. - Communicate this change and [gain buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) from marketing leadership. - Create [training materials](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) to help manage the change. [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_1_vendor_on_off_onboarding.jpg)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ### 4\. Measure success When you’re wrapped up in a project it can be difficult to step back and reflect on your objectives and accomplishments – but measuring your success is still important. Make sure to check in against your goals and measure your progress regularly. This can help you to course correct if something goes wrong and increases accountability across your team. In our example, we might want to measure the adoption rate of the new email software, and if it’s lower than expected, look into the reasons for change resistance. ### 5\. Iterate Even if you execute your plan perfectly, the solution may not hold up over time – especially if your company is growing quickly. That’s why iterating on your plans is crucial for continued marketing operations success. Maybe the initial solution breaks down when your marketing team grows, or maybe a new tool needs to be maintained more regularly than initially thought. Marketing ops solutions should be revisited a few times a year to see if they’re still fit for purpose. In our example, this may mean checking if your new email provider still fits your criteria every six months. [AI and the art of B2B marketing: privacy, governance, and opportunityWith the rise of AI tech, it’s important to stay ahead on privacy and data governance to allow your marketing to benefit from AI usage without risk.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAvi Bhatnagar![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_3_governance_data_privacy.jpg)](https://www.revenueoperationsalliance.com/ai-and-the-art-of-b2b-marketing-privacy-governance-and-opportunity/) ## How to structure a marketing operations team When structuring your marketing operations team, you’ll likely want to split your team members into different specializations, to become the most efficient team. Some of these specialties include: - **Management** – people management and strategy. - **Technology** – managing and implementing tools and automations. - **Campaign management** – building campaigns to specifications. - [**Data analytics**](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/) – analyzing and reporting on campaign performance. - **Demand (lead) generation** – driving demand and passing leads to sales. Some organizations may also have specialists working on marketing engineering (web development within the marketing department), or web platform management (managing the website and increasing traffic). At the end of the day, how you structure your marketing operations team depends on the size of your organization and the priority tasks for your function. Smaller teams will require less personnel and may take on multiple responsibilities, whereas larger teams may have multiple individuals assigned to each specialty. [Create the perfect revenue operations structureGetting your RevOps team structure right is key to building and scaling a successful revenue operations organization. Learn more about building your team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Meta-image--64-.png)](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/) ## Marketing operations career path There are many different job titles that fit under the marketing operations umbrella. But if you wanted a basic overview of the progression within this career (without all those specialized titles, we’ll get to those soon), here’s the rundown: - VP of Marketing Operations - Head of Marketing Operations - Marketing Operations Manager - Marketing Operations Specialist Some other role variations might include coordinator, executive, associate, analyst, and intern, depending on the organization. Okay, so now that we’ve got the basic progression down, let’s learn more about those specialized titles. The progression through a specialized [career path](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) will look similar to the above but there may be more detail within your job title. This table shows examples of this career journey across some of those key specializations we discussed earlier. ![Marketing operations career ladder (L-R), Row 1: VP of Marketing Operations Row 2: Head of Marketing Operations Row 3: Marketing Technology Manager Data and Analytics Manager Campaign Operations Manager Demand Generation Manager Row 4: Marketing Technology Specialist Data and Analytics Specialist Campaign Operations Specialist Demand Generation Specialist](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/08/marketing-operations-team-structure.png) But because nothing is ever straightforward when it comes to job titles, you may also find some teams use the first structure, with the specialty added on at the end. For example, Marketing Operations Manager, Technology; Marketing Operations Specialist, Demand Gen; Marketing Operations Analyst, Data and insights; and so on. ### Skill set for a marketing operations manager There are so many [skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) a marketing operations professional may need in their career, especially given all the specialization opportunities in the role. So we’ve highlighted six key hard and soft skills to look for: | **Hard skills** | **Soft skills** | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Data analytics and visualization Marketing automation tools and CRM software Customer segmentation and targeting Performance metrics and KPI management Project management and workflow automation Email marketing platforms and strategies | Strategic thinking and planning Communication and interpersonal skills Problem-solving and decision-making Adaptability and flexibility Time management and prioritization Change management | Looking for more details? **Andrew** shared his thoughts on the most important skills in marketing ops: > “**Curiosity and problem-solving** – these go hand in hand and allow marketing operations to peel back the layers of complexity and resolve challenges. > “**Expectations management skills** – often marketing operations is building the plane, while flying it, and the sales and marketing teams always want more done, faster, while setting the plane on fire. If marketing operations can't firmly manage expectations people always end up disappointed. > “**Database and MarTech stacks** – the ability to see how decisions about the CRM and tech stack can impact new or existing processes. It's like a chess board, you need to be able to see and plan for what can happen four moves ahead in the game.” [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ### Marketing ops advice We asked our Head of Marketing Operations one last question: What’s your number one tip for someone working in marketing operations? > “The GTM motion depends on marketing operations to **deliver more and more** as it grows – it has an insatiable appetite. > “You need to be helpful, precise, and informative but also gracious when saying no, or it's not a priority right now, or we don't have the resources, etc. > “You’ll deliver lots of critical needle-moving projects which feels great to have an impact but they always want more, so **be gracious, considerate, and confident** when you have to disappoint – because it's going to happen.” > **– Andrew Cronin, Head of Marketing Operations, The Alliance.** ## How do marketing operations work with RevOps? In the past, operations teams have been separate functions adjoined to the hip of the department they support, but with the rise of [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) as a strategic business function marketing operations is often seen as a sub-function of RevOps. In other words, marketing ops is one responsibility of revenue operations, alongside [sales operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) and customer success operations. RevOps aims to align these three ops functions to create a more efficient revenue machine. ## TL;DR - Marketing operations is a function that improves marketing processes and technologies behind the scenes, by utilizing automation, managing the CRM, and analyzing data. - The function’s benefits include creating alignment, improving efficiency, and more accurate data insights. - When creating a marketing ops plan it’s key to involve your stakeholders and define your objectives early. - Marketing operations teams are often structured around functional areas to create a team of specialists. - When combined with sales ops and customer success ops, marketing ops is a sub-function of revenue operations. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Sustainable revenue: How green strategies are driving business growth URL: https://www.revenueoperationsalliance.com/sustainable-revenue-green-strategies-business-growth/ Last updated: 2024-06-28T16:00:21.000Z This article comes from **Jen Bailin**’s insightful talk, ‘*Sustainability Strategy: The Keys to Incorporating Sustainability Into Business Goals*’, at our **2022 San Francisco Chief Revenue Officer Summit**. *Update:* Jen is currently **VP of North America Sales** at **Red Hat** --- Are you ready for the next big wave in business growth? It's not a new technology or a revolutionary product. It's [**sustainability**](https://www.revenueoperationsalliance.com/sustainability-revops-strategies/). I've spent the last 25 years in the industry, working with giants like Microsoft, Salesforce, Cisco, and AWS, and throughout my journey, I've witnessed seismic shifts in how businesses operate and grow. But none quite like what I'm seeing now with sustainability. You might be thinking, "Sustainability? Isn't that just about being eco-friendly?" Trust me, it's so much more than that, and if you're in revenue operations, it's about to become your new best friend. In this article, I'm going to show you why sustainability is the next big business opportunity, how it's reshaping customer expectations, and most importantly, how you can leverage it to drive growth for your company. We'll look at real-world examples, explore emerging trends, and I'll share insights from my own experiences working with some of the world's biggest brands. So, let's dive in. ## **The evolution of sustainability in business** ### Remember about 15 years ago when everyone was talking about "the cloud"? Companies knew they needed to make the move, but many weren't quite sure what it meant. We're at a similar point with sustainability right now. We hear a lot about "climate doom," but sustainability is so much more than just environmental concerns. It's about how products are created, transparency in pricing and profitability, and the overall impact a company has on the world. Just like the cloud revolution, this shift towards sustainability is creating massive opportunities for businesses that are paying attention. _This post is for paying subscribers only._ ### What is a revenue operations manager’s salary? URL: https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/ Last updated: 2025-08-04T15:26:15.000Z Revenue operations continues to grow as a function, and as more professionals look to move into the profession, one topic becomes ever more important: salary. At Revenue Operations Alliance, we aim to elevate the importance of revenue operations, and part of that is publishing our annual [**Revenue Operations Salary Report**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/). Built with the help of our community, our goal with this report is to drive salary transparency and allow RevOps managers to understand their worth. Download your free copy! In this article, we’ll discuss key stats from the report including: - [The key responsibilities of a revenue operations manager](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/#what-does-a-revenue-operations-manager-do) - [The average salary for a revenue operations manager](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/#the-average-salary-for-a-revenue-operations-manager) - [How years of experience affect the number](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/#how-years-of-experience-affect-the-average-revops-salaries) - [How salaries differ in North America compared to the rest of the world](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/#how-revops-manager-salaries-differ-in-north-america-compared-to-europe) - [Where to find more revenue operations salary information](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/#where-to-find-more-revenue-operations-salary-information) ## What does a revenue operations manager do? Before looking at the figures in our Revenue Operations Salary Report, let’s quickly recap what a revenue operations manager does. > RevOps managers are the backbone of any good revenue operations team. They’re responsible for a whole host of RevOps activities - the extent of these varies from organization to organization, and based on the size of the team. [Revenue operations managers](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) work on supporting sales, marketing, and customer success teams by improving processes, managing training, and auditing data. Essentially, RevOps managers manage and deliver projects designed to enhance the performance and processes of customer-facing teams across the customer journey, thus **driving revenue growth**. In a small team, or while working alone, a RevOps manager might be responsible for revenue operations in an end-to-end fashion, strategizing, managing, and executing projects (and putting out the occasional fire). In larger RevOps teams, a revenue operations manager’s role might involve taking on more of the deliverable side of the projects, while a more senior counterpart such as a VP of Revenue Operations works on strategic initiatives and wider project management. It varies on a case-by-case basis, which is why it’s important to read the job description thoroughly and ask questions in order to understand the scope of RevOps within an organization if you’re applying for a role. [What is revenue operations (RevOps)?Revenue operations (RevOps) is a strategic business function that aims to boost an organization’s revenue growth. Learn more about this emerging business function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ## The average salary for a revenue operations manager With that all summarized, we can get into those juicy salary numbers. **17.95%** of our respondents described their job title as Revenue Operations Manager and **19.66%** as Senior Revenue Operations Manager. According to our data, the average RevOps manager earns **$97,748.76** annually pre-tax in base pay. Meanwhile, the average senior revenue operations manager’s average pay is **$140,708.91** annually. These figures don’t account for any bonuses, commission, stock options, or additional benefits as our survey respondents were asked to provide base salary figures only. ![C-suite $275,000.00 Senior VP/Director of Revenue Operations $206,928.57 VP/Director of Revenue Operations $165,589.54 Senior Revenue Operations Manager $140,708.91 Revenue Operations Manager $97,748.76 Revenue Operations Specialist $87,590.00 Revenue Operations Analyst $48,367.50](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Job-title-salary.png) Source: ROA's Revenue Operations Salary Report 2024 Among all of our respondents, which included job titles such as Chief Revenue Officer, VP Revenue Operations, RevOps Specialist, and RevOps Analyst, in addition to the roles listed above – the average salary was **$​​136,001.66**. We’re pleased to see the earning potential for an average revenue operations professional being within the six-figure range. The function contributes heavily to revenue growth and organizational efficiency, so it’s only fair they’re paid appropriately. Our Revenue Operations Salary Report looked at more than just the average salary. We examined the data in depth to showcase how factors like gender, years of experience, and more can affect a revenue operations paycheck. ## How years of experience affect the average RevOps salaries While you’ll find the full breakdown of stats by downloading our free report, let’s take a look at how experience affects revenue operations salaries. Generally speaking, more experience lends itself to a higher salary and our report explored whether that held true for RevOps salaries (across all our surveyed job titles): Those with one to two years of experience earn **$100,113** on average, while those with 10+ years of experience earn an average salary of **$186,055.55**. ![1-2 years $100,113.00 3-4 years $113,838.91 5-9 years $158,983.96 10+ years $186,055.55](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Expereince-vs-salary.png) Source: ROA's Revenue Operations Salary Report 2024 The graph in our report shows a clear trend in RevOps salaries - more experience means more money. While factors like location, company size, and company revenue will also affect this figure, our report showed that survey respondents with more experience were significantly more likely to have higher [direct compensation in revenue operations](https://www.revenueoperationsalliance.com/direct-vs-indirect-compensation/). 💡 Looking to take your RevOps knowledge to the next level? Our Revenue Operations Core certification gives you access to expert insights and practical guides to help you take the next step in your career. [Get certified now!](https://certified.thealliance.io/course/revenue-operations-certified-core) ## How RevOps manager salaries differ in North America compared to Europe Our report also divided up survey responses based on our respondents’ locations. As the job market for revenue operations is the biggest in North America, it’s no surprise respondents earn more there than anywhere else. Revenue Operations Managers in North America reported earning an average annual salary of **$118,097**, while their counterparts in Europe earned **$70,627** on average. A similar pattern is seen among Senior Revenue Operations Managers, with those in North America receiving an annual salary of **$170,778.57** compared to those in Europe who earn **$102,000** annually. ![Chief Revenue Officer $275,000.00 Senior VP/Director of Revenue Operations $199,750.00 VP/Director of Revenue Operations $187,972.52 Senior Revenue Operations Manager $170,778.57 Revenue Operations Manager $118,097.00 Revenue Operations Specialist $132,350.00 Revenue Operations Analyst $65,000.00](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/job-title-vs-salary-north-america.png) Source: ROA's Revenue Operations Salary Report 2024 ![VP/Director of Revenue Operations $125,900.00 Senior Revenue Operations Manager $102,000.00 Revenue Operations Manager $70,617.78 Revenue Operations Specialist $64,250.00 Revenue Operations Analyst $39,232.67](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/job-title-vs-salary-europe.png) Source: ROA's Revenue Operations Salary Report 2024 Across all of our respondents, again including other job titles, the average annual salary in North America was **$167,817.57**, compared to **$96,577.22** in Europe, and **$69,072.15** in the rest of the world. But it’s also worth noting that our data suggests there are more senior RevOps professionals in North America, and Europe respectively, than in the rest of the world. As the field expands globally, we expect a more balanced distribution of experience (and pay) across the regions. ## Where to find more revenue operations salary information This article features some eye-opening information about the industry, but it’s only scratching the surface. How do you get even more information on the subject of pay? Our [**Revenue Operations Salary Report**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) dives into these salary figures in even more depth than this article, helping you to benchmark your salary and negotiate your next pay rise. You can get your copy of the latest edition right here and keep your finger on the pulse of the industry.👇 ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/Cover_Mockup.png) Our free report looks at how the following can affect salaries worldwide: - Gender - Experience - Seniority - Location - And more! ### Exploring the revenue operations career path URL: https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/ Last updated: 2025-08-04T15:26:32.000Z In today's rapidly evolving business landscape, companies are constantly seeking new and innovative ways to maximize their revenue streams. One area that has emerged as critical to achieving this goal is revenue operations (RevOps). Whether you're already working in the field or are considering a career in this dynamic industry, it's important to have a clear understanding of what RevOps is all about. 💰 Are you being paid fairly? Our ****Revenue Operations Salary Report** can help you benchmark your salary and negotiate your next pay rise with confidence. [****See the data.**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) In this article, we'll explore the: - [Key components of revenue operations.](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/#understanding-revenue-operations) - [Various career paths available.](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/#the-revenue-operations-career-path) - [Essential skills needed for success.](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/#essential-skills-for-a-successful-revenue-operations-career) - [Education and certification options to consider.](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/#education-and-certification-options) - [Advice from RevOps professionals.](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/#advice-from-revops-professionals) ## Understanding revenue operations Before delving into the career opportunities and educational requirements, what actually is [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)? At its most basic level, revenue operations is the process of optimizing an organization's revenue streams. This involves streamlining sales, marketing, and customer service processes to create an efficient, seamless experience for customers and boost the bottom line. At its core, revenue operations is a cross-functional approach that brings together various departments within a company to achieve common goals. Read more: 👇 [What is revenue operations (RevOps)? | ROARevenue operations aims to align sales, marketing, and customer success teams. Explore how RevOps can revolutionize your revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ## The revenue operations career path Revenue operations is a crucial aspect of any business, and as such, it offers a variety of career paths for individuals interested in this field. Whether you're just starting out or looking to take your career to the next level, there are plenty of opportunities available. ### Entry-level roles in revenue operations As an entry-level professional, there are several roles you could consider to get your foot in the door of RevOps. Allowing you to build up the skills, knowledge, and experience of operations to move into RevOps Such as: - [**Sales Operations**](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) **Coordinator** \- Responsible for supporting the sales team by managing data and maintaining accurate records, while ensuring that the sales team has the tools they need to be successful. - **Marketing Operations Analyst** \- Responsible for analyzing marketing data and metrics to help the marketing team make informed decisions. While also managing marketing campaigns and ensuring that they are executed effectively - [**Deal Desk**](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) **Analyst** \- Responsible for managing the contract approval process and helping deals to get across the line. Involves working across multiple departments to gain approvals. 💡 Did you know that almost one in five [****(19.5%)**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of revenue operations professionals previously worked in sales operations? Or if you wanted to dive right into a RevOps role, a **Revenue Operations Analyst** could be right for you. This role involves: - Educating and improving processes within an area of RevOps - Being assigned to one or two branches of the go-to-market teams - Supporting detailed processes and data analysis [Revenue operations vs sales operations: What’s the difference? | ROAWhat are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) ### Mid-level roles in revenue operations If you have some experience in revenue operations, a mid-level role such as **Revenue Operations Manager** could be a great fit. As a [Revenue Operations Manager](https://www.revenueoperationsalliance.com/what-is-a-revenue-operations-managers-salary/), you'll be responsible for developing and implementing strategies to improve revenue growth and streamline operations. In this role, you'll also be responsible for analyzing data and metrics to identify areas for improvement. You'll also be responsible for developing and implementing strategies to increase revenue and improve operational efficiency. ### Senior-level roles in revenue operations If you're looking to take your revenue operations career to the next level, senior-level roles such as Director of Revenue Operations, Chief Revenue Officer, and Vice President of Sales Operations could be a good fit. In these positions, you'll be responsible for driving revenue growth at a high level and leading and managing teams of professionals. As a **Director of Revenue Operations**, you'll be responsible for overseeing all aspects of revenue operations, including sales, marketing, and customer success (CS). You'll also be responsible for: - Developing and implementing strategies to improve revenue growth - Streamlining operations A [**Chief Revenue Officer**](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) role is another option for senior-level professionals. In this position, you'll be responsible for driving revenue growth across the entire organization. You'll also be responsible for managing a team of sales, marketing, and CS professionals. A **Vice President of Sales Operations** role is also an option for senior-level professionals. In this position, you'll be responsible for: - Leading the sales operations team - Ensuring your team are meeting their goals and objectives. - Developing and implementing strategies to improve revenue growth. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### Potential career progression Once you've gained experience in one of these roles, there are many opportunities for career progression. You could move into a different department within the company, take on a new role in another industry, or even start your own [revenue operations consultancy](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/). Ultimately, the revenue operations career path offers a wide range of opportunities for professionals at all levels of experience. ## Essential skills for a successful revenue operations career If you want to succeed in the field of revenue operations, there are several [essential skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) you'll need to develop. Let's take a closer look at what they are. ### Analytical and problem-solving skills Analytical and problem-solving skills are essential in revenue operations, as you'll be responsible for **analyzing data and developing strategies to optimize revenue streams**. This requires a strong understanding of statistical analysis and data visualization, along with the ability to think critically and develop effective solutions to complex business challenges. 💭 For example, imagine you're working for a software company that's struggling to increase its revenue. By [analyzing](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/) customer data, you discover that a large percentage of customers are dropping off during the onboarding process. Using your analytical and problem-solving skills, you develop a new onboarding strategy that reduces drop-offs and increases revenue. ### Communication and collaboration skills As revenue operations is a cross-functional approach to driving revenue growth, it's essential to have strong **communication and collaboration skills**. You'll need to work closely with teams from different departments within the company, so the ability to communicate effectively and build consensus is crucial. 💭 Imagine you're working on a project to increase revenue from a particular product line. To achieve this, you'll need to collaborate with the sales team to develop a new pricing strategy, the marketing team to create a targeted campaign, and the product team to improve the product's features. By using your communication and [collaboration](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) skills, you're able to bring these teams together and achieve your revenue goals. [How revenue & customer success can work together more effectivelyDiscussing the importance of close relationships between revenue & customer success teams, we present a Q&A from the Future of SaaS Festival where experts provide insights on how closer collaboration can work together to drive growth, adoptions, and of course, revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEmma Bilardi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ashkan-forouzani-m0l9NBCivuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) ### Technical and software proficiency Revenue operations, like most fields, is becoming increasingly reliant on [technology](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) and software, so it's essential to have the **technical skills** needed to use these tools effectively. This includes proficiency in data analysis tools, CRM software, marketing [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) software, and other relevant technologies. 💭 For example, imagine you're working for an e-commerce company that's looking to increase its revenue through targeted email campaigns. By using your technical and software proficiency, you're able to set up an email marketing automation system that targets customers based on their browsing and purchase history, resulting in a significant increase in revenue. ### **Project management and organization skills** Revenue operations often involves managing complex projects with multiple stakeholders and deadlines, so it's important to have strong **project management** and **organization** skills. This means being able to prioritize tasks, manage timelines effectively, and collaborate with team members to achieve goals. For instance, imagine you're working on a project to launch a new product line. You'll need to coordinate with the product team to develop the product, the marketing team to create a launch campaign, and the sales team to ensure the product is properly positioned in the market. By using your project management and organization skills, you're able to **keep everyone on track and launch the product successfully**. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ## **Education and certification options** Finally, let's take a look at the education and certification options available for those pursuing a career in revenue operations. ### **Relevant degrees for a revenue operations career** There are several degrees that could be relevant for a career in revenue operations, including: - Bachelor's Degree in Business Administration - Bachelor's Degree in Marketing - Bachelor's Degree in Finance - Master's Degree in Business Administration ### **Continuing education and skill development** Finally, it's important to stay up-to-date with the latest developments and best practices in revenue operations. This can be achieved through continuing education and attending relevant industry conferences and events. > *Speaking of events… Join us at one of our* [*Revenue Operations Summits*](https://events.revenueoperationsalliance.com/) *in London, New York, or* [*San Francisco*](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/)*!* You can also continue your education journey by becoming revenue operations certified. Our comprehensive [Revenue Operations Core](https://certified.thealliance.io/course/revenue-operations-certified-core) course allows you to take your RevOps knowledge to the next level. [9 must-read books for revenue operations leadersDive into our reading list of must-read titles for revenue leaders. From RevOps guides to Navy SEALs leadership advice, you’ll gain a new perspective.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--25-.png)](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/) ## **Advice from RevOps professionals** Looking for some [advice](https://www.revenueoperationsalliance.com/10-game-changing-tips-from-revenue-operations-experts/)? 👀 Our [Slack community](https://www.revenueoperationsalliance.com/join-the-community) of RevOps professionals have their **top tips** for you! > *“Learn to sell. If you don’t know what a salesperson goes through and how hard the job is firsthand, you will struggle to build the cross-functional relationships necessary to be successful.”* **Brad Rosen**, President at Sales Assembly > *“Pick an industry that you have experience in. Target RevOps roles that are in tech if you've been a Sales rep or CSM at a startup as an example.* > *“You'll be starting off in a new type of position, but if you can pitch understanding the business and the struggles faced by customer-facing folks, you'll have an easier time showing your value.”* **Jeremy Steinbring**, Founder at RevOynx > *“Any consulting experience is HUGE in advancing your career in RevOps.* > *“Doesn't have to be professional/paid consulting, but just understanding how to identify requirements, document current process, and establish a future vision will go a long way in becoming a strategic RevOps leader vs a data miner and task completer.”* **Greg Laren**, VP of RevOps at Eltropy > *“For someone looking to get promoted internally, it would be important to network and develop strong relationships in the RevOps team. Ask to shadow, develop a good understanding of their revenue processes and how things within the company interconnect with that team.* > *“For someone looking to switch, I'd say these three things are critical:* > *“Stay up to date on the trends. RevOps is ridiculously fast at evolving. Our field is so dynamic. Attend webinars, join things like our Slack community, go to networking events, connect with people on LinkedIn, etc. Try to get a mentor, even if it's unofficial.* > *“Invest in professional development: If the company won't pay for you, take advantage of free webinars or free training. If they will, look to get certified.* > *“Last but not least, in your current role, look to create a results-driven mindset. RevOps is all about numbers and being proactive in trends. If you don't have that mindset yet, you'll need to practice it.”* **Karli Brophy**, Senior Manager, RevOps Processes at HST Pathways 🎧 Looking for more expert advice? Check out this episode of [RevOps Unboxed](https://www.revenueoperationsalliance.com/tag/podcasts/) where Manas Kulkarni, Director of Revenue Operations at Spring Health, dives into how he approached his first senior RevOps role. [Listen here](https://www.revenueoperationsalliance.com/mistakes-management-approaching-your-first-senior-revops-role-manas-kulkarni/). ## **Conclusion** Revenue operations is a dynamic and essential field that is critical to business growth and success. Whether you're just starting out in the field or are looking to take your career to the next level, understanding the key components, career paths, essential skills, and educational options are critical to success. With the right combination of education, experience, and skills, a successful career in revenue operations is well within reach. ## Looking to stand out in the job market? Take your revenue operations knowledge to the next level, with our new comprehensive course. Our Revenue Operations Core certification covers: 🧠 What revenue operations truly means 🙏 How to build an impactful RevOps team 🔑 The keys to tracking your team’s success 📈 How to enhance the function in your organization And much, much more... [Get certified!](https://certified.thealliance.io/course/revenue-operations-certified-core) ### Revenue Operations Salary Report 2024 URL: https://www.revenueoperationsalliance.com/revenue-operations-salary-report-2024/ Last updated: 2025-10-15T11:27:48.000Z ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/Cover_Mockup.png) Salary transparency unlocked. Stop wondering if your earnings are in line with your workload. Find out exactly how much your peers are paid. 🤑 As the RevOps career path grows, it isn’t always clear what compensation looks like across the industry. This report aims to create visibility around salary and compensation within revenue operations roles worldwide. **Discover your worth. 👉** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/Free_Landscape_Brochure_Mockup_01%20(1).png) Benchmark your compensation. 🤔 Are you being under-compensated for your work? 💰 Are other revenue operations professionals earning more than you in other industries or countries? 📈 Could you boost your earnings by moving to do RevOps at a bigger company? Or by working remotely? **We’ve got the answers.** ## We're proud to present our first-ever Revenue Operations Salary Report. 🎉 ## What’s inside? A digital doc with all the answers you need to: 🤝 Negotiate your next pay rise with confidence. 💸 Ensure you’re properly compensated for your hard work. ⚖️ Keep your pay in line with the weight of your responsibilities. ## A sneak peek into our findings... - The difference in average salary between male and female respondents is **$14,224.21**, with male respondents earning more. - Among our respondents, those who work alone earn **$5,934.85** less than the average salary. - RevOps professionals with no managerial responsibilities earn **$16,380.56** less than the average salary. - **76.92%** of RevOps pros receive a yearly bonus. Show me the data! [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/Newsletter_Upsell_Footer_ROA.png)](https://www.revenueoperationsalliance.com/partner-with-us/) ## Featured experts The report also features expert insights into the RevOps job market, including topics such as salary transparency, diversity, and layoffs. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jeremy%20steinbring%202.jpeg) Jeremy Steinbring, Founder at **RevOnyx** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jordan%20shaheen.jpeg) Jordan Shaheen, Head of Revenue Strategy and Operations at **Candid** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/tana%20jackson.jpeg) Tana Jackson, Global Director of Revenue Operations at **Chronicle Heritage** Download your free copy! ### Aligning sales leadership and RevOps for success with Ian Grace URL: https://www.revenueoperationsalliance.com/aligning-sales-leadership-and-revops-for-success-with-ian-grace/ Last updated: 2025-06-18T14:01:10.000Z On this episode of RevOps Unboxed, Sandy Robinson sits down with Ian Grace, Vice President of Sales at Ocrolus, to discuss how revenue operations can effectively align with sales leadership. They discuss alignment, territory planning, and sneaky CRM exports. **Listen now!** 👇 ## About our guest, Ian Grace Ian is an engaging business development leader possessing a winning blend of team leadership, strategic talent, and practical experience. Through hands-on involvement and an unwavering commitment to success, he's skilled in managing sales, marketing, and operations to produce exemplary results. Ian applies a combination of strategic, operations, and analytical expertise, and consistently exceedexceeds revenue and performance goals by aligning staff talents and effort with organizational objectives. As VP of Sales at Ocrolus, Ian manages the revenue operations team as well as handling sales leadership. You can follow Ian on LinkedIn [here](https://www.linkedin.com/in/ian-grace-0385a91/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Create the perfect revenue operations structure URL: https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/ Last updated: 2025-08-05T06:56:01.000Z Whether you're starting a new [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team or are scaling your existing team, it can be useful to understand the best practices for structuring RevOps function for the long term. This article breaks down how to structure your revenue operations org and build a scalable team. We cover: - [Understanding the role of a revenue operations team](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/#understanding-the-role-of-a-revenue-operations-team) - [When to implement a revenue operations function](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/#when-to-implement-a-revenue-operations-function) - [How to structure your RevOps org chart](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/#two-ways-to-structure-your-revops-organization) - [Building a scalable revenue operations team ](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/#building-a-scalable-revenue-operations-team) ## Understanding the role of a revenue operations team A revenue operations team should be a strategic partner within your organization, aiming to align revenue-generating functions, processes, and tools to create operational efficiency. By working with your sales, marketing, and customer success teams, RevOps will keep your [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) running smoothly and generating revenue. The team will focus on process optimization, data analytics, enablement, and tech stack management. Want to learn more about the role of revenue operations? Check out the guide. 👇 [What is revenue operations (RevOps)?Revenue operations (RevOps) is a strategic business function that aims to boost an organization’s revenue growth. Learn more about this emerging business function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ## When to implement a revenue operations function Most revenue operations professionals suggest setting up a RevOps team as soon as possible within your organization. Usually, this is around the 50-employee mark, as by 100 employees it could be *slightly* too late. The longer your business operates without a RevOps function looking after your systems, the messier they will get. In turn, this makes it much harder to adopt revenue operations down the line. A [messy CRM](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) can prevent you from having accurate historical data, and an unaudited tech stack can lead to inefficiencies. These in-the-weeds concerns can be fixed by revenue operations, but can stop the function from taking a strategic approach. Starting your RevOps journey early allows you to keep these concerns at bay, and allow your team to drive revenue growth. > “For those of you working in startups, that first RevOps hire is critical. You should do that sooner versus later. > “And you should empower them to be more strategic and think about the full customer journey.” > – **Sandy Robinson**, SVP Revenue Operations and Enablement at Patra. ### Hiring a consultant If you don’t want to commit to a full RevOps function yet you can opt to hire a part-time [consultant](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/) instead. A consultant can help you to keep your systems in check without committing to a full-time hire. This may be more cost-effective for small businesses looking to implement revenue operations early. You can then upgrade to an in-house team when your revenue teams grow. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## Two ways to structure your RevOps organization Depending on your organization, there are two main ways to structure your revenue operations team: based on stakeholders, and based on function. ### Stakeholder approach The stakeholder approach structures your RevOps team based on the stakeholders they work with, such as marketing operations, [sales operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/), and customer success operations. This approach makes the most sense if you have existing sales, marketing, or customer success operations teams who’ll be transitioning into a revenue operations team. Structuring your team like this allows a smooth transition from siloed operations to creating a RevOps function. This also reduces confusion for stakeholders who work closely with a particular ops team member. Some job roles that might be associated with this structure include: | VP Revenue Operations | | | | ------------------------------- | --------------------------- | --------------------------------------- | | Head of Marketing Operations | Head of Sales Operations | Head of Customer Success Operations | | Marketing Operations Manager | Sales Operations Manager | Customer Success Operations Manager | | Marketing Operations Specialist | Sales Operations Specialist | Customer Success Operations Specialist | | Marketing Operations Analyst | Sales Operations Analyst | Customer Success Operations Analyst | | | CRM Administrator | | | | Deal Desk Analyst | | The con of this method is that as your [RevOps team](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) grows, it may become siloed again as your marketing operations team stops talking to your sales ops team, for example. A key benefit of the revenue operations methodology is an aligned view of the customer journey – which may be lost with this org structure. That’s where the function approach comes into play… ### Function approach This approach structures your revenue operations team by job role functionality. These functional divisions may vary company-to-company but it makes sense to keep these roughly aligned with the four pillars of RevOps. So for example, you may split your revenue operations into smaller teams based on data, tech, enablement, and processes, with a few team members working within each sub-team to ensure best results. This approach allows more alignment across the customer journey, as teams will work with each stakeholder group. This org structure also allows better scalability as each job function can scale as your company’s needs change. Here’s an example of a revenue operations org chart divided by function: | VP Revenue Operations | | | | | ----------------------- | ------------------------ | --------------------------- | ------------------------- | | RevOps Manager, Systems | RevOps Manager, Insights | Revenue Enablement Manager | RevOps Manager, Processes | | CRM Administrator | Data Analyst | Sales Enablement Specialist | Deal Desk Admin | You can also structure your revenue operations org based on function and then further specialize your team by stakeholder. For example, within your enablement team, you may have a sales enablement manager, and a customer success enablement manager if your company requires it. In a recent podcast episode, **Jenn Glabicky**, Director of Revenue Enablement at Dodge Construction Network, discussed how revenue operations is structured at her company: > “Our RevOps org is broken down into five pillars. > “So we start with our systems and tools group, who deal with our CRM. We also have our contracting group who make sure that we have everything up to snuff before we start sending things back and forth with customers. > “In the middle is revenue enablement. To me, being in the middle is making sure that I’m able to help with those pieces, helping with the contract management, helping with the systems and tools. > “On the other side, we have some data and analytics folks, that's the fourth pillar. And then the fifth pillar is our commissions group.” 🎧 ****Psst…** Listen to the full podcast episode with Jenn Glabicky [here](https://www.revenueoperationsalliance.com/the-5th-pillar-of-revops-enablement-with-jenn-glabicky/). ## Building a scalable revenue operations team When building your revenue operations team there are a few key steps to ensure your team is scalable and built for the long-term. ### Consider your needs Before hiring, it’s important to consider what your organization needs at the moment (and what you’re likely to need in the near future). There are normally a few key reasons for hiring revenue operations professionals early on, and each reason may mean you require a different specialist. **Reason one:** Your CRM and data are a mess and you want someone to fix this. In this case, you likely need a [CRM administrator](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/) to help you manage your systems. But you may want to consider if you want to hire a RevOps leader or consultant first to set up best practices. **Reason two:** You want to start your RevOps function and develop best practices. When starting out your RevOps team it’s key to hire a senior revenue operations leader, who’s a generalist with experience in strategy. This is crucial as they may be your only revenue operations hire for a period, and they need to be able to strategically approach building the function and put out any fires. **Reason three:** You’re growing quickly and ad-hoc tasks are stacking up. If your existing revenue operations team is swamped with ad-hoc tasks it might be time to increase their headcount. Think about which area is causing the most problems and try to hire a specialist for that area, or consider a couple of areas you may want your new hire to cover. These needs will inform the roles and responsibilities listed in your job posting and what skills you’ll require in your next RevOps team member. [Mastering RevOps hiring: Best strategies for building a teamJoe Aurilia Jr., SVP of Operations at Cyware provides an expert look at the top strategies for building high-performing revenue operations teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_7_recruitment.jpg)](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) ### Hire strategically It’s important to think back to how you want your revenue operations team structured when [hiring](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/). Your team may start out more as generalists and slowly transition to becoming specialists as the function grows. Understanding how your team will grow over time can allow you to put out the right job adverts when hiring. An effective way to hire when starting your team is to consider gaps in your team's knowledge and skills, and hire to cover those areas. This will allow your team to succeed in the variety of tasks they’ll be responsible for. It’s also important to understand the key skills your new hire will need to thrive in the role. Watch this video to discover the top seven skills for RevOps pros: Watch to learn the must-have revenue operations skills. ### Build a great culture Building a [team culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) is key to retaining your top talent. Build a culture of clear expectations and learning to allow your team members to thrive. Setting clear expectations allows your team to understand the main priorities within their role and can help to avoid burnout. RevOps is constantly evolving, so fostering a culture of learning can help your teams stay on top of new trends and best practices, and keep your revenue engine running smoothly. Ideally, your culture will come from the top, such as from your [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/), but it’s also important to maintain that exemplary culture as it trickles down to your team. ## Connect with your peers Join our thriving community of 2500+ RevOps professionals, to connect and discuss all things revenue operations. From building a team, to managing your CRM, our community are there to help you along your RevOps journey. Join now! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### 5 tips for territory planning in revenue operations [Video] URL: https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-in-revops-video/ Last updated: 2024-06-19T09:11:08.000Z ## More like this: [RevOps vs Sales ops: What’s the difference? \[Video\]Keep watching to discover the key differences between sales ops and RevOps including department served, impact on customers, approach to revenue streams, and metrics.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/8.png)](https://www.revenueoperationsalliance.com/revops-vs-sales-ops-video/) [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) [5 tips for territory planning like a revenue operations proWonder what territory planning is or what it has to do with RevOps? We’ve got you covered with 5 tips to level up your sales territory planning game.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_7_territory_mapping.jpg)](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/) ### Cracking the code: The talent formula for future success URL: https://www.revenueoperationsalliance.com/the-talent-formula-for-future-success/ Last updated: 2025-07-09T14:52:51.000Z This article comes from **Dr. Courtney McCashland**’s insightful talk, ‘*The talent formula for future success*’, at our **New York 2023 Chief Revenue Officer Summit**. --- What if I told you that the key to accelerating your sales growth lies not just in the natural talents of your salespeople, but increasingly in the competencies you can help them develop? I'm **Dr. Courtney McCashland**, **Co-Founder** and **Chief Officer of Science and Strategy** at **AuctusIQ**, and over the past few years, my team and I have made some game-changing discoveries about what really differentiates top sales performers. Through our work with leading sales organizations and over 300 empirical studies, we've uncovered a powerful formula for "future-proofing" your sales force. It's a formula that takes into account the dramatic shifts we've seen in the buyer journey and the surprising new findings about the relative impact of talent versus competency on sales performance. So today, I'm going to walk you through these insights and show you how to apply them to lift the performance of your sales team with certainty, let's dive in and explore the talent formula for future sales success! ## **The changing buyer journey** ### To really understand what it takes to succeed in sales today, we need to start by looking at the buyer journey. Traditionally, we've thought of the buyer journey as a nice, linear, chronological funnel with well-defined stage gates, but that's just not how people buy anymore. About three and a half years ago, Gartner did a very rigorous study where they dug deep into what's going on in the buyer journey, and what they found was a crazy, complex map that they call their "spaghetti model." ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/FQTspIvWUAEzwE5.jpeg) If you're working in complex sales, you know exactly what this feels like. You've got elusive buyers, numerous influencers, and decision-making that's all over the place. [Chief Revenue Officer: Revenue growth from the C-suiteA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) _This post is for subscribers only._ ### Why we need to amplify diverse voices in our companies URL: https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/ Last updated: 2025-08-04T15:26:53.000Z *This article was originally posted on our sister community* [*CMO Alliance*](https://www.cmoalliance.com/) *and is adapted from Patrick's appearance on CMO Convo, "*[*It's a diverse world. Marketing should be too.*](https://www.cmoalliance.com/cmo-convo-its-a-diverse-world-marketing-should-be-too-patrick-reynolds-jade-warne/)*"* --- I’m Patrick Reynolds, and I’m the CMO of a company called BlueConic, which is a technology company in the customer data platform space. BlueConic is a portfolio company of Vista, which is the largest technology investor in the world. I’ve always been an observer of people in life, which is an expression that I learned quite early on. I try to be a cultural anthropologist of humans in the wild, as it were. So on the subway, in the park, when they don't know that you're observing, you're observing (in a non-creepy-weird way). I always keep an ear open and my eyes open to how people look, behave, and interact. And I think that's always been really core to me. I take a journalistic perspective on how to do marketing, I guess. It's important to talk about diversity, equity, and inclusion (DEI) from a marketing perspective and make sure that we’re building the kinds of organizations that represent us as people and our businesses well. I’d also like to speak secondarily as a human who recognizes the dramatic and desperate need for a more inclusive, multicultural, multi-palleted world. And then I’d also like to speak to you as a cisgender, middle-aged white guy, because I think that persona is critical to making everything else work better, faster. [CMO Sessions | Tokenism and DiversityIn this CMO Session Lorena talks diversity, tokenism and what needs to change to show representation across organisations.![](https://www.cmoalliance.com/content/images/size/w256h256/2021/02/CMO_Alliance-Colour-Logomark_tiny.png)CMO AllianceCMO Alliance![](https://www.cmoalliance.com/content/images/2022/06/lorena.001.jpeg)](https://www.cmoalliance.com/cmo-sessions-tokenism-and-diversity-we-still-have-it-wrong/) ## Defining diversity, equity, and inclusion To me, DEI is about creating a space where everyone is welcome. And a different way to say that is that I want to create an environment that broadly looks like the world we live in. Up until quite recently, the business world was a little cocoon nested within this increasingly diverse world, but immune to it. It was a little white bastion in the middle of a very multicolored ocean or constellation. But that dog won't hunt anymore. So we need to figure out a way to make what happens inside the four walls of the business more closely mirror what happens outside of them. ## Business is integral to a better society > *“Diversity is being invited to the party. Inclusion is being asked to dance. And belonging is dancing like no one’s watching.”* It's important to be fluent in all of the idioms of the audience that you’re candidly marketing to or selling to. So, even though we're selling enterprise-level software, we're seeing the buyers of that kind of product change. Ten years ago, they looked a lot like me. And that's still the case in certain places. Now, though, we're finding people who are younger, more diverse, and have a different background. And if I come at them with a series of Seinfeld references, dad jokes, and baseball terms, it's probably not going to land. So it's enlightened self-interest for me to have people who can make us fluent in the language of our customers. If you want to be purely financially motivated, that's one way to look at it. The other way is that we need to create a better society, and business is integral to creating a better society for better or worse. We can't fix the fact that business has a large outsized presence because it does. So let's capitalize on it and try to advance the ball as much as we can. [“Diverse teams outperform the competition”, with ETQ’s Melanie WalterETQ’s Melanie Walter has years of experience in building enablement functions in addition to her qualifications as a Diversity, Equity, Inclusion and Belonging (DEIB) practitioner.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/2022/03/Sales-Enablement-Innovation-Podcast-Blank-Meta.png)](https://www.salesenablementcollective.com/diverse-teams-outperform-the-competition-with-etqs-melanie-walter/) So there's both a financial and business motive. I also believe that a more diverse set of marketers is preferable and better over time than a less diverse set of marketers for business results. > *I’d also like to create a world that I'd like to work and live in, and that's one that welcomes and celebrates the diversity of everyone.* Another thing that's really interesting is that younger people are currently making very interesting employment decisions. You read a lot of things that’ll say a lot of people are opting to work less or more remotely, or they'll take less money for more latitude of schedule. I believe that a lot of that has to do with the fact that the business doesn’t map to their values, and they almost want to limit their exposure to something that's contrary to their values. If your work life is just too different from your life-life, you're going to want to shrink it so that you can have your life-life. So if we can make work life a little more like the outside world, then maybe we can have a more harmonious relationship between work and personal life. ## Establishing authentic DEI in marketing When it comes to DEI, companies have been talking the talk for a long time, but it’s only recently that they're beginning to walk the walk. Optics have always been essential. You needed to look suitable for a company. So people would make great efforts in their advertising campaigns to show a vast array of people. But behind the scenes, the people making those things were typically much more like me than what the company was portraying. > *Now, I think that’s starting to change. I think it’s changed dramatically in the case of women, but I don't think it's changed as much as it frankly needs to in the case of people of color.* I think that it’s happening, but it's just not happening at the rate and pace that I think anyone would be comfortable with. It's very ironic because marketing is typically the canary in the coal mine. It'll put it out there that this is where we need to be. But then if you actually pull back the covers on the people making the marketing, they're talking the talk but not walking the walk. It's a lot of white people making commercials about how important diversity is. Now that’s changing, and I think that's critically important. But that's another irony that sticks in my craw a little bit. A lot of the startups I've been a part of are very clubby. You have a small number of people in the venture capital community giving money to a small number of people that they can rely on. And it perpetuates this handing off the baton within a circle so it really just goes around. Most of these people are really good people, in my experience. But again, it's a very small circle. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- When I worked for MasterCard, which is obviously a large, publicly traded global company, diversity was real there. I’d literally be the token straight white guy in the room, and I’d be amongst all of God's creatures. It was fantastic; the ability to harmonize that energy and get that thinking together and all those broad perspectives. We also have a terrible fault in the US of thinking in red, white, and blue terms and thinking of a very US-centric world, which is becoming less the case all the time as well. So for all those reasons, just hearing people, hearing how they talked, hearing their stories, hearing about their families, seeing their pictures and all that, it was an awakening, and it made us better at what we did. ## DEI initiatives and their impact on customers If we look at some examples of DEI initiatives from other brands and how those initiatives have affected customers, I guess we'd be remiss to not talk about the Bud Light fiasco. Just because you say it, doesn't mean it’s so. I’d just file that under that heading. I think that there was absolutely nothing wrong with what Bud Light did. In fact, I could find a lot of things that are admirable about it, providing it was coming from a genuine place and it wasn’t something they did so that they could get a good DEI grade in their board meeting. I don't know if the average consumer, much less Kid Rock, has privy into what they're talking about when they're creating that kind of campaign. So I think it's a little self-serving for the haters as well. But it just goes back to the idea that you’ll make things that work for your audience, provided you know those inputs. I can market to a diverse array of customers better if I have a diverse array of people helping me market. [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) You can also think about cosmetic companies like Fenty Beauty, who came in with a wide collection of makeup that suits all skin tones. > *And now this is the norm in the cosmetic industry.* I don't think the initial people who created these kinds of cosmetic products and marketing campaigns were doing it from a place of exclusion. I think they just didn't know. They're more like sins of omission than commission. I don't think anyone ever intended to make makeup that wouldn’t work for people of color. I think it just never occurred to them that it wouldn't work for those people because they look like me. If it's all super single-threaded, elitist, white, or American. We're not doing it from a bad place. It's just the language that we speak and the culture that we grew up in. But it doesn't work anymore. So you need to bring other people into the room and they can sanity check your stuff. How is it plausible that you can ask a very small group of people who aren’t what you want them to be, to be more like what you want them to be? Imagine I'm going to tell a room of 10 people who are all white, six went to Stanford, and four went to Harvard, “I want you to now be of the people and go out and cast a big net for the people in Hoboken, New Jersey, and Brixton, London.” How is that going to ever work? It won’t. So the question is, do you actually want that? Or do you want to look like you want that? If you actually want that, you need to bring in people who have some understanding of those places. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) --- ## Twitter’s role in DEI discourse Twitter has recently been going through a bit of a chaotic time under Elon Musk's management. Personally, I view the platform as a vast wasteland that I’ll occasionally glimpse into on my own time just to see how crazy the world is. And then I quickly slam it shut and run away. I think that Elon Musk is trying to make the argument that it's plumbing. He’s saying, “Put whatever you want on there. We're not here to sanction it. We're not a publisher.” And yet on the 2nd of June, the second day of Pride, he was actively promoting anti-trans rhetoric. Twitter wants us to think that it's not a publisher, like the New York Times, promoting hate and filth and exclusivity and all these other things. It's a forum, it's a message board, and people put what they want on it. I don't think that’s going to hold true anymore, especially if you're going to charge people to put things on there and you're profiting from that, and you have the owner of the company actively amplifying toxic and harmful rhetoric. It's pretty transparent. It's also not a place where I think serious business should be done. I'm not sure anything should be done on it. If wishes were fishes, I’d rather it didn't exist. But it’s drawn into a stark conversation about how powerful a weapon Twitter can be. > *A weapon is a word that I use intentionally.* Words can be weaponized to turn people from pretty sane, normal people into pretty fringy people, just through a constant stream of misinformation and bad information. And it's great that Twitter throws its hands up and says, "We're not posting anything, we're just passing it along," but they're making money from it. That's what's so bothersome about it. People should just use Twitter very seldom, and never for serious business. > *In other words, I don't think running B2B software marketing campaigns on Twitter is time well spent.* "Do I need software, let me see what Twitter thinks?" It’d just never occur to me as a buyer. [Mental health and mindset training belongs in your enablement strategy | SECCaroline Jones explains why enablement professionals need to consider mental health in their strategy, and offers advice on how to do it.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveCaroline Jones![](https://www.salesenablementcollective.com/content/images/2023/05/milad-fakurian-58Z17lnVS4U-unsplash-2.jpg)](https://www.salesenablementcollective.com/mental-health-and-mindset-training-belongs-in-your-enablement-strategy/) There are LinkedIn, forums, B2B review sites, Gartner, and Forrester. I’d go to those places to do my research. There are other kinds of forums that are specific to the topic. I wouldn’t go to Twitter to do serious business myself. It's going to be an incredibly wild political season here in the US. With Trump now being reapproved to be back on Twitter, it's just going to be a mudslinging mess for several months. And all of this will initially harm DEI as a concept because anybody who's for those ideals, these loudmouths, will be against them and they'll denigrate them. Then they'll bring in all their sheep behind them to put more wood on that fire. I think long term, it's good because I’m an optimist. I believe that with all of this hate, for every action there's an equal and opposite reaction. I think in time, there’ll be a cry to put down these people. But I think that fire’s going to have to burn out first. I actually think it’ll advance the case for a more tolerant, diverse, inclusive world. It's just going to take a minute. > *What's really frightening though is when you think about what’ll happen with the proliferation of AI.* You now have big machines that can smell the soft spots, can see where the demographics are, and can see in real-time or near real-time where an election is trending. For example, "We're losing in the state of Louisiana, let's now gin up some message that we know will resonate with voters because we're damn near omniscient. And then let's just put it into everyone's feed down there unsolicited, and try to turn these outcomes." It's literally Mary Shelley's monster come to life, but the monster is now running the experiment. And it's crazy and vaguely terrifying and horrible all at the same time. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## Upholding DEI values beyond financial gain At BlueConic, we have really, really tight alignment amongst the leadership team and amongst Vista around our values. I think our values and values alignment was one of the big reasons that Vista was attracted to BlueConic and BlueConic to Vista. We’ve celebrated Mental Health Month, Women's Month, and Native Indigenous Peoples Month. We’re really into that, not because it helps us sell any software (it doesn't do a single thing for software), but because it sends out a beacon to the world that these are our values. And if your values map to our values, if you want to talk, cool, and if you don't, that's cool, too. > *Doing the right thing when there's no financial gain is something that’s really, really important to us.* It's not lost on me that BlueConic is interesting in many different ways, but we have a young female CEO, a female CRO, and a female Chief People Officer. We also have high-ranking women in product, in engineering, in everything. First of all, I don't think it’s by design. But secondarily, it prevents us from going into some of these dark corners that maybe some of our competitors go into. We stick to the sunny side of the street at BlueConic. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) --- ## Overcoming DEI obstacles: Strategic approaches for marketing teams When looking to overcome some of the obstacles of implementing DEI, you just have to work backward from, "What do you want?" Let’s say you’d like to have an inclusive team that’s representative of the audience that you’re marketing to. Okay, so how do you do that? Let's just say in this case, "I need to find more people of color than we have presently in the company". How do you do that? The first thing is you’ll recruit in places where people of color actually go to school. And it might not just be Stanford and Harvard. It might be state schools or tech schools. It might be all kinds of different places that are non-traditionally recruited from. How do we make sure that diverse candidates get into those schools? You have to have community outreach programs, you have to do days of charitable work, and you have to talk about STEM (science, technology, engineering, and math). When you're doing your community days, make sure that it's not just for the suburban kids, that it's also for the kids right smack-dab in the middle of the city. It's root and branch, all the links of the chain have to connect in order to get the outcome you want. So that's something that we're hard at work on, there's tonnes of work to be done. The other thing is that you have to KPI it. It's an objective of mine. It's not like, "Hey, if you find somebody that's diverse, that'd be cool". It's, "You're being evaluated on your ability to cast a broad slate and bring in the kinds of people that we want to bolster up." Just like I am for pipeline creation, bookings, revenue, cash, all of those things. DEI is also part of that letter set. [Managing organizational culture as your revenue team growsIn periods of rapid revenue growth, your team will also have to grow to keep up with demand. But managing org culture can become a challenge in hypergrowth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--49-.png)](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) ## The power of diversity in self-enlightenment In my view, there’s a very small fringe component of the world that wantonly and knowingly does the wrong thing. > *If you talk to 80% of the world and ask, "Should workplaces be diverse? Should they be inclusive? Should they be equitable?" They go, “Of course!" Most people aren’t actively unfair.* And most people think that they manifest DEI in their private life and their work life. It's only when you’re exposed to someone not like you, who gives you the eyeball when you say something or you overhear a conversation. You don't know what you don't know until you know. And you'll never know if you don't bring people into your circle who force expose you to it. My children are an amazing foil for me. I think I’m a liberal, enlightened, progressive, wonderful human being. But not a day will go by that I won’t get called to account for something I’ve said. At the time, it hasn’t even occurred to me that what I’ve said might be offensive to anybody. It could be something around pronouns or expressions that I learned from TV as a kid that now makes my kids’ heads explode. Until somebody is different than you and you hear how they do it, or they call you out on how you do it, you just don't know. And when you do know, you go, "That makes so much sense." And you actually do move closer to enlightenment. You’ve still got a long way to go, but you’ll move closer to it. But you'll never ever read about that. You can't search websites or attend conferences about it. Your circle must be inclusive of people who are very different from you, or you're just never going to get it, in my view. And that's why it's so important to hire people who are broadly representative of the world so that you go, "I’m learning so much every day, and I was supposed to be the teacher". I learn 10x what I teach because I'm surrounded by people that I’ve not been around before, and I'm so much better for it. --- Diversity is essential for business. What role are you taking as a revenue operations leader to champion it? Do you need help finding the way forward? **Share your story with a global network of RevOps professionals on our Slack community!** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Mastering change management in revenue operations URL: https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/ Last updated: 2025-08-04T15:27:15.000Z *This article was adapted from a community panel discussion titled "Mastering change management".* --- Whether you're implementing a new process, tool, or messaging strategy – getting buy-in and adoption across your sales, marketing, and customer success teams is no easy feat. That's why I, **Serena Cordan**, Manager, Sales & Broker Enablement at HealthJoy, joined **Karli Brophy**,Senior Manager, RevOps Processes HST Pathways, and **Nicholas Gollop**, ex-VP Revenue Operations at CloudCall, on a panel to discuss mastering change management in RevOps. We covered strategies for overcoming resistance, best practices for facilitating change, and how to overcome challenges while tracking progress. If you're a [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) leader about to embark on a change management initiative, or finding yourself stuck in the midst of one, this article will share insights from our discussion to help you navigate the process successfully. ## Strategies for overcoming resistance One of the first things I tell folks is to set reasonable expectations – [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) isn’t an overnight program. Change management takes time, especially if you're talking about behaviors and adoption. People will be used to the status quo. In any organization, you’ll inevitably encounter resistance from teams who are comfortable with existing processes. The key is being prepared to address that resistance head-on through open communication and empathy. > “The more communication, the better. And don't be hesitant to reach out and let people know what's going on, especially regarding change which could be viewed as scary,” advised Karli. An effective first step is conducting an "impact assessment" as Karli does. This involves documenting the current process from start to finish and identifying all stakeholders involved, even those in obscure groups like legal or IT. This allows you to map out a thorough communication plan to keep everyone in the loop. As you communicate the reasons behind the change, be sure to actively listen to concerns with a sincere desire to understand the root causes of resistance, not just defensively dismiss them. > “If people are resistant, try to understand the root cause,” urged Nicholas. That doesn't mean you have to implement every piece of feedback, but the act of listening itself can go a long way in alleviating fears. Involving key stakeholders, especially sales leadership, as co-authors and champions of the change is also crucial for overcoming resistance. I invited our sales leaders to co-author new messaging guidelines so they'd be more amenable to reinforcing it with their teams. I also created a sales enablement steering committee with representatives from each regional sales team. This gave reps a voice in the process, through their trusted peers, while avoiding an "us vs. them" mentality. Finally, don't underestimate the power of celebrating small wins, no matter how minor they may seem. Openly recognizing early adopters, especially when they are peers of those resisting change, can motivate others to get on board. As the saying goes, if it doesn't get measured, it doesn't get done. So we must be intentional about capturing and promoting these early wins. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ## Change management best practices Of course, having strategies to overcome resistance is just one piece of effective change management. There are bigger-picture best practices that can make or break your initiatives according to our panel. ### Understand the why One unanimous piece of advice: Always help teams understand the "why" behind the change you're asking them to make. “It's important to help everybody understand the why,” explained Karli. "Because there may be resistance to this change just because there's a lack of understanding of why we even have to do this." Nicholas reinforced this point: “You need to listen to your audience, you need to really take in the act of listening, and focus on understanding the problem.” Clearly documenting the current process and communicating how the new approach will address its gaps is critical for [getting buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/). Without this context, people may just view the changes as creating more work for them unnecessarily. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Communication Consistent, clear communication through various channels is another best practice we all agreed on. Whether it's email updates, Slack channels, team meetings, or quarterly newsletters, you need to fight the temptation to under-communicate. > “A lot of times, leadership or project managers are scared to communicate with the teams for some reason,” said Karli. > “They're hesitant to send an email because they don't want to flood the inbox. But to me, clear, transparent, and consistent communication is one of the keys to success in change management.” Speaking of documentation, it's also vital to map out the current and desired processes in detail, defining roles, responsibilities, and key steps. “More often than not, I've seen people get into roles and have absolutely no idea what they need to do. There was absolutely no documentation at all,” Nicholas said. He went on to explain, “You can't just hold the accountability on you, because it will not work. It might get done, but it will take way longer. So, enable and teach your team on the [new processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) and content.” ### Enablement This brings me to one of the most important best practices - [enablement and training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/). This goes beyond just creating a Loom video and expecting everyone to adopt the changes. You need a true enablement strategy that accounts for different learning styles, and provides continuous reinforcement opportunities and multiple training modalities. We begin forgetting new information shockingly soon *(within 24 hours)*, if we don't actively reinforce and apply it. One-and-done training just doesn't work. Have a plan in place to create a cadence of repeating the information they just learned. Utilize roleplay and other practical exercises to allow adequate practice. [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ## Overcoming challenges and tracking progress Even with all the strategies and best practices, change management is still extremely challenging. There’ll be inevitable setbacks and course corrections needed along the way. The key? Defining the right [success metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) from the start, and closely tracking progress so you can pivot quickly if something isn't working. “When we're creating our business case, for the change, and we're thinking about it both quantitatively, and qualitatively, those objectives are going to be the ways that we measure the change at the end,” said Karli. Karli continued, “So if one of the challenges is, something’s wrong with our marketing qualified leads and we need to do a process change, that objective should be part of the KPIs we're measuring at the end of the change. Track where you started and the changes you made, and check in regularly to measure progress.” --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) --- For tracking adoption progress at HealthJoy, I follow a framework of four key metrics: 1\. **Activity** \- Did critical activities tied to the change actually get done? 2\. **Quality** \- How well did learners understand and apply the new information based on scores, quizzes, etc? 3\. **Adoption** \- Are we seeing the desired behaviors and changes being applied in real situations? 4\. **Impact** \- Are we moving the needle on those critical revenue KPIs? It's not enough if three or four people are adopting and using it, we need enough people to be using it, implementing it, demonstrating behaviors, whatever it is for us to make some intelligent, competent inferences, that the change management is working. The appropriate cadence for reviewing data with stakeholders ultimately depends on the magnitude of the changes. For something transformational that touches multiple teams, you may need daily check-ins early on. > As Nicholas said, “If you have a process, for example, that is overlapping with multiple teams at the same time, it can become a behemoth. So you need to increase that feedback cycle.” For more localized initiatives, monthly reviews may suffice initially before eventually spacing them out. It's also important to adjust your approach if data indicates things aren't working. Don't get blinded by your original plan if feedback and adoption numbers tell a different story. --- [5 steps for effective RevOps process improvementThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_3_process_improvement.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) --- > As Karli advised, “If you use those small group sessions, you can build credibility quickly, and become vulnerable yourself to be open to those comments, concerns, and questions, you can almost take a detractor and make them an advocate.” This circles back to empowering champions and advocates from within the impacted teams, who have built-in trust that can reignite stalled change efforts. Just don't let that resistance fester without addressing it. As I mentioned, I use techniques like an enablement steering committee to keep a pulse on concerns and spot developing trends before they become larger issues. I asked each sales leader to appoint a representative from their team to join this committee. These reps get a voice in steering our [enablement strategy](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/). They bring feedback from their regional teammates to our committee discussions so we can judge if it's an isolated issue or a broader trend we need to address. The committee members then take proposed solutions back to their teams for feedback before any final decisions are made. It's a feedback loop that keeps lines of communication open and gives reps a sense of ownership over the changes. Of course, even with measures like these, you're still going to encounter pockets of resistance at times. The key is not forcing a solution, but taking the time to truly understand the root causes through authentic listening. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## Final thoughts If detractors simply don't understand the reasons behind a change, be prepared to re-explain the "why." If their concerns unveil a legitimate process flaw you overlooked, be willing to adjust your approach accordingly based on that feedback. Above all, celebrate every small win along the journey, because true change management takes patience and persistence. As I emphasized in our discussion, change management takes time, so celebrate every small success openly. Navigating change is never easy, but I hope these insights from myself, Karli and Nicholas provide a framework for revenue operations leaders to proactively overcome resistance, reinforce best practices, and continually monitor progress toward your goals. Just remember - empathy, authenticity and open communication will be your biggest assets for mastering change management. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Must-read books for revenue operations leaders URL: https://www.revenueoperationsalliance.com/books-for-revenue-operations-leaders-video/ Last updated: 2025-08-04T15:27:40.000Z ## Looking for more educational content? [10 game-changing tips from revenue operations expertsOur community of revenue operations experts share their best advice for RevOps practitioners. Including advice from revenue leaders at Zappi, Candid, and Eltropy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--39-.png)](https://www.revenueoperationsalliance.com/10-game-changing-tips-from-revenue-operations-experts/) [7 key skills for revenue operations professionals \[Video\]RevOps is a competitive industry, so dive into this video which details the seven key skills for success as a revenue operations professional. Watch now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/7.png)](https://www.revenueoperationsalliance.com/7-key-skills-for-revops-professionals-video/) [9 must-read books for revenue operations leadersDive into our reading list of must-read titles for revenue leaders. From RevOps guides to Navy SEALs leadership advice, you’ll gain a new perspective.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--25-.png)](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/) ### “Investing in continuous learning is key to long-term success.” - Evelina Petrova, Adyen URL: https://www.revenueoperationsalliance.com/case-study-evelina-petrova/ Last updated: 2025-04-29T16:00:25.000Z > *“I look at the course materials when I get stuck.”* Evelina Petrova, Head of Revenue Operations at Adyen, recently completed our Revenue Operations Certified: Core course and we caught up with her to hear more about her experience completing this RevOps certification. Evelina is a self-described RevOps nerd who drives business growth through technology, operational efficiency, and commercial strategy. She is currently Head of Revenue Operations at Adyen, and has 7+ years of experience in marketing operations and RevOps. This case study covers: - [How she discovered the course](https://www.revenueoperationsalliance.com/case-study-evelina-petrova/#how-evelina-discovered-revenue-operations-certified-core) - [The most valuable aspects](https://www.revenueoperationsalliance.com/case-study-evelina-petrova/#which-aspects-of-the-certification-evelina-found-most-valuable) - [How she’s using her new RevOps knowledge](https://www.revenueoperationsalliance.com/case-study-evelina-petrova/#how-evelina-is-transferring-the-insights-and-knowledge-from-the-course-into-her-day-to-day-practice) - [What she’d say to someone looking to get Revenue Operations Core certified](https://www.revenueoperationsalliance.com/case-study-evelina-petrova/#what-would-evelina-would-say-to-fellow-revops-professionals-considering-signing-up-for-revops-core) ## How Evelina discovered Revenue Operations Certified: Core Evelina found the course after becoming aware of our Chief Revenue Officer Summit in Amsterdam and searching our website for related resources. She signed up for our Revenue Operations Certified: Core course *before* the event took place. ## Which aspects of the certification Evelina found most valuable > “I really appreciate how the content was complemented with templates and frameworks via additional documentation. “For example, Module 2: "Building your RevOps team for success" had nice additions such as the case study, an article, and some templates for change management. The videos were also very nice and included some real-life examples. “We are a new RevOps team formed four months ago through a merge of two teams - Commercial Operations and Marketing Operations. We've started a lot of initiatives to set up new KPIs, objectives and initiatives, roles mapping, and vision/strategy statements but it’s **extremely helpful to get guidance from outside**. “Now, I look at the course materials when I get stuck.” 👀 Looking for a bargain? Our [Pro+ membership](https://www.revenueoperationsalliance.com/pro-plus-membership/) offers tons of value including Revenue Operations Core and a Summit ticket annually, for a massive discount. [****Become a Pro+ member.**](https://www.revenueoperationsalliance.com/signup/) ## How Evelina is transferring the insights and knowledge from the course into her day-to-day practice “During the course, I kept track of my thoughts and ideas in the spreadsheet found in the "Action points" section. “This enabled me to start auditing our team's progress towards establishing the RevOps function in my company. And create a roadmap of actions for the leadership team. > “Addressing those action points in a prioritized and distributed manner between each other, while maintaining the same narrative towards our stakeholders makes us **more impactful and efficient.** “Not everything should be tackled immediately and we now have a good overview of actions that should be taken until the end of this year. Making small but continuous progress and having a sharp focus on the right things to optimize are two critical aspects of the journey to becoming an effective team. “We want to be recognized not only for good execution, but also for being impactful in a measurable way towards the business revenue metrics/KPIs.” 👋 **Want to discuss team certification? Chat to Kyle:* [**kyle@salesenablementcollective.com*](mailto:kyle@salesenablementcollective.com) ## What would Evelina would say to fellow RevOps professionals considering signing up for RevOps Core “No matter how confident you are in the current state of operations of your RevOps team, there are always areas you can **elevate even further**. “We are living in an extremely fast-paced technological environment and developments are happening faster than we, as leaders and operational professionals, can act on them. It can save us time, headaches, and money to know what use cases have been tackled well by others and what we should focus on in the next planning cycle. “If one organization has done well implementing AI solutions for customer support, another org might have fixed the challenges of forecasting accuracy, and all that knowledge can easily guide your own approach to making an impact in your organization. > “Investing in continuous learning for any team is a key to long-term success.” ## Looking to take your revenue operations knowledge to the next level? Only **26.8%** of RevOps professionals have completed a revenue operations-specific qualification, and **over 40%** of them received a promotion after upskilling. **There’s never been a better time to get certified.** You’ll learn: 💡 What revenue operations truly means. 💥 How to build an impactful RevOps team. 🔑 The keys to tracking your team’s success. ✨ How to enhance the function in your organization. [Get RevOps Core certified today!](https://certified.thealliance.io/course/revenue-operations-certified-core) ### Defining revenue operations and staying agile with Tana Jackson URL: https://www.revenueoperationsalliance.com/defining-revenue-operations-and-staying-agile-with-tana-jackson/ Last updated: 2025-08-04T15:28:03.000Z In this episode of RevOps Unboxed, Sandy sits down with Tana Jackson, Global Director of Revenue Operations at Chronicle Heritage, where they discuss the true meaning of revenue operations. The conversation also covers how to stay agile, AI use cases, and diversity in RevOps. ## About our guest, Tana Jackson Tana is an energetic and tech-savvy thought leader with a knack for operational efficiency. She thrives on leveraging data and reporting to drive informed decision-making. As an empathetic people manager, she believes in building a culture of transparency, collaboration, and communication across all levels of an organization, allowing systems and people to be the heartbeat of success. You can follow Tana on LinkedIn [here](https://www.linkedin.com/in/tana-jackson2/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). --- [What is revenue operations (RevOps)? \[Video\]RevOps is a strategic business function that aims to boost an org’s revenue growth. Watch the video to learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/02/2-1.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops-video/) ### Utilizing diagnostic analytics for revenue growth URL: https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/ Last updated: 2025-08-04T15:28:27.000Z If there’s one thing we know for sure – things will eventually go a bit wrong… And when they do, it’s important to check in on what caused the problem and stop it from happening again (*orrr* at least to the best of our ability). Diagnostic analytics dives into your historical data to help you uncover the root cause of your problem, allowing you to make more informed decisions about the potential solutions. This article covers: - [What diagnostic analytics is](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#what-is-diagnostic-analytics) - [How it fits into business analytics](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#how-diagnostic-analytics-fits-into-business-analytics) - [How it works](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#how-does-diagnostic-analytics-work) - [Its benefits in RevOps](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#the-benefits-of-diagnostic-analytics) - [7 steps for using diagnostic analytics ](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#7-steps-for-using-diagnostic-analytics-in-your-revenue-strategy) - [Common challenges](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#challenges-of-diagnostic-analytics) - [Use cases for diagnostic analytics ](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/#example-use-cases-of-diagnostic-analytics-for-revops-pros) ## What is diagnostic analytics? Diagnostic analytics is a branch of analytics that examines historical data to identify the cause of an outcome. This approach to analytics aims to uncover why certain outcomes happened. This understanding of previous data can allow businesses to identify what caused success or failure and allows them to optimize this in the future. ## How diagnostic analytics fits into business analytics Diagnostic analytics is one of the four main types of analytics used in business. The other types of business analytics are: - **Descriptive analytics:** Summarizing key trends in the data set to understand what happened. - **Predictive analytics:** Predicts future trends and how they might impact your org. - **Prescriptive analytics:** Discusses potential actions to deal with future trends. Diagnostic analytics typically acts as step two within this process, as once you know *what* occurred, you can use diagnostic analysis to uncover *why* it happened. Then you can look at future trends and responses to improve your org’s overall outcomes. [RevOps metrics: Insights from the experts \[podcast highlights\]Learn from three RevOps experts by diving into the best revenue operations metrics insights from season one of our podcast, RevOps Unboxed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--14-.png)](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) ## How does diagnostic analytics work? The process of diagnostic analytics involves collecting, analyzing, and interpreting data, formulating hypotheses, and conducting tests to gain insight into the patterns within the data. The key component of this analysis is your internal organizational data, but you may also want to utilize some external data sources to provide a well-rounded picture of the factors leading to the outcome you’re diagnosing. There are a few different techniques for analyzing this data such as: - **Data drilling:** Diving deeper into the data to gain more detailed insights. - **Data mining:** Finding patterns within large databases. - **Correlation analysis:** Discovering how strongly variables are linked together. [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--27-.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) ## The benefits of diagnostic analytics Diagnostic analytics offers many benefits as it helps businesses understand *why* certain things happened and allows insights for improvements and risk mitigation. ### Enhance decision making Utilizing this method of analytics allows for more effective [data-driven](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) decision-making as you can understand the underlying drivers for trends and outcomes in your business environment. This information allows you to skip superficial problem-solving and dive straight to the root of the issue. ### Improve process optimization These insights also allow you to discover inefficiencies within your processes and optimize your revenue team’s workflows. For example, if prospects drop off due to a long lead time on [contract approval](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/), you may look to implement or improve your [deal desk](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) function. ### Boost customer satisfaction Diagnostic analysis can also help your teams understand your customers better as it can show trends in customer behavior and identify characteristics of your ideal buyers. Leading to improved communication, [customer experience](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/), and customer loyalty. ### Reduce risk and save cost By identifying risk early, your business can take action to minimize its impact and save from losses and additional costs that may occur without action. ### Increase revenue generation Diagnostic analysis can also highlight opportunities for growth and increased revenue generation, such as: new industry trends, new audiences, new products/services, increased efficiency, and improved customer retention. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## 7 steps for using diagnostic analytics in your revenue strategy The diagnostic analytics process can be broken down into the following steps: ### Identify problem The first step in diagnostic analytics is identifying the problem to be solved. Defining the problem is key, as it’ll determine the data you’ll need to collect and analyze. Having a clear idea of the problem will allow you to focus your investigation and only use relevant data, saving you time in your investigation. Some example problems to explore might be: a decline in sales, reduced web traffic, or increased customer churn. ### Data collection Next, it’s time to collect all relevant data for your problem. This may include historical records, transactional data, customer interactions, and surveys. You may also want to source some external data to provide additional insights. The quality and relevance of the data are crucial for making an accurate analysis, which is where the next step comes in. ### Data cleaning and preparation Data should then be cleaned and prepared to ensure accurate and consistent analysis. Raw data often includes errors such as duplicates, missing info, and incorrect formatting. By removing or correcting these errors your data will be more accurate. For more information on data cleansing [read our guide](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/). ### Analyze data Once your data is tidied up it’s time to start analyzing. There are many different analytic techniques such as exploratory data analysis, statistical analysis, data mining or drilling, and correlation analysis. But you can also make use of [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/), machine learning, and other tools to help with your analysis. Utilizing data analytics tools can help save you time and prevent human error. Just make sure your dataset is secure and your calculations are correct. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ### Validate findings Before taking action on your findings, it’s important to validate the data. Check for statistical significance, scan for any errors, and rerun calculations to ensure the analysis is reliable and any conclusions will be in line with the data. ### Reporting and visualization You may wish to present your findings to key stakeholders, this is where reporting and visualization come in. It’s important to tell a story with the data and ensure it’s easy to follow for your listeners. [Data visualization](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) allows you to easily show complex information in a simple graph or table. ### Take action Once you’ve understood the data and the root cause of your problem, it’s time to brainstorm solutions and take action. Whether that means reimagining your [sales enablement programs](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/), rethinking your SEO strategy, or rewriting your MQL definitions, ensure you take action. After all, diagnostic analytics are only as useful as the actions that come after the data analysis. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ## Challenges of diagnostic analytics Using diagnostic analytics isn’t a miracle solution, there are downsides and challenges associated with its use. Here are three things to consider when using this technique. ### Data privacy and security It’s vital that your organization follows [data privacy](https://www.revenueoperationsalliance.com/ai-and-the-art-of-b2b-marketing-privacy-governance-and-opportunity/) legal requirements and takes steps to protect your data. Ensure sensitive data is encrypted and any tools you utilize are secure. It’s also important to follow [data management](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) and governance best practices when handling customer data. ### Teck stack and human resources Diagnostic analytics involves a lot of complex data analysis, requiring the appropriate tools to be as efficient as possible. You may need to purchase a data analytics tool if you don’t already have one in your [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). Due to the complexity of the analysis, your team will also have to be trained in the tool and have the skills to carry out the analysis and interpret the data correctly. Or you may want to consider hiring a dedicated analyst. ### Biases and subjectivity While the raw numbers don’t lie, human subjectivity and bias can creep into your analysis at any stage. So it’s important to stay as subjective as possible during this process and gain feedback from others to prevent biased conclusions. Diagnostic analysis is particularly at risk for confirmation bias, as you may unconsciously use and interpret data in a way that confirms your initial hypothesis. [How systems and data play a pivotal role in CS OperationsMinna Vaisanen, Head of Customer Success at Growth Engineering, discusses how tools and data can boost results in customer success operations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceMinna Vaisanen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--16-.png)](https://www.revenueoperationsalliance.com/how-systems-and-data-play-a-pivotal-role-in-cs-operations/) ## Example use cases of diagnostic analytics for RevOps pros There are many ways to use diagnostic analytics within your [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) strategy but here are two common use cases. ### Use case 1: Sales spike Hooray – you’ve noticed a spike in your sales this month! 🥳 But instead of simply *hoping* your sales numbers will continue to improve month on month, you decide to look further into this month’s success. Using diagnostic analytics, you can better understand what might’ve caused the spike in sales. In turn, these insights can help you to recreate this success in the future, and set up realistic expectations for next month’s targets. After diving into the data, you may discover the additional closed-won deals this month were leads from a conference several months ago. This may prompt you to book a stall at the same conference next year. Or you may discover that the boost in sales has correlated with a new sales enablement program which is showing early signs of success – leading you to invest more money into your enablement team. ### Use case 2: Failed marketing campaign So, your marketing team’s [campaign](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/) hasn’t brought in as many leads as expected… 😬 There are so many factors to consider when evaluating a marketing campaign’s shortcomings – where should you look first? Diagnostic analysis can help you answer this question. By taking stock of the campaign data and your historical data, you’ll likely find patterns that point you toward the problem (and allow you to avoid that next time around). Maybe you’ll discover a seasonal pattern, where leads are less likely to be interested in the summer months (as they tend to take long breaks in the sun). Or perhaps you need to [improve your processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) for handing leads across to the sales team. Whatever the reason, using diagnostic analysis can help you to take action and resolve the concern. --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification. And gain the necessary knowledge to measure your RevOps impact with confidence. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) ### Accelerate pipeline growth: 5 tactics for success URL: https://www.revenueoperationsalliance.com/accelerate-pipeline-growth-5-tactics-for-success/ Last updated: 2024-05-31T14:00:06.000Z This article comes from an insightful panel discussion, ‘*Tactics for accelerating pipeline growth*’, at our **New York 2023 Revenue Operations Summit**. --- For revenue teams feeling the squeeze of economic uncertainty, accelerating pipeline growth has gone from priority to *necessity*. But how do you keep the leads and opportunities flowing in a downturn? At our panel, three revenue leaders shared their hard-won strategies for driving pipeline acceleration: - **Molly McKinstry**, Head of Sales at **Calendly** - **Danielle Marquis**, VP of RevOps at **Zappi** - **Samantha Richey**, VP of Marketing & RevOps at **Squire** They covered everything from ideal customer profiling to ruthless pipeline inspection, value messaging to cross-functional alignment. So if you're feeling the pressure to counter economic headwinds with serious pipeline acceleration, keep reading, you'll find plenty of been-there-done-that wisdom ahead… ## Forecast and inspect your pipeline When budgets are tight, it's tempting to try attracting anyone and everyone through the funnel. But our panelists agreed: Times like these call for **zeroing in on your** [**ideal customer profile**](https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/) **with renewed focus**. As Samantha Richey put it: > *"When you're in a downturn market, a lot of teams' budgets are reduced. What I found is really helpful is to focus on your core ICP, and not try and be everything to everybody."* At Zappi, Danielle Marquis' team took an ultra-detailed approach to account planning and budgeting for their key accounts and segments. Squire also doubled down on their highest-velocity offerings for core ICP segments, as Samantha added: "*I'm looking at where we have the most velocity in terms of our skews and packages, as well as the highest likelihood to close, and really focusing our marketing investment there.*" By relentlessly concentrating time and spend on their best-fit audiences, these companies were able to insulate their pipeline growth from economic storms. Of course, just identifying your ICP doesn't guarantee a magically filled pipeline, it takes smart forecasting and heavy pipeline inspection to pinpoint risks and opportunities. _This post is for paying subscribers only._ ### Ideal customer profile (ICP) vs buyer persona URL: https://www.revenueoperationsalliance.com/icp-vs-buyer-persona/ Last updated: 2024-06-04T07:27:37.000Z *This article was originally published by our sister community* [*Developer Marketing Alliance*](https://www.developermarketing.io/)*.* --- Your audience can vary a lot, and you need marketing strategies to reflect that. This is where segmentation comes into play! There are many reasons why you’d want to split your audience into different groups or categories, mainly the fact that it allows you to deliver tailored messaging to your customers. Segmentation is usually demographic, psychographic, behavioral, and geographic, and you choose what makes more sense in the context of your marketing campaigns. Here’s a breakdown of everything we’re discussing in this article: - What are ideal customer profiles? - How do you create an ICP? - What are buyer personas? - How do you create a buyer persona? - Why do you need both an ICP and a buyer persona? ## **What are ideal customer profiles?** When we talk about segmentation, the first thing that comes to mind is probably personas, but they aren’t the only type. Ideal customer profiles (ICPs) are descriptions of **fictional companies** that derive value from your product while also providing value (and the best return) to your business. ICPs are usually broad descriptions that help companies understand what their ‘perfect’ customer is, and they also tend to have a solid lifetime value, since they don’t churn as much. ICPs can also advocate for your brand and product! Ideal customer profiles can help you to better define the problems you’re looking to solve, ensure your operations are aligned with what your audience needs, and help you to improve your offerings in the future. With ICPs, you’ll know which leads to send to sales, for example, and which are unlikely to convert. The characteristics that make a customer ideal will depend on your circumstances. For example, do you sell to a particular region/country? If so, geographics are important. How much budget do you have? How much revenue is your audience turning over? Are there any barriers to purchase that might impact your audience? This can help you to identify what your ICP looks like. If you believe a lead doesn’t qualify, then you can set them aside and save your sales team the time to engage them. **Why do you need an ideal customer profile vs buyer persona?** Because they’ll let you know exactly who you should target by identifying key features that profitable customers share. ## **How to create an ICP** There are some elements inherent to ICPs that you may want to include when creating your profile. While you may have a good idea of who your ideal customer is, don’t rely solely on your hunches – they might be in the ballpark, but you’ll only get accurate data without missing any key details if you do some research first. --- [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--38-.png)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) --- ### **1\. Specify the problem you’re solving** This is key because you need to know how you can help your customers. Does your software resolve an issue your customers have been having for a while? Does the tool shave off time in their daily tasks? Is the tech designed to cut down the number of steps for a certain task and, therefore, makes devs’ lives easier? If you fully understand what you’re solving, you can better define your ideal customer profiles, since you’ll know exactly what they’re looking for – i.e., who can benefit from your product the most. ### **2\. Figure out the characteristics your best customers share** Analyze your existing customers in-depth to find out the attributes they have in common, whether that’s the type of business, the technologies used, the revenue of the companies, etc. You can use an existing [database](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) or tool for this, if possible, or conduct interviews and send out surveys to your happiest customers and ask them questions like, “what made you choose us?”. A good ideal customer profile will also include questions that give you data about the company’s behavior and attitudes, like: - What are its biggest challenges? - What tech does the company use? - What are its goals? - And its pain points? You can also include negative characteristics, so you're aware of the companies that aren’t a good match for your product. ### **3\. Evaluate customer feedback** Accept the good and the bad – [customer feedback](https://www.developermarketing.io/the-science-behind-feedback-gathering-from-developers/) is a fantastic way to learn what your target audience thinks of your business and product, and provides you with the perfect opportunity to improve your offerings. While data is crucial, so is feedback. So, ensure you know exactly what your customers like about your company and what could be done better. And, by acting on that feedback, customers will be happy they’re being listened to. ### **4\. Define your ICP** While each company will have different traits, every ideal customer profile should have basic information like the size of the organization, its [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), and its location. Once you’ve got all the data, you’ll want to [document](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) everything in the same place for quick reference. Make sure other stakeholders in the company can use the framework and review it to keep it up to date and useful for everyone else, including the sales team. The information you get from your ICP vs buyer persona is also useful for your marketing strategies, so that you’re not only targeting the right audience, but also have the right messaging and how to best position your product. --- [Alignment, customer journey, and technology: The RevOps triadSandy Robinson discusses her learnings from this season of her podcast. Including how alignment, CX and tech can work together in RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceSandy Robinson, M.Ed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/Meta-image--58-.png)](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) --- ## **What are buyer personas?** Buyer personas are also **semi-fictional representations of your ideal customer**. But, while ICPs refer to companies, buyer personas are about individuals – they’re also usually more in-depth than ideal customer profiles, as they include elements like motivations, demographics, fears, job title, and more. Just like with ICPs, you want to find patterns and put together the traits they have in common, which will give you a general idea of who your buyer persona is. You can also have more than one buyer persona! If your product is aimed at both software developers and full stack developers, for example, it makes sense to have different personas. ## **How to create a buyer persona** Buyer personas help you to think like your customer and, by doing that, you can better get your message across to your audience. But, how do you even start? The process to build customer personas is similar to the creation of ideal customer profiles: ### **1\. Research your target market** Buyer personas are based on research, just like ICPs. You may have a pretty good idea of who your audience is but, without this research, you might not be able to develop the right messaging or tailor your marketing efforts as accurately as you would with a solid, well-researched persona in place. To perform this research, you can ask your customers questions. Talk to your prospects, send out a survey, try to identify their motives and challenges, etc. The questions you should ask your customers should be about the job they do, the specific market/industry they’re in, what they’re looking for in a product (as in, the problems or challenges they have), their personal background, any training and development they do, and so much more. ### **2\. Jot down your audience’s demographics** This might be the simplest step, since you probably have access to this information already, be it on your [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) (customer relationship management) tool or your community. For example, if your main demographic is developers in their twenties, they’re likely starting their career and, therefore, their goals, challenges, and motivations will be a lot different than someone with years of experience. ### **3\. Add their goals** What motivates your audience? What issues do they have? What are they looking for in a product? Make sure to include your customers’ goals when creating your buyer persona, since this can help you to better understand how to interact with them – and how to approach them when it comes to promoting your product’s features and benefits. ### **4\. Create messaging for your buyer persona** Your audience might be unique so, you’ll want to get your messaging right when you interact with them. So, you must get the tone of voice right as well, which includes being factual, straight to the point, and avoiding the fluff. Create content that resonates with your persona, such as elevator pitches, that also help other stakeholders in the company understand your audience better – and speak the same language when communicating with devs. --- [Improving CX by utilizing customer journey in your RevOps strategyUnderstanding the experience your customers are having along their customer journey can help you spot the problems hidden in your revenue organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--40-.png)](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) --- ## **Why you need both an ICP and a buyer persona** Ideal customer profile vs buyer persona? Do you have to choose one or the other? As mentioned, your ICPs are the **companies** you should target, while a buyer persona refers to the **people** who buy from you. Your ICP may be a business-to-business company while your buyer persona will be the people who work there, from the sales team to the marketing managers. In addition to this, ICPs tend to be more focused on the numbers (such as revenue), but buyer personas include more qualitative and subjective elements, like your audience’s challenges and fears. You need both because it helps you to understand all your customers’ and audience’s challenges, goals, and characteristics, which you can then use to build a strategy that draws people in. It’s also important that you regularly update your ICP and your buyer personas since the industry is always evolving and the business needs to reflect those changes. That way, you can keep tweaking your offerings, improving your messaging, etc. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### My takeaways from the Chief Revenue Officer Summit, Amsterdam - Bas ten Hove URL: https://www.revenueoperationsalliance.com/case-study-bas-ten-hove/ Last updated: 2024-06-03T15:08:24.000Z On May 16th, 2024, I attended the [**Chief Revenue Officer Summit**](https://chiefrevenueofficersummit.com/) in the legendary Hotel Okura Amsterdam for a full-day event. Although I didn't know what to expect, **it blew my mind**. It was wonderful meeting like-minded people and speaking #CRO and #RevOps language (and finding people who actually have a clue what you mean 😉). Although, I can't discuss all presentations, I would like to highlight a few. ## Morning sessions After the welcoming words from Chris Elsheikhi, **Joe Sanchez** from MotorK kicked the day off with a great presentation on unlocking the power of AI with strategies for maximizing growth and innovation. Instead of ChatGPT-ing and spamming our customers, Joe offered valuable insights on how to [leverage AI](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) as CROs. ![Joe Sanchez - How do we leverage AI?](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/joe--1-.jpeg) Joe Sanchez - How do we leverage AI? Following the presentation on AI, there was a lively panel discussion between **Nicholas Foo**, CRO of Morning, **Nicholas Ghitti**, CRO of Native Teams, and **Ian Haugh**, CRO of FeedbackFruits about lessons [B2C and B2B](https://www.revenueoperationsalliance.com/managing-a-major-product-change-video/) revenue leaders should learn from each other’s eCommerce models. It was agreed among all experts that B2B and B2C sales teams can learn more from each other than they think and that CROs should facilitate knowledge transfer on both sides of the fence to drive organizational revenue goals. ![Panel Discussion: What can B2B and B2C teams learn](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/panel-discussion--1-.jpeg) Panel Discussion: What can B2B and B2C teams learn **Parin Lad,** Director of Customer Success and Sales Engineering at Clari, and **Tim Blunt**, CRO of ITRS Group, discussed why revenue cadences are non-negotiable for CROs looking to deliver predictable, repeatable revenue. Particularly for me, Tim offered a few great tips: 1. Don't call it a forecast meeting, call it a coaching meeting. 2. Let targets be realistic and reasonable otherwise, you're setting people up for failure. 3. If somebody didn't do their preparations (and work) kick them out of the meeting. It's your job to update your pipeline -hold people accountable. 4. If you have meetings for a board, get rid of all monthly pain by streamlining your complete revenue process and information. Next, **Raoul Monks**, CEO of Flume Sales Training touched on driving predictable revenue growth: Clone your high performers. ![Roal discusses driving predicable revenue growth](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/flume-presentation--1-.jpeg) Roal discusses driving predicable revenue growth Then one of my favorite presentations of the whole day was up. **Ned Leutz**, CRO from Totango + Catalyst, talked extensively about unlocking customer expansion and how to build a durable business post “growth at all cost”. In particular, I found his sections on building a 'Tiger Team' and driving customer value offered so much food for thought. ![Ned Leutz on buidling a Tiger Team](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/ted-tiger-team--1-.jpeg) Ned Leutz on buidling a Tiger Team ## Afternoon sessions After lunch, **Nick Dunse**, CRO of Shuttle, had the self-proclaimed 'graveyard shift', but in his presentation, he unlocked the potential of your revenue teams by exploring the transformative power of [strategic coaching](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/). He was the only speaker to *actually* transform the life of one participant live on stage. **Łukasz Turczyński**, Executive Vice President at Packhelp, offered valuable advice on navigating recession through strategic partnerships. Particularly a strategic different approach led to 350% YoY growth. My favorite presentation of the day (and wonderful discussion afterward) was from **Richard De Veer**, Director of Revenue Operations, at Just Eat Takeaway.com. Richard offered valuable insights on how to orchestrate revenue growth by streamlining your revenue engines with [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/). ![Richard de Veer from Just Eat Takeaway.com](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/richard--1-.jpeg) Richard de Veer from Just Eat Takeaway.com The closing three topics included a panel discussion by **Anuj Gemawat**, SVP of Sales, EMEA at WNS, **Grainne Maycock**, CRO of Acolad Group, **Alain Buffing**, Enterprise Lead, at Asana, and **Gabriel Mayrink** on utilizing AI within your [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). Followed by **Chris Elsheikhi**, CRO at TempStars, who discussed revenue leadership at various growth stages. The last presentation of the day was from **Fabian Wilckens**, CRO of Mindfuel, who discussed leveraging data product management principles for [accurate forecasting](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/). ## Summary The day was packed with great presentations offering so much value for CROs, that I will be visiting another summit in the future! I can't wait to start implementing the extensive and valuable advice these revenue leaders offered. Thank you to all the speakers who made this wonderful event possible! ## Discover the hype by attending our next Chief Revenue Officer Summit 🌟 Feel like you want to get involved with our next [Chief Revenue Officer Summit](https://chiefrevenueofficersummit.com/)? No problem! We’re hosting events in San Fransisco, Chicago, London, New York, Amsterdam and more! Check out when the Chief Revenue Officer Summit is next near you! 👇 [Find your nearest summit! 📍](https://chiefrevenueofficersummit.com/) ### The 5th pillar of RevOps: Enablement with Jenn Glabicky URL: https://www.revenueoperationsalliance.com/the-5th-pillar-of-revops-enablement-with-jenn-glabicky/ Last updated: 2024-05-22T13:50:48.000Z On this episode, Sandy speaks with **Jenn Glabicky**, Director of Revenue Enablement at Dodge Construction Network about how RevOps and enablement are two sides of the same coin. Jenn discusses how revenue operations is structured in her organization, and how she ensures sellers engage with their training programs. **Hint:** make it fun. ## About our guest, Jenn Glabicky Jenn is a results-focused implementer of revenue, enablement, marketing & leadership strategies. She utilizes innovative management techniques, processes, and procedures to enhance business practices, increase productivity, and boost revenue while decreasing company costs. Jenn builds strong business relationships with key decision-makers to gain & enhance market access. She's also featured on our sister community, [SEC's Ones to Watch 2024](https://www.salesenablementcollective.com/enablement-ones-to-watch-list/) list. You can follow Jenn on LinkedIn [here](https://www.linkedin.com/in/jglabicky/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). --- [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ### 5 tips for territory planning like a revenue operations pro URL: https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/ Last updated: 2024-07-08T11:02:28.000Z Did you know that the Harvard Business Review estimates that optimizing your territory design can increase sales up to 7% without *any* change in total resources or sales strategy? That’s a whole load of revenue - and that’s why today, we’re looking at five tips to perfect your territory planning. **We’ll look at:** - [What sales territory planning is](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/#what-is-territory-planning) - [How territory planning & revenue operations are linked](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/#territory-planning-and-revenue-operations) - [Our five tips for acing your RevOps territory plan](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/#tip-1-understanding-your-market) ## What is sales territory planning? Territory planning is a plan to ensure your team is targeting the right (and most profitable) customers. Territory planning involves dividing your sales region or ‘territory’ into **smaller, manageable chunks so you can** [**allocate your resources**](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), maximize your sales efforts, and **hit your revenue targets**. With a solid territory plan, you can identify the most profitable opportunities for your sales team and ensure they are targeting the right customers, resulting in a big triumph for your sales goals. So, territory planning means: ✅ Identifying the most profitable opportunities within your territory. ✅ Getting a crucial part of your [sales strategy](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) right. ✅ Making sure you’re targeting profitable customers and catering your approach to them. ## Territory planning and revenue operations Why is territory planning important? And, why should you hone in on it as a RevOps professional? **Well, let’s look at the two together:** [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)’ focus is streamlining the revenue generation process by aligning previously siloed teams to work towards a common long-term goal. We’ve already defined territory planning above, but it is a crucial component of aligning teams as it **helps optimize sales territories, allocate resources more effectively, and increase revenue generation.** Effective sales territory management makes sure that sales reps are targeting the right prospects and customers, leading to higher conversion rates and increased revenue. By optimizing territories, your company wastes less resources and reduces time waste. And, when we’re dividing customers into territories, it can increase [collaboration and communication internally](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/). Sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) teams can work together more effectively, sharing customer insights, and aligning efforts towards achieving the same revenue goals. With that said - let’s dive into **five tips** to take into account when **implementing territory planning**. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ## **Tip 1: Understanding your market** **Tip one, understand your market.** Before you can start splitting your market up into territories, you have to understand them fully. Otherwise, how are you supposed to divide them in a way that makes logistical sense for your product/customer? ### Conduct market research Market research involves collecting and analyzing data to gain insights into your customers. There are a variety of ways to conduct market research: - **Surveys**: Gather data on your target audience’s preferences, habits, and needs. There are plenty of tools that could help you create and distribute your survey, such as SurveyMonkey or Google Forms. - **Focus groups**: Focus groups involve gathering a small group of your target audience and discussing a specific topic or product. Use focus groups to gain insights into customer preferences and opinions. - **Social media analytics**: Track customer sentiment, engagement, and behavior. You can use social media analytics tools like Hootsuite or Sprout Social to track and analyze this data. - **Analyze industry reports:** You can use up-to-date reports to gain insight into the latest developments in your industry - **Conduct competitive analysis**: [Research your competitors](https://www.competitiveintelligencealliance.io/is-swot-analysis-outdated/) to identify their strengths and weaknesses, see who they’re targeting, and what demographic they’re forgetting about. See how customers react to their products and services and see what you can do to improve it. Other market research techniques include **interviews**, analyzing **website analytics**, **customer feedback surveys**, and more. ### Use data analytics tools A great way to understand your market is to analyze the vast amounts of customer data that you probably have already collected. From buying habits to click-off rates, existing customer data is a great tool to give you a better understanding of what your customers want and what they don’t. Some data analytics tools that you could look into using: - Clari - Segment - Tableau - Microsoft Excel - Power BI - Google Analytics and many, many more! Take time to research the right tools for your organization. You can use data analytics tools like these to help you identify trends, patterns, and insights that can help you develop effective sales territory plans. --- [Proving RevOps’ strategic worth | Q&A with Fullcast.io’s Dharmesh Singh | ROAWe caught up with Fullcast.io’s Dharmesh Singh to discuss what RevOps means to him, how RevOps leaders can foster relationships with their CEO, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/photo-1457694716743-eb419114c894-2.jpg)](https://www.revenueoperationsalliance.com/proving-revops-strategic-worth-q-a-with-fullcast-ios-dharmesh-singh/) --- ## **Tip 2: Define your territory criteria** **Tip two, looking at the criteria.** What makes a territory? Is it: - Customer demographic? - Geographic location? - Revenue potential? - Company size? After you’ve understood your market, you need to know what divides your customers into succinct territories. You can do this through many ways, some of which might be niche for your company/service/product. ### Define customer demographics Customer demographics refer to the **characteristics of your customer base**, including age, gender, race, income, and education. You can use customer demographics to divide your market into segments and develop territory plans that are **tailored to the needs and preferences** of each segment. Defining customer demographics is important for territory planning as it allows succinct breakdowns of your customers. However, it’s important to think carefully in analyzing these demographics as you don’t want this to lead to **bias or prejudice against certain customers**. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- For example, if your company data and the way you’ve defined your customer, leads to a 60% young, affluent, educated, male audience - your sales tactics/messaging might **unconsciously overlook or undervalue the opinions or needs of the rest of your customers**. To avoid this, make sure you’re approaching customer demographics with an **open mind, and seek** [**diverse perspectives**](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/). Instead of relying on assumptions, gather data on your target audience through a **variety of market research**. Analyze the data to **identify trends and patterns in customer behavior**, preferences, and needs, and use this information to create a **more inclusive** and [**customer-centric**](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) approach to your strategy. --- [How to create an effective revenue operations roadmapHow can you create a successful roadmap and what should you be avoiding? Read an excerpt from Crissy, Nick and Rosalyn’s talk from the Revenue Acceleration Festival and learn about being outcome-based and incorporating data into the revops roadmap.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/annie-spratt-AFB6S2kibuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) --- ## Tip 3: Use technology to optimize territory planning **Tip three is tech, tech, tech.** Technology can be a massive help with your territory planning. It doesn’t need to be a sit-down with a map, ruler, and some pins. Instead, use [technology](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) that provides real-time data and analytics. ### Use CRM software [CRM software](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) can help you manage customer data and track sales activities in real-time. You can use data to **identify patterns and insights** that can inform changes to your territory planning. ### Use territory mapping tools Mapping tools are software applications that allow you to create visual maps of geographic locations and data. They can help you **visualize your territories** and **identify gaps or overlaps**. You can use these tools to optimize your sales territory maps and ensure that your [sales teams](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) are operating effectively and efficiently to [close deals](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/). **Here’s some to check out:** - Portatour - Callproof - Mapline - Tableau - Badger Maps - eSpatial - AlignMix --- [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) --- ## Tip 4: Develop a territory management plan **Tip four, what’s the game plan?** A territory management plan [**outlines the processes and procedures**](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) that your sales team should follow in their respective territories. Your territory management plan should include guidelines for **prospecting, lead generation, and** [**customer engagement**](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/). This is where your territory management is going to be the most tailored to your business needs as it should follow direct guidelines that you may already have in place within your business. ### Guidelines for prospecting [Prospecting](https://www.salesenablementcollective.com/gold-standard-prospecting-report-download-it-today-blog/) is the process of identifying and engaging with potential customers. Your territory management plan should include guidelines for prospecting, including how to **identify potential customers**, how to **reach out to them**, and how to **follow up.** ### **Guidelines for lead generation** Lead generation is the process of generating interest in your company/services. Your territory management plan should include guidelines for lead generation, including how to create **targeted marketing campaigns**, how to [**qualify leads**](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/), and how to **nurture leads through your sales funnel**. 💡 ****Not sure if you have pre-existing guidelines for lead generation and prospecting?** Bring the relevant people into a room, (your marketing, customer success, and sales leaders) and create some! It’s important everyone has a consistent manner when speaking with the customer. Creating agreed-upon guidelines that take into account customer data and demographics is a great starting point! ## **Tip 5: Monitor and adjust** **Tip five, the grind doesn’t stop there - keep hustling!** Territory planning is NOT a one-time process, but an ongoing one that needs continuous monitoring and adaptation. ### **Monitor territory performance** You should **regularly monitor the performance** of each of your territories to identify areas of improvement. Though each territory may have its own unique needs, it’s important to see where things are succeeding and where there could be improvement. Use [performance metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) such as revenue, customer acquisition, and customer retention to evaluate the effectiveness of your territories. ### **Adjusting your territory plans** If a territory is underperforming, you **may need to readjust the criteria** or resources available to that territory. It may be the issue comes from within your sales team. It’s important to talk to your sales managers to [identify any gaps in skills, knowledge, or experience across your sales teams](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) in each territory. This will help you determine if you need to adjust your structure or provide more resources or training to certain individuals or groups. However, if the issue is not with the sales team and you find it's external - you may need to **re-evaluate a step** in your territory planning process. It could be a demographic change you’ve not accounted for, or a misstep in your geography. If your territories are based on faulty data you might be missing out on revenue. Either way, it’s important to make sure you keep monitoring and adjusting your territory plans. **Your business never stops moving, and neither does your customer.** --- [How to Use Revenue Operations Metrics to Drive Business GrowthIn today’s constantly changing business landscape, revenue is the lifeblood that keeps all companies functioning.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/How_to_Use_Revenue_Operations_Metrics_to_Drive_Business_Growth.jpg)](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) --- ## Final thoughts Territory planning is important, especially if you’re a RevOps professional. To develop effective territory plans, you should understand your market, use the tools and technologies to optimize, develop a management plan, and keep monitoring. By following these five tips and adjusting them to your individual business needs, you should be well on your way to creating a pretty solid territory plan and one step closer to **increased revenue and profitability for the entire organization.** **Happy planning!** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ### Q&A with our RevOps Ones to Watch 2024 URL: https://www.revenueoperationsalliance.com/q-a-with-our-revops-ones-to-watch-24/ Last updated: 2025-08-04T15:28:47.000Z ## Q&A with our RevOps Ones to Watch 2024 Back in February, we released our [RevOps Ones to Watch](https://www.revenueoperationsalliance.com/revops-ones-to-watch/) list for 2024\. A few months on, we caught up with a few of the honourees to ask them a few questions about revenue operations. We asked these revenue experts: - How do you define revenue operations? - What is the one thing RevOps pros should be focusing on in 2024? - What career advice would you give to an aspiring RevOps pro? Let’s dive into what they had to say. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/imani%20chopin.jpeg) ##### #### Imani Chopin ###### Sr. Director of Revenue Operations and Enablement ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/brinks%20home.jpeg) **Q: How do you define revenue operations?** **A:** The orchestration of efficiency and cohesiveness for revenue generation teams in regard to core operations (analytics, processes, systems), strategy, program management, and enablement. **Q: What is the one thing RevOps pros should be focusing on in 2024?** **A:** AI, furthering in simplification of processes, and change management tactics. **Q: What career advice would you give to an aspiring RevOps pro?** **A:** Learn as much as you can about everything. Get outside experience to have better insight on problem-solving. Network and gain mentors! [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/imanichopin/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/tana%20jackson.jpeg) ##### #### Tana Jackson ###### Global Director of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Chronicle_Heritage_Logo.jpg) **Q: How do you define revenue operations?** **A:** The synergy in the middle of a company that drives the revenue engine holistically. There are many ways to organize it but this is the heart of the GTM team's motion; keeping the wheels moving forward. **Q: What is the one thing RevOps pros should be focusing on in 2024?** **A:** RevOps has to focus on helping the GTM teams identify where they are the most successful and give them the tools, data and instructions on how to get there. When RevOps has a seat at the strategy table; we find ways to stop revenue leakage, fill in the gaps with processes, and monitor for success. Being proactive, supporting a positive customer experience, and pulling in all stakeholders that touch your GTM teams - need to be aligned in 2024 to stay successful. **Q: What career advice would you give to an aspiring RevOps pro?** **A:** Be a learn-it-all and don't be afraid to step out of your comfort zone. Always ask questions to understand the 'Why?' If you are constantly learning and seeking knowledge within others and your surroundings as a RevOps professional, you will be more holistic and well-rounded in identifying issues across an organization. Being multi-dimensional is where the magic is in RevOps. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/tana-jackson2/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/greg.jpeg) ##### #### Greg Larsen ###### VP of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/eltropy.svg) **Q: How do you define revenue operations?** **A:** Many will define revenue operations as the alignment of sales, marketing, and customer success to drive revenue, but I think there is more to a successful revenue operations function than that. When fully optimized revenue operations becomes the central nervous system of the the GTM team. Successful RevOps is the efficiency, coordination, automation, and execution of all things GTM. **Q: What is the one thing RevOps pros should be focusing on in 2024?** **A:** People! It's easy to focus on AI, automation, data analytics, etc. In my opinion, those are a means to an end and we often build for building's sake. If you can maintain your focus on the people you are serving, then you’ll understand the strategic initiatives that actually improve their quality of work and in turn, increase the success of the business. **Q: What career advice would you give to an aspiring RevOps pro?** **A:** Always be learning! [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/greglarsen1/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jeremy%20stein.jpeg) ##### #### Jeremy Steinbring ###### Founder ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/revonyx_logo.jpeg) **Q: How do you define revenue operations?** **A:** RevOps is a mindset and philosophy; the idea that marketing, sales, customer success, and product should work together to improve the customer experience and drive more revenue using process & technology. **Q: What is the one thing RevOps pros should be focusing on in 2024?** **A:** RevOps pros should focus on simplification in 2024\. Make your strategies less complicated and more adaptable, make your RevOps systems easier to adopt, and remove the excess tech stack bloat that costs time & $1000s each month. We have a tendency to overcomplicate our requirements, let's get back to simple. **Q: What career advice would you give to an aspiring RevOps pro?** **A:** RevOps is a difficult and thankless job, so grab a helmet. You'll be consistently challenged with complicated problems where the solution is a combination of communication, analysis, & technical execution. You'll be asked to do more with less. There will always be a mountain of work to do, and you'll seemingly never catch up. Everyone around you will get credit first when that big opportunity moves to "Closed/Won" or a new product is released. ... and it's totally worth it. You'll be the glue that holds the team together. The ones that are asked for help when no one else knows what to do. The reason your company succeeds and grows. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jeremysteinbring/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Laura%20Wheeler.jpeg) ##### #### Laura Wheeler ###### Founder ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/rengade_operations_logo.jpeg) **Q: How do you define revenue operations?** **A:** Revenue operations is a philosophy and team design and deliver operational excellence for capturing, accelerating, and protecting revenue within a company. **Q: What is the one thing RevOps pros should be focusing on in 2024?** **A:** The interconnectivity of the revenue funnel is getting more integrated as buying signals and health spread across the entire company (even outside of GTM). Cross-team education and visibility into the health of revenue to the whole company, can often accelerate getting to the root of an issue and enable teams to problem-solve at a faster rate. **Q: What career advice would you give to an aspiring RevOps pro?** **A:** If you are unfamiliar with how your buyers buy, start there. Anchoring processes, people, and tools to support your buyers is the shortcut to reducing revenue friction. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/wheels-revops/) --- Congrats again to our honourees! Check out the full list of our Ones to Watch 2024 [here](https://www.revenueoperationsalliance.com/revops-ones-to-watch/). **Not finished learning?** Check out these blogs for more insights from revenue operations experts.👇 [10 game-changing tips from revenue operations expertsOur community of revenue operations experts share their best advice for RevOps practitioners. Including advice from revenue leaders at Zappi, Candid, and Eltropy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--39-.png)](https://www.revenueoperationsalliance.com/10-game-changing-tips-from-revenue-operations-experts/) [RevOps metrics: Insights from the experts \[podcast highlights\]Learn from three RevOps experts by diving into the best revenue operations metrics insights from season one of our podcast, RevOps Unboxed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--14-.png)](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) [What’s the best part of revenue operations?Our community of revenue operations professionals shared their favorite part of working in RevOps. Here we summarize the top reasons to work in revenue operations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--36-.png)](https://www.revenueoperationsalliance.com/whats-the-best-part-of-revenue-operations/) ### The expert guide to advancing your revenue enablement career URL: https://www.revenueoperationsalliance.com/advancing-your-revenue-enablement-career/ Last updated: 2025-05-12T17:08:37.000Z This article comes from **Emily FitzPatrick** and **Petek Hawkins**’ panel, ‘*Career Growth in Revenue Enablement*’, at our **2022 Revenue Acceleration Festival**. --- As someone who’s been passionate about sales training and [revenue enablement](https://www.revenueoperationsalliance.com/what-is-revenue-enablement/) for over a decade, I can confidently say that the industry is more exciting than *ever* before. Companies are increasingly recognizing the [pivotal role enablement ](https://www.revenueoperationsalliance.com/unstoppable-revenue-enablement-ecosystem/)plays in driving organizational success, empowering teams, and accelerating revenue growth. Which in turn has only opened up more opportunities to build rewarding and impactful careers in this dynamic space! On the subject of careers, I had the privilege of discussing career growth in the revenue space with fellow enablement leader, Petek Hawkins. As the **VP of Revenue Enablement and Operations** at **Pax8**, Petek brings a wealth of experience and valuable insights to the table. So let’s dive into some of the key topics and insider secrets we discussed… ## **Why revenue enablement?** ### While working sales jobs to make ends meet, I realized that the work itself didn't particularly excite me – it was just a means to an end. However, everything changed when I started exploring the world of sales training and enablement. As Petek and I discussed, there's something incredibly fulfilling about being that internal driving force, empowering others to reach their full potential, Petek shared: > "*My personal passion was always about asking: how do I empower and scale the growth, consistency, and success at a global level that's also really engaging to people*?" > " *That has always been my passion, where I saw people excel and feel really good in their skin – that made me feel personally good*" For me, enablement checked all the boxes, I thrive on creativity and project-based work, so constantly tackling new challenges and evolving with the changing sales cycle was perfect. The ability to work cross-functionally and interact with different teams across the organization is incredibly energizing, but most importantly, it's the sense of making a tangible impact that truly resonates with me. [The business impact of revenue enablementVinay Khanna shares why revenue enablement is key to aligning GTM functions and outlines his best practices for implementing revenue enablement.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceVinay Khanna![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--17---1-.png)](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) ## **Building a well-rounded team** ### One of the most common misconceptions about enablement roles is the idea that a background in sales is an absolute must-have. However, both Petek and I firmly believe that diversity within an enablement team is crucial for success, with Petek sharing: > *"If you actually take the risk for people who come from different backgrounds, like project managers, analytical specialists, consultants, marketing people, even engineers, what I've learned from them and what they brought to the function was so impactful that I was blown away.*" The truth is, while having some field expertise can be valuable, a **diverse range of perspectives and skillsets** is what truly elevates an enablement team. Assembling a well-rounded enablement team isn't just about checking boxes – it's about recognizing the unique strengths that different backgrounds can bring to the table. For example, project managers often excel at program management and organization, while consultants and marketers can bring fresh perspectives and a deep understanding of the customer journey. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## **Key skills for success** ### Regardless of background, there are certain core skills and traits that you should aim to cultivate. During our conversation, Petek and I identified several of these essential competencies that stood out: **🌿 Adaptability** Petek warned: > "*If you're a very type-A person who really needs to have everything perfectly designed for them and know what's happening, it will be really difficult for you to thrive in this environment and be happy as a person*" The ability to embrace ambiguity and adapt to changing priorities is crucial in the ever-evolving revenue landscape. **🧠 Communication and critical thinking** As Petek astutely pointed out, "*Effective and clear communication*" is an invaluable skill in our field. Coupled with strong critical thinking abilities, effective communication allows you to identify trends, make informed decisions, and execute those decisions effectively. **🔍 Curiosity** It's not our job to know all of the answers, it's our job to be inquisitive, to ask questions, and to find the best solution. An innate sense of curiosity, paired with a willingness to learn and receive feedback, is essential for continuous growth and improvement. **🚀 Self-motivation and drive** Enablement and operations roles often require a high level of self-direction and initiative. As Petek emphasized, > "*You need to keep in mind that you have to have self-driven people, because there isn't always going to be this push of information coming your way*." The ability to take ownership and drive projects forward is an invaluable trait. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--50-.png)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) ## **Navigating the revenue career path** ### With the rapid growth and evolution of the revenue enablement and revenue operations space, the career paths within it are diverse and dynamic. While there is no one-size-fits-all trajectory, but there are some common progression patterns that Petek and I discussed. Typically, enablement professionals will start as contributors to a project, facilitating sessions or supporting specific initiatives. From there, they may progress to becoming the driver of a project, responsible for maintaining and moving it forward. Ultimately, the goal for many is to become the owner or decision-maker, with the authority to shape strategies and make critical choices. In terms of titles, a common progression might look something like: **Associate** **⬇** **Specialist** **⬇** **Manager** **⬇** **Senior Manager or Lead** **⬇** **Director or Partner** However, as Petek pointed out, > "*It's not always as clear, it really depends on the company that you're a part of and the business needs*." Regardless of the specific path, both Petek and I emphasized the importance of self-reflection, goal-setting, and actively managing one's career development. Additionally, we both strongly encourage you to leverage networking opportunities, attend industry events, and stay informed about trends within the field. I know I’ve learned more from people outside of my company by having conversations like this and attending ROA webinars, it's expanded what I thought my job could be. ## **Empowering your team for continuous growth** ### For those in management roles, fostering the growth and development of their teams is paramount. As a manager myself, I've learned that it's crucial to **define clear competencies and progression paths from the outset**. From there, it's about setting clear expectations for each level of experience – what would you expect to observe from someone who has been in enablement for a year, three to five years, or six to seven years? Having these benchmarks in place provides a roadmap for professional development and growth. Beyond defining career paths, it's equally important to encourage your team members to take an active role in their own development. I always encourage my team to make sure they're networking outside of our organization, attending events, and meeting with other revenue folks. Petek echoed this sentiment, emphasizing the value of thought leadership and industry expertise: > "*If you can become a thought leader, if you can understand where the trends are going, that's when you create more growth opportunities for yourself*." Ultimately, as revenue enablement leaders, our goal should be to empower our teams to take ownership of their careers, set realistic goals, and continually expand their knowledge and skillsets. By fostering an environment that supports continuous learning, growth, and industry engagement, we can create a culture of excellence that benefits both our teams and the organizations we serve. When you truly believe in the company, the product, and the mission, it fuels a level of enthusiasm and commitment that is unmatched. It's not just a job – it's a *calling*, and that infectious energy can inspire and empower teams in profound ways. ## **Conclusion** ### In today's landscape, enablement professionals must be prepared to continuously adapt, learn, and grow. We must be open to new perspectives, embrace evolving trends, and meet learners where they are, not where we expect them to be. As revenue leaders, it's our responsibility to model this growth mindset and create environments that foster continuous development, and to those considering a career in revenue enablement, or to those already on this path, I encourage you to embrace the journey wholeheartedly. Immerse yourself in the industry, seek out opportunities for learning and development, and never lose sight of the passion that drew you to this field in the first place. As Petek so eloquently put it, "*Success is when you're happy*,” so embrace it, nurture it, and watch as your career soars to new heights! --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Unlocking the power of integrated sales and marketing URL: https://www.revenueoperationsalliance.com/power-of-integrated-sales-and-marketing/ Last updated: 2025-05-12T17:08:25.000Z This article comes from **Chris Dessi**’s insightful talk at our **2023 New York Chief Revenue Officer Summit**, check out his full presentation [**here**](https://www.salesenablementcollective.com/chief-revenue-officer-summit-new-york-2023-ondemand/?wchannelid=iwwokleebi&wmediaid=utyu8tgnyu). --- What if I told you the key to unlocking explosive revenue growth lies in the seamless integration of your sales and marketing teams? It's a [strategy](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/) that too many companies overlook, treating these two powerhouse units as separate silos. But I'm here to let you in on a secret - when sales and marketing are truly aligned and operating as one force, you can **achieve the unthinkable**. I'll be honest, when I first joined Diamond Standard, I wasn't a finance guy – in fact, I once got a zero on a stats exam in college (true story). But what drew me in was the tech aspect of the business and the opportunity to build a sales organization from the ground up. Little did I know that this journey would teach me invaluable lessons about the power of integrated sales and marketing efforts. In this article, I'll share my insights on [aligning your sales and marketing](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) teams, empowering your people, and driving remarkable revenue growth. Whether you're a seasoned leader or just starting to explore this unified approach, the strategies I'll unveil will shift your perspective on what can be achieved. So buckle up and get ready to rethink everything you know about siloed sales and marketing efforts... ## **The three pillars of success** ### Success might seem straightforward, but three fundamental pillars underpin it - **focus**, **passion**, and **mental toughness**. **🧠 Focus**: Regardless of the technology, tools, or resources at your disposal, you need to have a clear understanding of what you want to accomplish. When I joined Diamond Standard, my mission was clear – to unlock the $300 billion total addressable market (TAM) for diamond investments. With that North Star in mind, everything else fell into place. ### **♥️ Passion**: Let's be real, being a revenue leader is no walk in the park. You need to have an insatiable desire to sharpen your skills, be the best leader you can be, and inspire your team to run through walls for you. I was so passionate about learning that I even took an eight-week course at MIT Sloan on building high-velocity organizations (yes, I'm that much of a nerd). ### **💪 Mental toughness**: In this game, you need to have the mental fortitude to take ownership of problems, identify gaps, and find solutions – even when it means looking in the mirror and admitting your own shortcomings. Any technology gap or management issue is ultimately a leadership challenge you need to overcome. It's not always easy, but that's what separates remarkable leaders from the rest. [Aligning sales and marketing to achieve revenue growth with Tina WungVP of Growth Marketing and Revenue at Nisum, discusses why alignment between your sales and marketing teams is crucial to revenue growth. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/12/6.png)](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/) ## **Embracing technology and processes** ### When I first joined Diamond Standard, I'll admit, I was a bit skeptical of the [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). We were using a tool which wasn't my go-to choice (I'm a Salesforce and HubSpot guy through and through). But as I dug deeper, I realized it was executing the core functionalities we needed at a solid B+ level. Initially, our client communication was a disaster. Customers were furious because we weren't keeping them in the loop about our intricate processes. That's when I knew we needed to step up our game. So, we started leveraging the full suite of our tool’s apps – everything from CRM to Campaigns and Analytics. It was like hiring 18 different companies, but it allowed us to fully streamline our communication and engage with customers at every touchpoint. But technology alone wasn't enough. We needed to systematize our solutions and socialize them across the organization. That's where tools like Miro boards came in handy. We could [visualize our processes](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/), identify bottlenecks, and get everyone on the same page – from sales and marketing to investor relations (our version of client services). [RevOps best practices for successful business growthFrom aligning teams to streamlining processes, and everything in between. We highlight the best practices for revenue operations pros to increase revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--12-.png)](https://www.revenueoperationsalliance.com/revops-best-practices/) ## **Empowering teams and building systems** ### As a leader, one of the most impactful things you can do is [empower your teams](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) to identify and swarm problems. I'm not talking about the big, scary issues – those can often feel overwhelming. I'm talking about the small, pesky problems that, when solved, can have a ripple effect on efficiency and morale. At my company, we established a sequence of work that assigned specific tasks to individuals, set clear expectations, and specified the approach, and we didn't stop there… We put these processes on the wall, presented them during team huddles, and circulated flowcharts so that everyone understood their role and how we each related to one another. By socializing our systems and holding each other accountable, we fostered a culture of alignment and open communication. This in turn empowered my team to spot problems, systematize solutions, and ultimately, freed me up to lead more effectively! One of the biggest challenges we faced was replacing bad habits. > These days I know we're all wired to take cognitive shortcuts and ignore or brush off problems, but to break a bad habit, you need to replace it with a new, productive behavior. That's where slowing down and empowering your team comes into play. Instead of moving at breakneck speed and brushing off issues, we encouraged our team to pause, identify small problems, and collectively find solutions. These "easy wins" then boosted morale and helped create a culture of continuous improvement. [Importance of reducing silos in your organizations - Kristina DiederichIn this episode of RevOps Unboxed Sandy chats with Kristina Diederich, about the importance of reducing silos in your organization. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/ROA_RevOps_Unboxed_Podcast_Assets_--1-.jpg)](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/) ## **The remarkable results** ### So, what did all this focus, passion, technology integration, and team empowerment lead to? Remarkable results. From 2021 to 2022, we saw a ****250% increase** in our unique customer base. Our average sale price skyrocketed from ****$5,000 to around $30,000**. We went from a small team of seven to a powerhouse of 40 employees, all aligned and driven to succeed. But beyond the numbers, the real victory was in the relationships we built with our clients. We went from having frustrated customers to hosting them at conferences, taking them out to dinner, and cultivating a community of loyal fans and advocates. Looking back on this experience, some key lessons stand out: 1. **Technology is an enabler, not a solution.** Embrace tools that get the job done, even if they're not the fanciest or most popular. 2. **Processes are essential, but people are the beating heart of your organization.** Empower them, and they'll move mountains for you. 3. **Integration between sales and marketing is non-negotiable.** When these teams are aligned, magic happens. So, if you're ready to unlock the power of integrated sales and marketing and drive remarkable revenue growth, it's time to embrace these principles. Trust me, the journey might be challenging, but the rewards are well worth it. ## **Conclusion** ### So there you have it – my playbook for integrating sales and marketing, empowering teams, and achieving remarkable results. It all boils down to focus, passion, mental toughness, technology enablement, and building systems that foster alignment and continuous improvement. Remember, success might seem straightforward, but being remarkable? That's where the real magic happens. So, let's get out there, shake things up, and redefine what's possible in the world of revenue operations. With the right mindset, processes, and team, you can move mountains – even if you're working with a B+ tech stack and a lean team. Are you ready to unlock the power of integrated sales and marketing? **Let's do this!** ### The perfect RevOps org structure with Sandy Robinson URL: https://www.revenueoperationsalliance.com/the-perfect-revops-org-structure-with-sandy-robinson/ Last updated: 2025-06-18T14:04:14.000Z Welcome to Season Three of RevOps Unboxed! 🎉 Sandy kicks off the season by sharing her thoughts on how revenue operations should be structured within an organization, and who's best suited to manage the RevOps team. ### How to create a simple and effective sales contract URL: https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/ Last updated: 2025-08-04T16:09:45.000Z Congratulations – you’ve almost closed that deal after a long sales process. But don’t crack out the champagne quite yet, there’s still a few more steps to go before you can mark the opportunity closed-won. Writing up a sales contract formalizes the agreement between your company and the buyer, and is a fully-fledged legal document that creates goodwill between parties. While writing a sales agreement may seem like a daunting process, it can be much easier than you’d imagine. This in-depth guide will help you to create a simple and effective contract to gain legal’s approval and close your deal. We cover: - [What a sales contract is](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#what-is-a-sales-contract) - [Why it’s important](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#why-is-a-sales-contract-important) - [When you need a written agreement](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#when-do-you-need-a-sales-contract) - [Sales contract vs bill of sale](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#sales-contract-vs-bill-of-sale) - [Best practices for writing a contract](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#dos-and-don%E2%80%99ts-of-creating-a-sales-contract) - [Types of sales contracts](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#types-of-sales-contracts) - [Must-include details](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#details-to-include-in-a-sales-contract) - [5 steps to create a contract](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/#5-steps-to-create-a-sales-contract) ## What is a sales contract? Simply put: a sales contract is a legal agreement between a buyer and a seller describing the details of their transaction. This will include details such as [pricing](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/), product or service description, and service terms. ## Why is a sales contract important? A sales contract sets clear expectations and can protect your business from disagreements with your customers down the line. The document will limit liability for all parties involved in the transaction. If a buyer doesn’t pay for a good or a seller doesn’t deliver their service, a sales contract can be used as evidence to clarify what was agreed upon and resolve the conflict. A document detailing the agreement is much less risky than a deal based on a handshake alone. The clarity gained from a sales contract relies on the document being clear and using simple language both parties can easily understand. This means there should be no need for a lawyer to translate the contract terms - but that doesn’t mean your legal team isn’t involved. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ## When do you need a sales contract? It’s best practice to always use a contract to secure your deals as contracts create goodwill and trust between parties. Contracts can also preserve business relationships and ensure livelihoods in the case of a disagreement. A general rule for basic agreements is anything above $500 should be sold via a contract. Complex deals should only be sold via written agreements. For example, products with complex components, agreed-upon maintenance, and any services lead to more complexity, requiring a contract to reduce risk. Most [SaaS](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) companies now also utilize contracts within their sales cycle to foster long-term business relationships with their clients. ## Sales contract vs. bill of sale While a sales contract and a bill of sale both describe the product, service, or property purchased, the purpose of these documents is different. A sales contract will outline the details of the agreement such as warranty information, delivery arrangements, and terms and conditions of the purchase. This document is drafted and signed before the transaction occurs. On the other hand, a bill of sale is similar to a receipt as it proves the transfer of ownership after the purchase takes place. [Sales forecasting for revenue operationsSales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## Do's and don’ts of creating a sales contract There are many best practices for creating a simple but effective (and legal-approved) sales contract, so we summarised the most important do’s and don’ts of contracting. ### Do: **✅ Determine customer needs and expectations.** Before drafting a sales contract, it’s important to understand what your customer requires from your product or service and ensure that your company can fulfill their needs. Being unable to provide what you promised a client may cause issues down the line, so it’s best to clarify this before signing on the dotted line. **✅ Mention all parties involved.** Include the names and addresses of the buyer and seller company and the names and contact details of the sales rep and purchasing client who sign the contract. **✅ Ask legal to review the contract before signing.** When dealing with contracts, you should get your legal team to read through them to check for any errors or strange terms. If your company has a deal desk team, ask them for help to navigate this approval process. ### Don’t: **❌ Miss out details.** Sales agreements should be detailed to protect your business in the future. So, make sure to include all the relevant details about the purchase, including any warranties or guarantees. **❌ Ignore the possibility of a breach of contract.** While we don’t typically sign deals to intentionally violate the terms, we shouldn’t rule this out as a possibility. That’s why it’s important to explain the penalties for non-payment or another policy violation. [What is sales content management?Learn how to create, store, organize, distribute, and manage sales content to improve sales performance and speed up the sales cycle.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--53-.png)](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) ### Summary of dos and don’ts ![Do’s and don’ts of creating a sales contract Do: Determine customer needs and expectations.Mention all parties involved. Ask legal to review the contract before signing. Don’t: Miss out details. Ignore the possibility of a breach of contract. ](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/ROA-Infographics_.png) ## Types of sales contracts There are many types of sales contracts with different use cases so it’s important to understand which contract type your deals will require. ### Sales agreements This is the standard and fundamental sales contract you think of when you imagine a sales contract. A sales agreement contains information about the buyer and seller, what’s being purchased, the terms of the sale, and any liabilities if the exchange doesn’t occur. ### Order forms An order form is a variant of the standard sales agreement. A template of this form is given to the buyer to fill in with their specific needs and return to the seller. Once a seller accepts the order form it becomes a legally binding agreement. Order forms can simplify the contracting process by asking all buyers the same questions and using the same templated agreement. ### Change order forms This isn’t a standalone form type, instead a change order form is an addition or update to a previous agreement. Allowing adjustments to a current long-term agreement without needing to negotiate from scratch. This type of agreement can allow an organization to honor new customer requests part-way through a project without the legal headache of undocumented changes. ### Master service agreements A master service agreement (MSA) covers a long-term business relationship. It acts as an overarching contract that breaks down the terms and conditions of future agreements between two parties. MSAs create good business relationships by clearing up basic terms and speeding up the approval process for new agreements. These contracts are common within the SaaS industry and other long-term technology purchasing agreements. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/ROA_Unboxed_Podcast_Socials_3.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Statements of work This form of contract is typically used by contractors and freelancers to describe the services they’ll be providing – including deliverables, communication, and deadlines for completion. Statements of work are best practice when customized products or services are being offered, or in a contracting business agreement. For example, a [RevOps consultant](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/) may use a statement of work to clarify their services to a client. ### Terms of service The terms of service (or terms and conditions) is a document defining how clients interact with your products and services. These are most often used in digital environments and don’t directly impact sales. However, if prospects refuse the terms of service many businesses will withhold from selling to them. Terms and conditions should limit your firm’s liability, protect your intellectual property, and clarify dispute resolution. ### Renewal and upsell agreements Similar to change order forms, [renewal and upsell](https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/) agreements reference previous agreements. In contrast, these contracts replace any previous agreements. A renewal agreement is an order form where a client renews a previous agreement, usually with slightly different terms (for example, a price increase). Whereas an upsell contract is a renewal, but with additional goods and services included. These contracts are priceless when it comes to [nurturing long-term client relationships](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/). [Building the ultimate sales report for revenue growthLearn the best practices for creating a winning sales report so you can track your revenue and make adjustments before you miss target.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/Meta-image--57-.png)](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/) ## Details to include in a sales contract As we mentioned, it’s crucial to include all the necessary details in a contract to ensure all your bases are covered legally. Here’s a checklist of the key details your sales contracts should include. ⬇️ ☑️ **Confidentiality.** If your product or service includes the transfer of sensitive information, it’s best practice to add a confidentiality clause. ☑️ **Penalties for non-payment.** What happens if the client doesn’t pay on time? ☑️ **Any included services.** What other services are included (eg. maintenance, installation, customer support)? ☑️ **Pricing and payment terms.** State what the client is responsible for paying and the expected amount. Also, ensure to include the payment schedule. ☑️ **Contract duration and timelines.** How long will this agreement last? When will the contract be fulfilled? ☑️ **All rights, guarantees, and restrictions.** These should be outlined in a terms and conditions section. ☑️ **Delivery arrangements.** Where is the delivery going? When will you deliver the goods? Who’s paying the delivery cost? ☑️ **Detailed description of the goods or services.** For products: model number, size, weight. For services: scope of work and time to complete. ☑️ **All parties involved.** Including names, addresses, and contact details. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--50-.png)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) ## 5 steps to create a sales contract Now that we’ve discussed the key information you need to know before you start creating a sales agreement – let’s take a look at the five steps to craft the perfect agreement. ![5 steps to create a sales contract Step 1: Use a template or tool Step 2: Ensure all details are correct Step 3: Prepare for negotiations and carefully consider customizations Step 4: Use clear language Step 5: Sign after approval](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/ROA-Infographics_2.png) ### 1\. Use a template or tool The easiest way to create perfect contracts every time is to utilize a standardized template across your sales organization. This will have spaces to input the client's information, the product description, and pricing information. Once these blanks are filled in, you’ll have a finalized contract. This can save your sales reps time writing contracts from scratch and gaining approval for every deal. But it’s still important to double-check you’re using the right contract type, and most up-to-date template before signing. There are also contracting tools you can add to your sales [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) to help your sales team manage contract creation. ### 2\. Ensure all details are correct It may seem obvious, but it’s crucial to read through all contracts closely and make sure all the details are correct - even if you’re using a template. A typo in an email address, purchase price, or delivery date may cause issues down the line if they aren’t caught before the dotted line is signed. ### 3\. Prepare for negotiations and carefully consider customizations Sales contracts can involve a back-and-forth discussion between buyer and seller to negotiate terms that work for both parties. To make the most of this process, it’s important to be prepared with relevant information and policies. Likely, you've already dealt with most of their [objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) by this point, but more may arise during contract negotiations. Use clear communication, listen to your prospect, and stay calm to reassure your buyer. Many companies offer custom packages or deals for specific clients, these should always be considered carefully and discussed cross-functionally. Checking custom deals with sales, product, and finance leadership can avoid conflicts or losses. If in doubt, send the contract over to your [deal desk](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) team to check over and gain the right approvals. It’s better to check early to avoid getting caught out down the line. [The importance of a deal desk for managing complexityA deal desk team helps to manage complex sales deals by liaising across departments to ensure complex contracts are approved promptly. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--54-.png)](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) ### 4\. Use clear language While writing a legal document, you may be tempted to break out your thesaurus and discover elaborate legal jargon to pad out your contract, but **that won’t be necessary**. In reality, it’s best practice to use clear and precise language so your sales agreement can be understood by anyone who may need to read it – no legal degree required. Using complex wording causes confusion and may lead to lengthy legal discussions if a disagreement arises in the future. This risks your company’s bottom line as your legal team will have to work double-time to resolve the conflict, or your business may even be found liable for the dispute. ### 5\. Sign after approval Once your contract has been proofread and approved internally you can send it to your client to sign. Then it’s finally time to sign on the dotted line yourself and close the deal. But don’t forget to add the contract and details of the closed deal into your CRM system! Keeping an up-to-date contract in your sales database allows internal teams such as customer success or RevOps to check over the details of the deal to manage their account. [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--46-.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) ## Final thoughts While you may want to rush into closing a deal after a grueling sales cycle – it’s crucial to keep your eye on the ball until the paperwork is approved and signed to avoid a last-minute mistake. At the end of the day, sales contracts are important legal documents that protect your organization from disputes, so it’s best practice to take your time to create accurate and legal-approved agreements. **Join our Slack community of 2500+ revenue leaders to discuss the ins-and-outs of contract creation with the experts. 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Green growth: Embedding sustainability into RevOps strategies URL: https://www.revenueoperationsalliance.com/sustainability-revops-strategies/ Last updated: 2025-05-12T17:08:06.000Z Today's businesses are under increasing pressure to adopt sustainable practices. Consumers, investors, and regulatory bodies are all demanding that companies take responsibility for their environmental impact and work towards a greener future. This shift towards sustainability isn’t just a passing trend; it's a **fundamental requirement for long-term success in the modern business landscape**. As a result, companies in all industries are beginning to recognize the importance of integrating sustainability into their operations, including their [revenue operations strategies](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/). By embedding sustainability into RevOps strategies, companies can reduce their environmental footprint and unlock new opportunities for growth, innovation, and competitive advantage. In this article, we'll explore the significance of sustainable RevOps, strategies for embedding sustainability, real-world case studies, and the future of this emerging field. ## **The significance of sustainable RevOps** ### ### **Why sustainability matters for RevOps** ### Sustainability is no longer just a buzzword or a niche concern; it's a *critical* business imperative with far-reaching implications for RevOps teams. By adopting sustainable practices, [RevOps teams](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) can gain numerous benefits, including cost savings, improved brand reputation, increased customer loyalty, *and* a competitive edge in the market. Plus, you'll cut costs and improve your bottom line by implementing eco-friendly practices like paperless operations, energy-efficient systems, and sustainable supply chain management. But that's just the tip of the iceberg! Sustainable practices can also give your brand reputation a major boost. Today, more and more consumers and investors are making conscious choices based on a company's environmental responsibility. By positioning your business as a sustainable and eco-friendly brand, you'll be tapping into a rapidly growing market of eco-conscious customers and investors looking for companies that align with their values. ### ### **The impact of sustainability on revenue growth** Speaking of customers, did you know that sustainability can also lead to increased loyalty? Customers nowadays aren't just looking for great products and services, they want to feel good about the companies they support. By demonstrating a genuine commitment to sustainability, you'll be building a bond with your customers that goes beyond just transactions. Also, sustainable practices can even attract investors who prioritize environmental, social, and governance (ESG) factors in their investment decisions. Companies that demonstrate a strong commitment to sustainability are often viewed as lower-risk investments, as they’re better positioned to navigate the challenges posed by climate change and environmental regulations. [The future of RevOps according to our communityOur expert community of RevOps pros shared their predictions for the future of revenue operations. Including a seat in the C-suite and use of AI.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--51-.png)](https://www.revenueoperationsalliance.com/the-future-of-revops-according-to-our-community/) ## **Embedding sustainability into RevOps strategies** ### Now that we've covered why sustainability matters, let's talk about how you can actually make it happen in your RevOps strategies. ### **Aligning sustainability with organizational goals** ### It's essential to align your sustainability efforts with the overall organizational goals and mission. This isn't just a side project, it should be a core component of the company's strategy and operations. RevOps teams should work closely with leadership and cross-functional teams to integrate sustainability into the company's mission, values, and KPIs. This way, efforts aren’t siloed but are actually woven into the fabric of operations. ### **Measuring and tracking sustainability metrics** ### Once sustainability is integrated into organizational goals, it's crucial to build a framework for measuring and tracking sustainability metrics. These metrics can include carbon footprint, energy consumption, waste reduction, and other relevant indicators. By consistently monitoring these metrics, RevOps teams can identify areas for improvement, track progress toward any sustainability goals, and make data-driven decisions that drive continuous improvement. ### **Implementing sustainable processes and technologies** ### Next up, implementing sustainable processes and technologies! This could mean going paperless, upgrading to energy-efficient systems, or adopting sustainable supply chain management practices. Don't be afraid to get creative with digital tools and platforms that can help streamline processes, reduce paper waste, and enable remote collaboration. You could also explore renewable energy sources like solar or wind power. Not only will you be doing your part for the planet, but you'll also be future-proofing your business. [Best competitive strategy for each business lifecycle stageDiscover strategic approaches for each stage of the business lifecycle. Stay competitive, innovate, and navigate towards sustained success![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CIA-lifecycle.jpg)](https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/) ## **Case studies and best practices** ### Need some inspiration? Look no further than companies like Patagonia and Salesforce, who have already successfully embedded sustainability into their RevOps strategies. Patagonia, a renowned outdoor clothing brand, has long been committed to environmental sustainability. From using recycled and organic materials to advocating for environmental causes, they've woven sustainability into the very fabric (pun intended) of their brand and RevOps strategies. A great example of this is their ingenious marketing campaign for their "Common Threads Iniative", using an eye-catching, simple statement to encourage a rejection of over-consumption. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/1669284151290.jpeg) By aligning their brand with sustainability and taking well-calculated risks with their marketing, Patagonia has cultivated a loyal customer base and gained a major competitive advantage in the market. Then there's Salesforce, a leading cloud-based software company. Their "Net Zero Cloud" initiative is aiming to achieve net-zero greenhouse gas emissions across their entire cloud infrastructure by 2040\. By making sustainability a core part of their operations and product offerings, they've positioned themselves as industry leaders, whilst simultaneously attracting eco-conscious customers and investors. ### **Best practices for sustainable RevOps** ### **Employee training and engagement** Sustainability isn't just a task for a few people – it's a mindset that needs to be embraced by everyone in the organization. So, make sure to educate and involve employees at all levels in your sustainability initiatives. Foster a culture of environmental awareness and encourage your team members to suggest and implement sustainable practices. **Collaborate with sustainability experts** Don't be afraid to ask for help! Partner with external sustainability consultants, non-profit organizations, or industry groups to gain insights and expertise on sustainable practices specific to your industry or region. These experts can provide valuable guidance to help you navigate the complexities of sustainable RevOps. **Continuous improvement** Sustainability is a journey, not a destination. Regularly review and evaluate your efforts, and be open to adjusting your strategies based on new insights, technologies, or industry developments. **Transparent communication** Transparency is key when it comes to sustainability. Be open and honest about your efforts, challenges, and progress. Share your sustainability journey with customers, investors, and other stakeholders. [Revolutionizing revenue: Integrating AI into RevOpsAI is the key to unlocking a world of intelligent automation, keep reading to find out how it can revolutionize your RevOps strategies!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/igor-omilaev-eGGFZ5X2LnA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/integrating-ai-into-revops/) ## **The future of sustainable RevOps** ### One exciting development on the horizon is the use of AI and machine learning to optimize resource utilization and minimize waste. These advanced technologies can analyze vast amounts of data and identify inefficiencies in operations, suggesting optimizations that reduce energy consumption, minimize waste, and streamline processes. But that's not all – we may also see the rise of circular economy models, where companies design products and services with sustainability in mind from the very beginning. Think recycled materials, product take-back programs, and innovative business models that prioritize resource efficiency and waste reduction. Of course, as with any journey, there will be challenges and barriers along the way. One significant hurdle is the initial investment required to transition to sustainable practices. Upgrading to energy-efficient systems, implementing new technologies, and revamping supply chains can all be costly endeavors. But fear not, because these investments often pay off in the long run through cost savings and increased revenue from eco-conscious customers. Another potential barrier is resistance to change within organizations, implementing sustainable practices may require a cultural shift and buy-in from employees at all levels. However, with proper employee training, communication, and incentives, companies can overcome this resistance and foster a culture of sustainability that benefits everyone. ## **Conclusion** ### Now, we won't sugarcoat it – embedding sustainability into your RevOps strategies isn't always going to be a walk in the park. There may be initial investments required, and you might face some resistance to change within your organization. But trust us, the rewards are well worth the effort. As you embark on this journey, remember to follow best practices like employee training and engagement, collaborating with sustainability experts, embracing continuous improvement, and transparent communication. These will be your keys to success. And get ready, because **the future of sustainable RevOps is looking bright!** So, what are you waiting for? It's time to join the ranks of forward-thinking companies that are leading the way toward a more sustainable and prosperous future, let's make a positive impact together! ### Level up your marketing with campaign operations URL: https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/ Last updated: 2025-08-04T16:10:05.000Z While you’ve likely heard of marketing operations, it’s less likely that you’ve heard of *campaign* operations… This rarer role within marketing ops can take your marketing to the next level. By working closely with your campaign ops team can help you to streamline your marketing campaigns and prove your ROI. But before we get into that, let’s start with the basics. We’ll discuss: - [What campaign operations is](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/#what-is-campaign-operations) - [Why it’s important](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/#why-is-campaign-operations-important) - [How to launch an effective marketing campaign](https://www.revenueoperationsalliance.com/level-up-your-marketing-with-campaign-operations/#how-to-launch-an-effective-marketing-campaign) ## What is campaign operations? Campaign operations is a subset of marketing operations that encapsulates the production process behind your marketing campaigns. From planning and execution to reporting on your campaign’s results your [marketing operations](https://www.revenuemarketingalliance.com/what-is-marops-marketing-operations/) (or MOps) team will be working in the background to support your marketing activities and ensure success. Campaign ops pull the strings to confirm things are going as planned, measure key marketing [metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/), and monitor the campaign’s impact on revenue. ### Roles and responsibilities of campaign operations There are so many roles within a marketing organization, so it can be difficult to keep track of who’s responsible for what. When it comes to campaign operations professionals, they tend to be responsible for: - Building the back end of campaigns. - Analyzing audience insights within the [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/). - Managing the campaign [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). - Tracking progress towards goals and monitoring campaign ROI. - Running and analyzing A/B tests. - Setting up campaign automations. - Ensuring data compliance. However, these are just a few tasks a marketing operations manager might have. Many smaller ops teams won’t be as specialized and may run campaign operations on top of other MOps responsibilities. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## Why is campaign operations important? Campaign operations can help you take your [demand-generation campaigns](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/) to the next level by optimizing your processes and making better use of customer data. ### Launch campaigns faster Support from your campaign operations colleagues can mean help with the more technical aspects of your campaign such as setting up automations and analyzing data. This means you can spend more time creating a campaign to [delight your customers](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/). That’s less time spent triple-checking your CTAs are being tracked and more time crafting the perfect marketing message, or even planning your next campaign. ### Better data tracking and analysis Your marketing ops team members likely know their way around your customer relationship management (CRM) database like the back of their hand. So when it comes to tracking and monitoring your campaign success across the customer journey – they have you covered. A concrete marketing operations strategy can allow for accurate attribution of your marketing efforts to revenue, as your ops department can track customer touchpoints across departments. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Align with sales Working with your MOps team means aligning your efforts with your [sales team](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) and creating streamlined processes for handoffs between departments. Campaign ops can plan and manage the handover of MQLs from marketing to sales reps, so your leads don’t get lost again. ### Data compliance Your marketing department likely sends a high number of emails and stores a lot of customer information. This can lead to concerns with Google’s spam policy and data privacy. Working with your marketing operations management peers can improve your compliance with [email deliverability best practices](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/), mainly by removing unsubscribers within the recommended three day window. While you might worry that removing contacts from your marketing database will reduce your success, it actually means your audience is more engaged with your content. This may result on increased click-through rates (CTR) on your email campaigns. Your MOps team will also handle [data management](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) best practices to ensure your database is clean and complies with data governance policies. [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--28-.png)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) ## How to launch an effective marketing campaign So without further ado, here’s our breakdown of how to launch a stellar marketing campaign with a little help from your colleagues on the operations side of your org. ### Audience selection Your MOps team will be well acquainted with the contacts within your organization’s [CRM database](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/), so they can assist your marketing team in defining the ideal target audience for your campaign. Working with your marketing operations team to select your audience can lead to data-informed strategies, as your team can dive into the data to target accounts that are more likely to take action. > For example, if you wanted to target customers who have abandoned their cart in the last three months, your MOps team can pull this data from your CRM and create a new segment for this marketing campaign. ### User experience Effectively targeting your customers allows you to forecast their needs and provide them with the right content after they click on your campaign. Will they respond best to educational content, a landing page, or maybe something else? Understanding your segment can allow data-backed decisions on how best to engage your audience and drive conversion. Ask your campaign operations team to dive into [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) data from previous campaigns for more insights into your buyer’s path to purchase. Once you’ve decided where your campaign will take prospects, ensure you let your MOps team know so they can set up tracking. [Examine the difference between strategic and tactical marketingIn the dynamic landscape of marketing, two components play a critical role in achieving objectives: strategic marketing and tactical marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEve Chatfield![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMA-strategy-2.jpg)](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/) ### Automation But before we discuss tracking in more detail, let’s understand how to take your campaign management to the next level: [marketing automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/). Campaign operations is one of the most automated marketing activities, with [40%](https://www.workato.com/the-connector/automating-campaign-operations/) of organizations automating these processes. Automation can allow you to run marketing campaigns faster – with less human error – helping you stay ahead of the competition. There are many activities you could automate within your marketing campaign such as: - **Email** \- Set up welcome emails and abandoned cart messages, and update your email list automatically. - **A/B testing** \- Test out different subject lines, headings, and CTAs in your messaging. - **Reporting** \- Automatically pull data into a report for easy monitoring. ### Tracking and monitoring Tracking your campaign’s success is critical and it’s your marketing operations team’s role to ensure everything is being tracked correctly. First, they’ll ensure each data point is being tracked and stored accurately, and implement any new marketing technology required for tracking your customer journey. Then the data can be added to a campaign-specific report, and any other team or department-wide reports as required. This should allow all stakeholders the necessary access to the data insights and results of your campaign. Your marketing ops team may even format this report into [visualizations](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) of your team’s KPIs to allow quick and easy monitoring. We know ROI is a major player when it comes to getting a [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) for your marketing efforts. Luckily, your operations peers can follow MQLs and prospects through your buyer journey to show how much revenue was generated by your campaign. ### Iteration There’s always room for improvement, especially when running marketing campaigns. Your campaign operations team can help you make sense of your campaign’s results and compare them to past campaigns, to give you a full picture of what worked and what didn’t. MOps can also analyze your [A/B testing](https://www.revenuemarketingalliance.com/is-a-b-testing-still-relevant-in-b2b-marketing/) data to help determine which experiment performed better. You can then choose to run a new experiment or roll out the highest-performing campaign to a wider audience. This analysis and iterative improvement allows your marketing team to continue seeing the ROI of your marketing efforts. [The importance of building a creative culture as a CMOUnearth the importance of fostering creativity as a CMO. Boost performance, attract talent, and differentiate your brand with innovative ideas!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceWill Whitham![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMO-creative.jpg)](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) ## TLDR; - Campaign operations is a subset of marketing operations that works behind the scenes to ensure campaign success. - They can help you launch campaigns faster, track your campaigns with ease, and ensure you comply with data best practices. - Campaign ops can help at each stage of the campaign process. From audience selection all the way to iterating on your campaign. - Automation within your campaign is where your MOps peers really shine. They can set up automated campaigns to save you time. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Unleashing revenue growth: The power of talent strategy URL: https://www.revenueoperationsalliance.com/the-power-of-talent-strategy/ Last updated: 2025-08-04T14:47:30.000Z Growing up in the Midwestern United States, I didn't step outside the country until my early 30s. I came from a hard-working background - my father was in banking, and the path to a company's success back then was simple: *build a better product than the competition*. As I advanced in my career, that dynamic shifted. Financial strategy and having a great CFO became the driving force behind a company's valuation and market performance. [The CFO](https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/) was now the one seated right beside the CEO during earnings calls. Then technology took center stage and those companies with [superior tech strategies](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) dominated their respective industries. But today, I would argue that a company's talent strategy - the ability to assemble and inspire a top-notch team - is the key differentiator between good and *great* organizations. How we represent our brand isn't about any one individual, it's about the people we bring together and how they engage with customers and prospects. **That's our true brand.** ## **The shift toward talent strategy** ### I vividly recall an "aha" moment while [building a multilingual inside sales team](https://www.revenueoperationsalliance.com/building-for-fast-growth-in-a-global-team/) in Dublin. As I listened to reps speaking 12 different languages, I realized I couldn’t directly coach them on sales calls like I used to. My role had fundamentally changed from being the subject matter expert to attracting, inspiring, and enabling a talented team to thrive. It was like removing a self-imposed limitation, I couldn't be the bottleneck. A leader's job is to assemble and empower a great team in the way that works best for them, not me. This realization also reshaped my view of HR's role. A century ago, HR emerged to prevent companies from making too many legal missteps in hiring, which meant there was an adversarial rift between HR and hiring managers. Today, HR is a strategic partner, not the "Department of No" and they're truly invaluable for talent acquisition, retention, employee relations, and more. [Mastering RevOps hiring: Best strategies for building a teamJoe Aurilia Jr., SVP of Operations at Cyware provides an expert look at the top strategies for building high-performing revenue operations teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/Untitled-design--1-.png)](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) ## **Attracting top talent** ### My philosophy became: > "A*lways recruiting, sometimes hiring*." The talent bar rises every quarter, so we need to continuously upgrade our teams, like a pro sports franchise. Part of that involved tapping into talent pools we might’ve overlooked previously. For example, I now have digital nomad reps who excel while traveling the world without a permanent home base. For others, being location-dependent is essential due to personal health issues or family obligations. Even though the pandemic normalized remote work capabilities, our talent strategy can't be location-limited. I've been frustrated too many times by not being able to hire someone simply because of where they lived. That's absolutely an unnecessary constraint in today's global workplace. Of course, people have different motivations. Benefits that matter to someone in Sweden may not resonate with a Vietnamese worker, so understanding those cultural nuances becomes vital when building a diverse, distributed team. Initially, my mindset was labor arbitrage - > H*ow do I hire more affordable talent overseas?* But I quickly realized that skill levels are relatively equal around the world, the real opportunity was finding untapped potential that others were overlooking. We've also had to confront myths about remote employee productivity and retention. Numerous studies show that for many roles, a well-structured remote setup can boost productivity by **40-50%**. When people work in an environment that suits their strengths and priorities, they're empowered to deliver their best. [Motivate your sales team with effective compensation planningCompensation design is a crucial aspect of the revenue operations workload. How can you implement commission to retain top sales talent? Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--20---1-.png)](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) ## **Retention and engagement** ### Of course, the ability to "work from anywhere" is just one aspect, we still need to [cultivate an engaging culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) and foster a sense of community within our organizations. That means balancing flexibility with accountability. I don't buy into any of those generational stereotypes about entitlement or work ethic, every new workforce generation has faced those tired critiques. What I see from today's youngest talent is an inspiring blend of discipline, character, and looking out for one another. Our role as leaders is to provide the flexibility they want while creating structured opportunities to connect and grow as a team. In a distributed workforce, those human engagement moments become even more crucial. The water cooler conversations, group meetings, and team-building events play a vital role in building rapport, trust, and cohesion. We also can't lose sight of our obligation to push people to reach their potential. As leaders, we owe it to our teams to challenge them, invest in their development, and create clear pathways for empowerment and growth. It's a disservice to let talent stagnate or go overlooked, no matter where someone is located. Yes, compassionate leadership is essential in a global organization, we have to be mindful of time zones, personal situations, and obligations. But compassion also means holding people accountable and helping them be their best. Top performers want to be surrounded by other high achievers in a culture of excellence. Elevating the sales profession by promoting diversity, driving professional development, and advocating for equitable opportunity is personally important to me. For too long, sales has carried a stigma of being an "old boys club" or the domain of used car salesmen. Just look around - sales leadership still has a diversity problem. We have to keep driving positive cultural change. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## **Overcoming compliance challenges** ### Of course, expanding into a global distributed workforce introduces a web of regulatory compliance obligations around taxes, labor laws, equity vesting rules, and more. I know in my former roles, I made plenty of costly mistakes through inexperience. Rules around notice periods, employment contracts, terminations, and more can easily trip up well-meaning companies. Even something as seemingly small as a car allowance requires doing your homework on policies and norms for that region. Large enterprises often have entire legal and accounting teams to navigate this, but most companies need to find reliable global partners to consult with on compliance matters. Otherwise, the risks and penalties can be severe. I worked with an EOR provider for one UK-based hire, and it cost about 40% of that person's salary to ensure full compliance. That's not a sustainable model as you scale up international hiring. There are better solutions emerging now, and by creating a unified global workforce model with streamlined compliance capabilities, we're helping companies overcome exorbitant costs and risks. ## **Conclusion** ### As the competitive landscape intensifies, your talent becomes the ultimate differentiator. Just like top sports teams, we have to continually evaluate and upgrade our teams with elite performers who raise everyone's level. That's why developing a world-class talent strategy - one that taps into the full global talent pool and removes barriers like physical location - is so critical for driving sustainable revenue growth. Of course, it's an ongoing journey with challenges but it's a pursuit that I'm passionate about because it also represents an opportunity to elevate the sales profession. By championing diversity, investing in development, and creating an equitable environment for top talent to thrive, we can continue moving the industry in a more positive direction. Ultimately, talent is your brand, your differentiator, your path to achieving ambitious goals. Make it a top priority and you'll see the growth results follow. --- This article comes from **Wade Burgess**‘ insightful talk, ‘*Talent Strategy: The Key to Revenue Growth*’, at our **2022 San Francisco Chief Revenue Officer Summit**, check out his full presentation [**here**](https://www.salesenablementcollective.com/chief-revenue-officer-summit-san-francisco/?wchannelid=0zwaoi6cha&wmediaid=gqrn0kg2km). --- ### Alignment, customer journey, and technology: The RevOps triad URL: https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/ Last updated: 2025-08-04T16:10:25.000Z Hey, folks! I'm Sandy, the host of the [RevOps Unboxed](https://www.revenueoperationsalliance.com/tag/podcasts/), and I'm here to share my thoughts on the critical trifecta of alignment, customer journey, and technology in [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/). As someone who's been in the industry for over a decade, I've seen firsthand how these three elements can make or break a company's success. Let’s dive into it! > *Prefer to listen? Check out Sandy's podcast episode. 👇* ## Aligning for success Let's start with [alignment](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/). I can't stress enough how important it is for your sales, marketing, and customer success teams to be on the same page. Far too often, I see these departments working in silos, each with their own goals and metrics, and it's a recipe for disaster. When your teams aren't aligned, it leads to a disjointed customer experience, missed opportunities, and a whole lot of frustration for everyone involved. But when you get it right, the results can be transformative. 💡 For example, let's say your revenue operations team sits under the [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/), but the marketing team reports to a separate Chief Marketing Officer. This can make it really tough to align your processes and technology, especially when it comes to lead management and handoffs. But the key is to not get bogged down by the reporting structure. Instead, focus on the customer journey and how you can work together to optimize it. This might mean building relationships with your marketing counterparts, understanding their goals and pain points, and finding ways to help them succeed. It's all about appealing to their greed – what do they care about, and how can you help them achieve their objectives? Maybe it's maximizing their MQL numbers, or ensuring a smooth handoff to sales. Whatever it is, position yourself as a strategic partner, not just someone looking to impose your agenda. Establish clear, cross-functional goals and [KPIs](https://www.revenueoperationsalliance.com/measuring-the-kpis-that-matter-for-gtm-teams-with-greg-larsen/) that everyone buys into. This might mean rethinking your compensation structures, revamping your reporting processes, or even reorganizing your entire revenue operations function. And don't be afraid to get creative. I've seen RevOps leaders use things like internal marketing campaigns, educational videos, and cross-functional working groups to break down silos and foster collaboration. It takes time and effort, but the payoff is huge. [Aligning sales and marketing to achieve revenue growth with Tina WungVP of Growth Marketing and Revenue at Nisum, discusses why alignment between your sales and marketing teams is crucial to revenue growth. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/12/6.png)](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/) ## Mapping the customer journey Once you've got your teams aligned, the next step is to really understand your [customers' journeys](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/). This isn't just about the sales process – it's about the entire lifecycle, from initial awareness all the way through to retention and advocacy. What are the touchpoints along the way? Where are the pain points? What's working well, and where are the opportunities for improvement? By mapping out the customer journey in detail, you can identify areas to streamline, optimize, and delight your customers. When you nail the [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/), it's a game-changer. Your conversion rates go up, your customer satisfaction skyrockets, and your revenue growth accelerates. It's a win-win-win. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--38-.png)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ### Aligning the customer journey If you are in any organization that requires some sort of implementation, whether you're a SaaS organization or work in enterprise sales, there's usually some process to go live after a deal closes. It may be a long process, if you have a large custom type of build and enterprise sale, or maybe very quick to go live. But a lot of times, there's some sort of a gap between purchase and delivery. And that team doesn't always fall under the revenue organization. For example, in my world, we have an implementations team. And one of the things that we try to work on is shortening the time from when a salesperson closes a deal to when it goes live. I don't have to work with the team, because they don't report to our organization. It's not in my job description. But I'm here to drive revenue. So working with that team is critical. I need to understand how that works. Where's the sales to implementations handoff process? When does customer success get involved? How are these handoffs coordinated? As a RevOps leader, I aim to coordinate that process to make sure everything works together efficiently. How can we make the process smoother? How can we get implementations in sooner? How can we get people using the same technologies? It's a matter of, again, appealing to their greed, they care about fewer meetings on their calendar, they care about getting relevant information from the salespeople. So, it’s important to coordinate across departments to understand what is required and how we can get deals implemented more efficiently, and ultimately delight our customers. Sometimes you have to step outside your lane to get it done. ## Harnessing the power of technology Of course, none of this is possible without the right [technology](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-with-jeremy-steinbring/) in place. In a digital-first world, revenue operations is all about leveraging the power of tools and platforms to drive efficiency, visibility, and performance. From CRMs and marketing automation to data analytics and [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/), there's a whole suite of technologies that can transform the way you do business. But the key is to choose the right ones and integrate them seamlessly. I've seen too many companies get bogged down by bloated tech stacks or struggle to get their systems to talk to each other. That's why it's so important to take a strategic, holistic approach to your revenue tech. Identify the core capabilities you need, vet your options carefully, and make sure everything is working in harmony. ### Align tech across the customer journey RevTech encompasses any system that directly or indirectly impacts the customer journey, from CRMs and [marketing automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) to project management and collaboration tools. Too often, I've seen companies end up with a hodgepodge of tools that don't integrate well, creating data silos and making it hard to get a holistic view of the customer. And the worst part is, it's usually not malicious – it's just a result of different departments making their own technology decisions without considering the bigger picture. That's why I believe it's critical to have a clear RevTech strategy that's aligned with your customer journey and supported by the C-suite. This means defining what constitutes RevTech, vetting new tools carefully, and ensuring seamless integration and data flow. It's not an easy task, and it often requires a lot of internal selling and relationship-building. But when you get it right, the payoff is huge. You create a streamlined, efficient technology stack that empowers your teams and delights your customers. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ## The path forward Look, I get it – transforming your revenue operations isn't easy. There are a lot of moving parts, and it can be overwhelming to know where to start. But I can tell you from experience, it's worth the effort. When you bring all three of these elements together – alignment, customer journey, and technology – that's when the magic happens. You create a well-oiled revenue machine that delivers consistent, predictable growth. You'll be able to prove efficiency, and delight your customers – all while positioning your business for long-term success. So, what are you waiting for? It's time to unlock the power of the RevOps trinity. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### The solo RevOps survival guide URL: https://www.revenueoperationsalliance.com/the-solo-revops-survival-guide/ Last updated: 2025-05-12T17:06:44.000Z This article comes from **Ed Sellitto**’s insightful talk, ‘*Solo RevOps - Building the function as the first hire*’, at our **2023 New York Revenue Operations Summit**, check out his full presentation **here**. --- I still vividly remember the daunting task that was put in front of me - build an entire revenue operations function *from scratch* as the pioneering hire at a scrappy, high-growth startup. While incredibly exciting, being that first solo RevOps pro is equal parts challenging and opportunistic. In this article, I'll share my experiences climbing that mountain, including the unique obstacles I faced, strategies I deployed for success, and how I prepared the foundation to eventually scale the RevOps team. So, whether you're a solo RevOps operator or simply considering that path, my firsthand perspectives can help frame what to expect. Let’s dive in… ## **The early struggles** ### When you're that first RevOps hire, you get thrown into the deep end in a hurry, pretty much every system, process, and strategic revenue engine had to be built from day one. My initial to-do list was extremely daunting: - **Implement a CRM plus all adjacent sales tools (conversation intelligence, sales engagement, etc.)** - **Design and configure the entire quote-to-cash process** - **Develop a pricing model and billing configurations** - **Launch reporting/analytics across marketing, sales, and finance** - **Create sales incentive plans and territory models** - **Manage partner enablement and training** It's quite the list! As the only RevOps person, I was suddenly being stretched across so many different roles and responsibilities. One minute I'm configuring systems, the next I'm coding in SQL, the next I'm facilitating training. It was like being a one-man band. Another major challenge? Inheriting and cleaning up existing processes that were, let's just say, less-than-ideal. We've all been there - quick duct-tape fixes that become so embedded you have to surgically remove them, not fun when you're already drowning in priorities. On top of the workload, resources were also extremely limited as a lean, capital-efficient startup. We couldn't just throw money at shiny new RevOps tools and outside consultants, I had to get scrappy and make do with light/free tech and processes. Finally, there was an overall lack of understanding about the value RevOps could deliver. I was truly blazing a new trail as the first person in this role. Other departments didn't fully grasp what I could do for them yet, making it tough to get buy-in and prioritize projects appropriately. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--31-.png)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## **The opportunities** ### For as many challenges as I faced in those early days, the opportunities were just as energizing. Being that first solo hire allowed me to gain an incredibly deep and wide-ranging RevOps skill set at light speed. I was exposed to every single aspect of the revenue engine - from demand gen and sales, to order management and renewals, becoming expertly versed across the entire quote-to-cash cycle. That accelerated experience was truly invaluable. Since I was plugged into literally every revenue touchpoint, I also developed an intimate knowledge of the business, customers, and cross-functional operating cadences. This meant I gained trusted advisory relationships across all functions like marketing, sales, finance, product, and more. But most empowering? I got to build new systems and processes fully from scratch based on best practices. Instead of ripping and replacing, I had a clean whiteboard to architect the optimal revenue engine. That freedom was energizing for a RevOps nerd like me. ## **Setting myself up for success** ### Even with hustle, developing an entire RevOps practice solo is nearly impossible without strategic preparation. Here are a few crucial moves I made to set myself up for success: ### **1\. Create a phased RevOps roadmap** ### I created a comprehensive roadmap for building out all the essential RevOps functions over time like systems, processes, reports, training, etc. I phased things into crawl/walk/run timeline, for example, basic Google Sheets reporting now, with a plan to implement a full BI tool down the road. ### **2\. Build an "informal team"** ### Despite being alone in my role, there were stakeholders across departments with similar priorities. I identified those allies in marketing, sales, and finance and leveraged them as an informal team. That helped me effortlessly align projects with what others actually needed. ### **3\. Manage expectations relentlessly** ### I had to constantly remind leadership and stakeholders of the massive workload and prioritize ruthlessly with them. An open backlog and constant communication about triage was *crucial*. ### **4\. Automate everything possible** ### Manual work is a RevOps killer. So I became obsessed with automating any process I could via tools like Salesforce Flows. For example, creating complex calculated fields, automating stripped data loads, and triggering actions without human intervention. This multiplicative approach allowed me to operate like a 10-person team. ### **5\. Enable self-service** ### I simply couldn't be a bottleneck for every minor data grooming or reporting tweak. So I created self-service options for teams to make changes themselves safely within guard rails. This included dashboards, web forms, and training end-users on low-code building. [Importance of reducing silos in your organizations - Kristina DiederichIn this episode of RevOps Unboxed Sandy chats with Kristina Diederich, about the importance of reducing silos in your organization. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/ROA_RevOps_Unboxed_Podcast_Assets_--1-.jpg)](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/) ## **Preparing to scale** ### As the business grew, it eventually became unsustainable for me to operate in a silo. Hiring my first teammate was a crucial turning point for removing myself as the single thread holding it all together. The first reminder you need a co-pilot? When core RevOps functions start falling through the cracks because you're slammed treading water on lower priorities. Sensing this happening was my wake-up call to start building a team. For revenue leaders who may still be skeptical about investing in RevOps, here are some powerful metrics that helped me make a strong business case: - **Functions supported:** As we added more specialized sales roles, I highlighted how complex revenue engines need dedicated Ops support. - **Company headcount & revenue:** I mapped our rising headcount and revenue goals against industry benchmarks for how many sellers each RevOps person can enable. - **Risk mitigation:** With one person managing all systems, reporting, analytics, and processes, we faced a major key-person risk if I turned over unexpectedly. Hiring that first teammate allowed me to round out capability gaps in my own skill set, and created longevity by preparing us to scale up the team steadily with the company's growth. ## **Closing thoughts** ### Looking back at this experience, it was undoubtedly the most intense and challenging period of my career. The workload was insane, having to stretch my skills so thin while taking total ownership of the revenue engine. But at the same time, being able to truly make my mark on an organization from scratch and knowing that the company's revenue success traced back to my handiwork, was the most empowering and fulfilling experience I've ever had. For those currently walking that solo RevOps path or considering taking the leap, my advice is this: > *Prioritize relentlessly based on the biggest impacts. Leverage automation to operate like a small team.* > > *Build partnerships with stakeholders that allow you to divide and conquer, and always think about scaling up by starting to hire before you're completely overwhelmed.* The road of the solo RevOps leader is tough, but highly rewarding, and if you can survive that trial-by-fire, it sets you up for *huge* long-term career growth. ### Your guide to creating an unstoppable revenue enablement ecosystem URL: https://www.revenueoperationsalliance.com/unstoppable-revenue-enablement-ecosystem/ Last updated: 2025-05-12T17:05:57.000Z *This article comes from *Debbi Varela*’s talk, ‘The revenue enablement ecosystem - it takes a village’, at the *Austin 2023 Sales Enablement Summit*, from our sister community, Sales Enablement Collective, check out the full talk* [***here***](https://www.salesenablementcollective.com/sales-enablement-summit-austin-ondemand/?wchannelid=i5f82bur4x&wmediaid=lryjdjwrnv)*.* --- Having spent nearly two decades in sales, I can say for a fact that the enablement landscape has changed significantly since I began my journey in 2006. Luckily, this has meant that over the years I have been able to be constantly experimenting, learning, and evolving, and through trial and error, I've discovered strategies that have led to success. **Today, I want to share some of the insights and lessons I've learned throughout my journey.** Whether you're just starting out or have years of experience under your belt, this article is packed with valuable tips and strategies to help you create a culture of enablement and build an unstoppable enablement ecosystem within your organization 💪. But before we dive in, let me ask you a question: > *Have you ever heard of the kitchen sink effect in sales enablement?* You know, that overwhelming feeling when you're bombarded with countless requests and it seems like everything but the kitchen sink has been thrown your way. **Trust me, I've been there too, and it can be quite a challenge to navigate through the chaos.** That's why it's crucial to define what sales enablement truly means to you and your team. We need to carve out our own little corner in the enablement world and build a thriving ecosystem around it, here we'll explore how to do just that. Are you ready? Great! Let's dive in and discover the transformative power of building an enablement ecosystem that will propel your organization to new heights ✈️. We’ll talk about: - **Defining sales enablement** - **Step 1: Knowing what you’re building** - **Step 2: Organizing and activating your ecosystem** - **Aligning for success** - **Final thoughts** ## **Defining sales enablement** When it comes to sales enablement, we often throw around the term without fully understanding its meaning. So, let's start by defining it. Sales enablement is more than just a buzzword. It's a strategic approach that encompasses a wide range of activities aimed at equipping our sales teams with the necessary resources to excel in their roles. At its core, sales enablement is about providing our salespeople with the right information, content, and tools they need to sell more effectively and efficiently. Now, you might be thinking, "That sounds broad and all-encompassing." And you're absolutely right. Sales enablement covers a vast spectrum of responsibilities and initiatives. Hence the "kitchen sink effect". It's that feeling when you look at your never-ending case queue or receive seemingly endless requests from the business. You can't help but wonder, "Should we really be doing all of this?" Sound familiar? The truth is, we need to find a way to prevent the kitchen sink effect and determine what truly matters. > *To do that, we must start by clearly defining what sales enablement means to us and our team's role within the enablement landscape.* We need to carve out our own little area of enablement and build our ecosystem around it, bringing us to **step 1**. _This post is for subscribers only._ ### Mastering RevOps hiring: Strategies for building a powerhouse team URL: https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/ Last updated: 2024-06-04T07:43:39.000Z Imagine you're tasked with building a team responsible for the very lifeblood of your company's revenue engine. Where do you even begin? Let me tell you, assembling a high-performing [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team is *no small feat*. It requires striking that delicate balance of technical expertise, strategic thinking, and an innate ability to collaborate across multiple functions like sales, marketing, customer success, and finance. As the **SVP of Operations** here at **Cyware**, this is a challenge I've grappled with head-on over the years, gaining hard-won wisdom on what it really takes to acquire top RevOps talent and nurture a culture that allows that talent to thrive. So in this piece, I want to pull back the curtain and offer a candid look at my approach, walking through some of the strategies that have helped me build RevOps powerhouses. Whether you lead an ops team or are looking to position yourself better for hiring, I hope you'll find some valuable insights to inform your journey. So let's dive right in! ## **Talent acquisition and RevOps hiring** A major part of my job is building and leading our revenue operations team, so when it comes to hiring for RevOps roles, I've learned that it requires a very deliberate and strategic approach. ### **Finding the right talent** The first thing I always try to understand is the specific expectations and needs of the role we're looking to fill. Am I hiring someone to strictly execute tasks, or am I looking for a long-term strategic partner who can help transform our revenue engine? That distinction is *crucial*. If it's about executing tactical tasks, then I'll be looking for a more narrowly focused individual with deep technical expertise. But if the role is meant to be a strategic one, shaping the future of our RevOps function, then I need to look for someone with stronger interpersonal and [collaboration skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/). Beyond just technical skills though, you want to look for RevOps professionals with strong people skills - the ability to collaborate, manage stakeholders, and think strategically about problems. Since RevOps sits in that critical revenue-facing space, having prior experience in a sales role can also be incredibly valuable. This means they'll also be able to empathize and communicate effectively with the sales team. You also don't just want to see a list of tools and technologies they're familiar with, dig into the specific challenges they've tackled, the types of projects they've worked on, and how they approached problem-solving. These are the experiences that can help evaluate if they'll be a good fit. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ### **Skills and specialization** The size and maturity of the RevOps team also play a key role in the type of talent to look for. In smaller, leaner teams, you should prioritize versatility and the ability to be a "jack of all trades", you want generalists who can wear multiple hats and handle a wide variety of responsibilities. But as the team scales up, you should start looking to add more specialized expertise. In this case, bring on individuals who are true experts in certain [tools](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/) or areas of the business. This allows more senior, generalist RevOps leaders to focus on the higher-level operational strategy and leadership. Regardless of team size, I always look for RevOps professionals with strong operational leadership skills. They need to be able to work effectively across the organization, interfacing with sales, marketing, [customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/), finance, and even IT. The overarching principle I try to instill is "*sharing is caring*", I want my team members to proactively cross-train and share knowledge so that we build strength across the organization. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ### **Challenges in talent acquisition** One of the consistent challenges I've faced in hiring for RevOps roles is the lack of clearly defined [career paths](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) and job titles. The space is still relatively new and rapidly evolving, so the terminology and expectations can be fuzzy. I've found it's critical to have a crystal clear understanding of the role and its responsibilities before even launching a search. I'll often record a short video or audio clip explaining the position in detail so that everyone involved is on the same page. It's also important to be upfront about the "must-have" criteria. If there are certain backgrounds or experiences I'm looking for, I make sure to communicate that clearly to avoid wasting anyone's time. Another common challenge is the technical nature of many RevOps roles, which can sometimes limit the diversity of applicants. I try to combat this by focusing solely on a candidate's ability to do the job and collaborate well with the team. Certifications and credentials are fine, but you should dig deeper to understand their real-world problem-solving skills and experience. [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## **Managing and nurturing a positive culture** Nurturing a healthy, [positive culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) within the RevOps team is essential to keep everything streamlined, playing a huge part in employee retention and overall team performance. One of the key ways to do this is with complete transparency, I always strive to be fully transparent with my team about any challenges. Since RevOps professionals have such deep visibility into the revenue engine and that birds-eye-view, they tend to be very aware of the sometimes messy realities and areas for improvement. So don't try to hide anything from them. Instead, have open, honest dialogues about what's working, what's not, and what you're doing to address it. This level of transparency helps build trust and foster a collaborative environment, when everyone is aligned on the challenges at hand, we can work together to find the best solutions. [8 career paths into RevOps \[podcast highlights\]Join us as we traverse the career journeys of eight revenue experts, and highlight the expertise of our recent podcast guests. Get inspired!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--21-.png)](https://www.revenueoperationsalliance.com/8-career-paths-into-revops/) ### **Employee retention** I also work hard to ensure my team feels a strong sense of purpose and fulfillment in their work. I try to help them understand how their individual contributions tie back to the company's overarching mission and goals. The more they can see the "why" behind what they're doing, the more bought-in and engaged they'll be. And of course, [culture and retention](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) go hand-in-hand. If you want top RevOps talent to stick around, provide them with challenging, meaningful work - not just mindless tasks. You need to offer clear career paths, growth opportunities, and an environment where people feel heard, valued, and supported. ### **Diversity and inclusion** [Diversity and inclusion](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) is another key priority for me when it comes to building out the RevOps team. The highly specialized nature of these roles can sometimes lead to a lack of diversity in the candidate pool. However, I'm committed to looking beyond just certifications to find talented individuals who’ll bring different perspectives and experiences to the table. Ultimately, building a strong, diverse RevOps function is crucial to the success of the business. So I'm always looking for ways to invest in education and [training programs](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) that can help expand our talent pipeline over time. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--31-.png)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## **The future of hiring for RevOps** Looking ahead, I see a few key trends that may impact hiring for revenue operations roles. Firstly, I anticipate continued consolidation in the tools and technology landscape as the market matures. This will mean RevOps professionals will have to become even more strategic in their approach to [technology management](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/). They'll need to think critically about long-term value, rather than just focusing on features and functionality. Equally important will be the ability to leverage data and business intelligence to drive decision-making. As RevOps tools and processes become more standard, the differentiating factor will be in how teams can extract insights and use them to optimize the revenue engine. I anticipate that strong BI and analytical skills will be paramount. Of course, the continued [evolution of AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) will have a significant impact. RevOps leaders will need to stay on top of the latest advancements and be able to make strategic decisions about where and how to deploy these technologies to drive greater efficiency and effectiveness. [Ace your next RevOps job interview: Example interview questionsPractice and refine your answers to common revenue operations interview questions with our guide. Plus bonus advice on structuring your responses.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/12/Meta-image--33-.png)](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/) ## **My top tip for hiring** My top tip for other ops professionals looking to hire new team members would be to look beyond just skills and experience. While those are certainly important, I believe the most crucial factor is whether you can work well together on a daily basis. Personality fit, communication styles, and the ability to navigate challenges collaboratively - those are the things that will ultimately determine if a new hire is going to be successful and happy in the role. ## **Conclusion** At the end of the day, building a high-performing RevOps function is all about finding the right people and creating an environment where they can thrive. It's a constant evolution, but one that I'm deeply passionate about. The RevOps space is rapidly evolving, with new tools, processes, and competencies emerging all the time, but the core principles of hiring and managing this team will remain the same. It's a tall order, I know. But when you get it right, the impact on your business can be transformative. So if you're up for the challenge, the rewards will be well worth the effort! --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Leveraging ChatGPT for comparative analysis of GTM software solutions URL: https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/ Last updated: 2025-08-04T16:10:43.000Z Finding the right solutions for your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) tech stack can be a challenge. Painstakingly reviewing each and every solution takes a lot of time and patience. Luckily, AI can be used to speed up this process. In this article, I will explain how to effectively use [ChatGPT](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) to help you decide which GTM solution you should have, using the decision for a marketing system as an example. I'll cover: - [Key features to look for in GTM software](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/#first-things-first-key-features-to-look-for-in-gtm-software) - [Comparative analysis using ChatGPT](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/#comparative-analysis-using-chatgpt) - [Use case example: Choosing a marketing software](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/#use-case-example-choosing-a-marketing-software) ## First things first: Key features to look for in GTM software When assessing GTM (go-to-market) software solutions, several critical features must be considered to ensure the tool aligns with your business's needs. These features are central to enhancing marketing efficiency, driving sales, and [improving customer relationships](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/). For the marketing system example I’m using here, these features could be: - **CRM-like capabilities:** It should efficiently manage lead interactions, maintain detailed lead profiles, and streamline communication across all stages of the lead journey. - [**Automation**](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/)**:** Capabilities that can handle marketing campaigns, including email marketing, social media outreach, and targeted content distribution, with minimal manual intervention. - **Lead management:** Effective marketing tools should offer comprehensive lead management features, including lead generation, scoring, segmentation, and nurturing, to convert prospects into customers effectively. - **Analytics and reporting:** High-quality [analytics](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) are essential for measuring marketing campaign effectiveness, lead conversion, and attribution. - **Integration with other tools:** The marketing system should have a solid [integration with the sales CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), social media platforms, and email services. - **Customization and scalability:** It should be customizable to fit specific business requirements and be scalable to accommodate growth and changing market demands. - **User-friendly interface:** Admins and end-users should feel comfortable using the tool and feel they can find what they need easily. - **Cost-effectiveness:** It should offer a good balance of features and affordability, with transparent pricing plans to suit different business sizes (without breaking the company bank). [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## Comparative analysis using ChatGPT ChatGPT serves as a dynamic research assistant, offering unique capabilities for that matter: - **Data aggregation:** ChatGPT can gather and summarize information from a wide range of sources, including technical documents, user reviews, and industry reports. - **Custom queries:** Users can ask specific questions about features, [pricing](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/), and more. - **Comparative insights:** By feeding ChatGPT details about the desired features and priorities, it can generate side-by-side comparisons, highlighting the strengths and weaknesses of each [software solution](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) to the others. - **Scenario-based recommendations:** Users can present hypothetical scenarios to ChatGPT, asking how each software might perform under certain conditions or within specific constraints, which aids in understanding real-world applicability. - **Latest updates and trends:** ChatGPT stays updated with the latest changes in software solutions, ensuring the comparative analysis includes the most current data and trends.\* However, as powerful as ChatGPT is, I strongly recommend doing a traditional Google search first, as [generative AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) can have unpredictable behavior and provide misleading information. It should be used as an assistant to help you work faster. *\*To request “latest updates”, you need ChatGPT 4 as it involves internet browsing capabilities.* [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--52-.png)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ## Use case example: Choosing a marketing software Here is an example of a process I recently used to help the RevOps and marketing teams to decide which marketing system we should choose with the best pricing. Also, I’ll use ChatGPT 4, due to the web browsing capabilities. ### 1\. Choosing the marketing system At this point, I suggest a mix of Google Search and ChatGPT. Search for a marketing system as you would normally do on Google. If you already have an option in your mind, you can search for each directly or use it as a reference (such as “System X Alternatives”). ![A screenshot of a computer Description automatically generated](https://lh7-us.googleusercontent.com/6xQ-B_8hn5gnEzc4uHXc6Sb0Khd5wQapMxXd31xt8JGEFO5LIG_BcGGCnvy1F0iJWWvUgZ7wkdlKwTGf7lWtjvYCiknYMJT0OFKjzUn0kWLmYDpv8d28YoyDuMvtk0x74w9K6o2APS9KgJ-GpIvluw) As Google doesn’t take context into account, you might be prompted with results that are not what you are looking for (someone who wants something like HubSpot will not compare it with Canva, for example). So, in parallel, you can ask ChatGPT for suggestions based on your specific needs and context. > Ask for ChatGPT to assume a persona using a trick called “Act as” at the beginning of the prompt. In this case, we can ask it to act as a Marketing Operations Specialist with 5 years of experience in SaaS startups. For example: ![A black screen with white text Description automatically generated](https://lh7-us.googleusercontent.com/qzx3t8eCsJVf-bt7-7xbZ8klqZmzHCw7ceCi6JVmIoti_lTK3PinGi4TLVxZI3xk-HavjDXKALs9nxad14U9CiipgxPZTZAhz9eTgFMFgDhWtR2fWJcWc6NzTL5hHYtIDkGiVKIhuT6Npnvxr7TSbA) > **Pro Tip:** ChatGPT can be extremely wordy, like a student who wants to show off to a teacher. To avoid that use the prompt “Don’t give explanations about (…)” and complete the sentence. The result might be something like this: ![A screenshot of a black screen Description automatically generated](https://lh7-us.googleusercontent.com/41ed_p5SNAZ_iCuqdfynDFedzKrGuxbibVAc3DzUJQYtFdIM6WvvrLV4R6UY-7R_AQFN2voTHqTgw-Prp5VeQjs2BT59rx_omBd3deTmA6maPmcDTziIfOSuwwor7vFRKxVZIUWzMdMN17uZMYCDBw) ### 2\. Comparing the systems To simplify, let’s compare HubSpot and Marketo. Besides the basic list of features, you can ask ChatGPT to compare the core features and capabilities side by side. ![A screenshot of a black screen Description automatically generated](https://lh7-us.googleusercontent.com/mvKIXjiwIuMe4bIo-B_cHv4UxGQ5ZuCqmCJ7M7x3YPcMI3pMg9K0B89H76joALv-uzCsOq2js98bm0NgeWEI14NlKLpED_QxS3kvdSzTs3ZEbf0Bcv-XVfwcUsC5NnduUqLr0zVtUkYsVX-WfwfwLw) It is good practice to compare the features listed here with the information on their websites or to confirm them during a demo. Next, you can ask ChatGPT to search for reviews on the web. Not only will it list them for you, but it will also include the link with the source of the information (the blue quotes at the end of each sentence). 💡 ****Pro Tip:** Be specific about which information you want to see from the reviews and how many you want to see generated. Otherwise, ChatGPT might give you generic summaries. ![](https://lh7-us.googleusercontent.com/C-NYQ8IXftXan7VsluaW0LCjmgIFzqrumiDTvaFna4346nuAJeTKIoCYKQHmjkp-hUiz2K9V4hrwf1C4HnnviQNExoxOkeAroiacrzL4uEDu1iGXrUB6HfFkB4BBavpMAPc6N5o3h5pLWMewtBoq3A) Now, repeat the same prompt for Marketo: ![A screenshot of a black screen Description automatically generated](https://lh7-us.googleusercontent.com/ZQYJcybZmrIRTs_JCpfFaqgbVdaf-AEyljjeRTzmzZB6vnKKLgOatDoonbhhZLr5GWfTRQnjeEoFbtCjQ3PH0RXgq8UUEIVixL6jnzJahWXvxzLjaKDDrXdgrQs_uzaPhD9ifd2ssBgU3OGlOIYh6g) You might notice that the format of the response generated changed a bit. That’s because there is some randomness in ChatGPT responses, so even if you use the exact same prompt I shared here, chances are that the response you see will be, at least, slightly different. You can also ask how each system would perform a task that is not explicit in the list of traits or on the company website. Just remember to check information with the account executive who is guiding you with the purchase or in forums, and communities, as ChatGPT can hallucinate and make up things that are not real. ![A screenshot of a computer Description automatically generated](https://lh7-us.googleusercontent.com/CsShUJJ9NanL9mzyx_y26jD0cW7x3gp02Q3rYgEs4fL8mr6xsRsmqHgeVwcG8DT2SxRhXHp0DBmLsL45RllzfE3vzjFRDgHldDcqWqxcnzuf8nRr_V8vgAwFcPULzIIRh6TW0MvGPs_n-CVG3QQMdg) ### 3\. Pricing and negotiation Now, one of the most important parts: pricing and negotiation! ChatGPT can be an amazing guide on how to get the best price and contract conditions for distinct systems. Let’s say I stick with HubSpot. Although you can have an idea about its pricing on their website, you can ask ChatGPT for insights and tips to negotiate better terms, considering the structure of your company (corporation or startup, number of users, budget constraints, etc.): ![A screenshot of a computer screen Description automatically generated](https://lh7-us.googleusercontent.com/U_isLBR5Gg51fjeIN0ljxL67W18p_Cr_MfOHuJ3Q-VT2y5-PaEEJlorjhlUaTdwVjhwM_tCj6jbZnqHWSEdIpQN4eR3FSRrCtjnSe5MiYhhVaQMGDAaoZ7VwrCKBfz8INDBRRwrn4ahhV7oJeIx4Dw) One smart thing you can do is to ask it to give you a list of questions you should make to help you achieve a certain goal in the negotiation process: Finally, once you receive the order form you can upload or copy and paste non-confidential parts of it to ChatGPT, so it can help you identify red flags or details you missed. ![A screenshot of a black and white screen Description automatically generated](https://lh7-us.googleusercontent.com/M96GwnTy-t9L4i4UClgDCvwZ_GzwOmXhHSMwWvysZeMxSmifsO0UpOc177TIDl00Z6kdgXB98TnaTBym6Prj6JczDrsJypkNos51Bnn5rMCQSad7VNf6DSLaYE4KfB5yYZwPfdqiVoWQUTJ77_ha9A) 💡 ****Pro Tip:** Never send sensitive data to ChatGPT! If necessary, use synthetic data or fake names. ![A screenshot of a computer Description automatically generated](https://lh7-us.googleusercontent.com/reylvfMjj3hM6JYUgTSEBzY8p7NSDHJfWQU4GgGqaHKvNYy1wS_JPdatRjtM99YcXZhRibBiTRpqwNS6k9rEgczgBUjQewY8eDPRn3Z9CK0qUItBkE4qvRNjJOTgDW5hxER1GEBHD1A8UM22Xekhnw) **P.S.** The order form I used here as an example, is a fake one generated by ChatGPT itself. ## Final thoughts In conclusion, leveraging ChatGPT for the comparative analysis of leading GTM software solutions like HubSpot, and Marketo offers an innovative and efficient approach to decision-making in revenue operations. This article is a high-level guide on how to perform this comparison and, depending on the size of your business and team, you might need to make more or less prompts and questions. Be creative and use tools you have in your favor! --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Building the ultimate sales report for revenue growth URL: https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/ Last updated: 2025-08-04T16:11:03.000Z Understanding the sales pipeline is critical for monitoring incoming revenue within your organization. Sales strategy needs to be adjusted regularly to keep your deals flowing - but this can’t be done on a whim. That’s where sales reporting comes in - monitoring key sales metrics allows you to make data-informed decisions on your sales strategy and keeps your [sales forecast](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) accurate. This article breaks down the best practices for creating a winning sales report so your sales leaders aren’t making decisions in the dark. We cover: - [What a sales report is](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/#what-is-a-sales-report) - [The importance of sales reporting](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/#importance-of-sales-reporting) - [How to build the perfect sales report](https://www.revenueoperationsalliance.com/building-the-ultimate-sales-report-for-revenue-growth/#how-to-build-the-perfect-sales-report) ## What is a sales report? A sales report is a document showing trends and sales activity over a certain period. The report’s purpose is to collect, translate, and present sales data to effectively manage the sales pipeline and make informed decisions. These reports can be tailored to suit a range of purposes and audiences, such as to motivate sales reps or to present revenue numbers to the board. [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--26-.png)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) ## Importance of sales reporting Reporting on sales metrics has a lot of benefits to your revenue growth as you can effectively track the pipeline and predict future sales. Accurate reports can also aid decision-making across the organization. ### Improve sales performance Tracking sales metrics allows for improved sales rep performance as your sales team will gain insights into the best sales tactics within your organization. This helps your sales reps utilize the most effective strategies. Monitoring individual rep performance can also allow you to identify which underperforming reps may benefit from additional [training or coaching](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/). ### Assist decision-makers Accurate insights into your sales pipeline and other key metrics can help to accurately predict incoming revenue and allow senior leadership to make more [informed decisions](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) on the organization’s strategy. Sales leaders can easily track performance and iterate on the sales strategy to improve revenue performance. ### Identify and remove bottlenecks Sales reporting can also help to identify any inefficiencies or bottlenecks within the sales process. This will allow your revenue operations team to optimize sales processes and implement the right [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) to speed up your sales cycle. For example, if deal approval is causing a blockage your RevOps team may implement a [deal desk](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) to optimize the approval process. [5 steps for effective RevOps process improvementThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) ### Spot trends in territories [Sales territories](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/) are always evolving, and these shifts can impact your bottom line. Revenue reporting can help you spot trends and fluctuations within these territories before they affect your revenue. By staying ahead of the competition and effectively adjusting your territories, you can maximize your revenue potential. ### Motivate sales reps Actively reviewing sales performance can [motivate your sales reps](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) to achieve more and hit the next milestone. Some friendly competition may also motivate your team to work harder. Gamifying sales metrics can incentivize sales reps to [close more deals](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/). [What is compensation planning? \[Video\]This video explains why compensation planning is crucial to your business growth and staff retention. Watch now to discover how you can manage sales comp effectively.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/6.png)](https://www.revenueoperationsalliance.com/what-is-compensation-planning-video/) ## How to build the perfect sales report There are many considerations to take into account when planning your sales report. Your report should be tailored to its purpose and intended audience. It should also be easy to understand while providing enough context and data - a tricky balance. This section outlines some best practices to create a perfect sales report every time. ### Define your report’s purpose Understanding the goal of your sales report can help to inform what data will be required, who the audience will be, and how frequently you’ll create this report. For example, you may wish to create a report to motivate your sales reps' performance, or you might want to inform senior management of the revenue forecast for the next quarter. Both of these reports are important but will require different considerations. ### Tailor to your audience Now that you understand the aim of your report, it’s best practice to tailor sales reports to the intended audience. Your CEO, marketing leaders, and sales team will all want visibility into different data points, so it’s best to tailor your report appropriately. Your CEO may just want the highlights of the sales and revenue data, whereas your sales team will likely want to understand how the sales pipeline looks and how they’re performing. [Chief Revenue Officer: Revenue growth from the C-suiteA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### Determine report frequency and metrics There are many frequencies you could monitor your org’s sales [metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). And depending in the cadence, the metrics you should track may change. Let’s discuss a few timescales and their metrics. **Daily:** If you want to increase your sales reps' accountability, you may want to consider a daily report that monitors the sales activity they perform each business day. For any other purposes, a daily report is likely to be too limited in data to be useful. Some metrics to track in daily reports include: - Duration of each outbound call. - Number of sales opportunities. - Number of outbound calls, proposals sent, and emails sent. **Weekly:** To monitor both individual reps’ and the team’s performance reporting weekly is best. This will allow sales managers to identify who’s likely to hit their KPIs and uncover any blockers early. These reports can be discussed in a weekly team meeting. --- [Overcoming objections in sales dealsHandling sales objections can be hard. Learn the most common objections sales reps face during deals and how to overcome them with confidence.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/size/w1200/2024/02/sasun-bughdaryan-e11Oa3kvx4c-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) --- Some metrics to track in weekly reports include: - Lead-to-opportunity ratio. - Lead conversion ratio. - Number of closed deals. - Sales volume by channel. - Total sales by region. **Monthly:** Tracking your revenue and sales pipeline every month is crucial for long-term success. These reports will detail the team’s overall performance and will build a backlog of historical data to help with your sales forecasting. Some metrics to track in monthly reports include: - Number of deals at each stage of the pipeline. - Length of the sales cycle. - Average close rate. - Average deal size. - Sales volume. As you can see there are many reasons to create a report more or less frequently, it’s your job to determine which frequency is best for each sales report. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Visualize and analyze the data Once the planning for your sales report is out of the way, it’s time to actually create the report. This means collecting your data, analyzing it, and presenting it so it can be understood. Using [data visualizations](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) can help your data be interpreted at a glance, but you should also provide some commentary on the data points to provide context. It is important to understand the ‘why’ of each data point. [Explaining why](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/) your sales metrics are up or down can help your sales reps understand what is working and what isn’t. Leadership can also understand and course correct for any blockers or risks that may be causing a dip in sales revenue. ### Use tech to streamline reporting Using software such as a [CRM](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) and data visualization tools can help you to produce your sales reports quickly and accurately, as your CRM will be synced with all of your sales data. Technology and reporting go hand-in-hand as you can save time and reduce human error, leaving you more time to analyze the numbers and take action. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ## Final thoughts Sales reports help you keep track of your sales cycle and manage your revenue streams, so they’re important to get right. Adjusting your sales report to your goals will help you to present the right data, to the right people, at the right time. Ensuring you can foresee any blockers or changes in your demographics and make adjustments before they significantly impact your revenue growth. --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification. And gain the necessary knowledge to measure your RevOps impact with confidence. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) ### AI and the art of B2B marketing: Privacy, governance, and opportunity URL: https://www.revenueoperationsalliance.com/ai-and-the-art-of-b2b-marketing-privacy-governance-and-opportunity/ Last updated: 2025-08-04T16:11:27.000Z With the rapid advancement of AI technologies in the B2B space, there are exciting opportunities alongside novel risks. Realizing AI's benefits for businesses while earning public trust requires a thoughtful, ethical approach centered on corporate values. B2B Organizations have a profound responsibility when building and deploying AI systems that impact other businesses and ultimately, people. ## Organizational responsibility for AI ethics It is critical for organizations to be proactive in their understanding of how to be as AI-compliant as possible – including data protection, security, ethics, and overall training. This AI governance, if taken with a top-down approach, can help those orgs investing in AI to be ahead of the curve. B2B organizations are adopting this mindset, and it starts by having C-Level Exec teams as the Executive Sponsors as well as orchestrators across their functional organizations. [Patrick Reynolds AMA: First-party data priorities and business agilityWe’ve pulled together some of the biggest insights from Patrick’s AMA on everything from preparing for the end of third-party cookies, to the state of PPC in a first-party data-centric world.![](https://www.cmoalliance.com/content/images/size/w256h256/2021/02/CMO_Alliance-Colour-Logomark_tiny.png)CMO AlliancePatrick Reynolds![](https://www.cmoalliance.com/content/images/2023/10/data-stream-image.png)](https://www.cmoalliance.com/patrick-reynolds-ama-first-party-data-priorities-and-business-agility/) ## Marketing leaders’ responsibilities for AI marketing compliance From a Marketing perspective, Marketing leaders (ie: CMOs, VP level) would need to consider a subset of the requirements, ie: privacy laws around customer data (1st, 3rd party), data protection assessments of their [Marketing Tech](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) (MarTech) investments, ethics around personalization and hyper-targeting automation. ### Adherence to data privacy laws Adhering to privacy laws isn’t a new concept for B2B Marketers, as there have been constant considerations for GDPR (General Data Protection Regulation) & CCPA-type (California Consumer Privacy Act) regulations that impose consent and transparency when collecting customer data. This will become even more critical as third-party data becomes more restricted, and Marketing teams will have to [rely on first-party data](https://www.cmoalliance.com/five-best-practices-for-collecting-first-party-data/) as an essential part of their business strategy to drive revenue and growth. Adopting privacy-enhancing techniques like federated learning and differential privacy can allow relevant personalization while minimizing data exposure. While there are currently few regulations focused purely on AI usage, maintaining a privacy-first approach to AI will likely mean you're ahead of the curve. Many regions, including the European Union, USA, and China are all currently debating new regulations and ethical standards for AI. ### Reviewing new additions to the techstack Secondly, when it comes to MarTech, there still is a massive exponential growth of this landscape – with over 11K vendors in the space. Marketing teams have to work closely with their IT counterparts to review [data protection assessments](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) to analyze risks like data breaches and customer trust impacts when deploying net-new Marketing technology with AI capabilities. When it comes specifically to [generative AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) advancement, Marketers also have to consider potential risks around impersonation, deepfakes, and copyright with tools that are leveraged for creative marketing. [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--52-.png)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ### AI marketing ethics training for teams Lastly, [ethical training for Marketing teams](https://www.cmoalliance.com/when-ai-joins-the-team-how-cmos-should-approach-the-use-of-ai-in-marketing/) that are overlaying AI while executing daily tactics is definitely a must-have. Ethical use of microtargeting and personalization will come under increasing scrutiny, explainability and avoiding unintended bias is crucial. Marketing teams that are heavily invested in paid media will need to factor truth in advertising principles when applying to claims around AI-based capabilities and benefits. Marketing AI requires proof and substantiation, so definitely will be integral for the right level of alignment between the Marketing, Product, and Sales teams to ensure there are unified messaging themes. This training should also teach the teams to weed out the bias and discrimination that can arise in large language model, as well as ensure they're aware of the ethical considerations around intellectual property that have arisen from the use of AI. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--50-.png)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) ## Proactivity is essential for AI success Those Marketing teams that are using techniques to adhere to data privacy, making the time to train their teams around data ethics & avoiding unintended bias with [AI systems](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/), while implementing best practices for their AI capabilities, will be the ones that will find the least complexity in running their marketing efforts in 2024 and beyond. By taking a proactive, collaborative approach to AI adoption focused on ethics and responsibility, B2B marketers can help lead their organizations into an innovative yet trustworthy future. ## Proactivity is essential for ethical AI success Those Marketing teams that are using techniques to adhere to data privacy, making the time to train their teams around data ethics & avoiding unintended bias with AI systems, while implementing best practices for their AI capabilities, will be the ones that will find the least complexity in running their marketing efforts in 2024 and beyond. By taking a proactive, collaborative approach to AI adoption focused on ethics and responsibility, B2B marketers can help lead their organizations into an innovative yet trustworthy future. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ## FAQs on AI data privacy ### Q: How does AI impact data privacy in marketing? A: Large language AI models, like [Chat-GPT](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/), that have become increasingly popular rely on learning the inputs and prompts you put in. It then uses those learnings to enhance answers to questions from other users. This means that if you input confidential data, that AI model could use that data for answers outside of your organization. AI's data analysis capabilities also means that even if the data is partial, it may be able to construct and identify individuals by piecing together partial data that's been fed into it. ### Q: How can I protect personal data when using AI? A: If you're fortunate enough to have an in-house AI tool, you can probably create a gated AI purely for the analysis of private data. This would be a Data Clean Room that wouldn't be connected to networks outside of your own to prevent private data being shared externally. If you don't have access to those capabilities, you must be rigorous in ensuring no private or confidential data is fed into the AI tools that you utilize. This includes things like names, banking information, and geographical location: basically, anything that could be used to identify a specific individual. ### Q: What are privacy violations when using AI? A: The most common and frequent is sharing proprietary and confidential customer data with third-party AI tools. The networked nature of these tools means that data could be accessed by people outside of your organization. AI can also be used to pull together details on your customers that they haven't consented to provide. AI is very good at piecing together jigsaws of partial data to fill in gaps. While this might seem useful, it also violates privacy laws, as customers haven't consented for you to use this information. Of course, this goes beyond actively malicious privacy violations, like identity theft and unwarranted surveillance. --- Learn more about data governance and following privacy regulations here. 👇 [Database governance vs database management for RevOpsDiscover how to keep your CRM up to code with database governance and database management best practices from RevOps pros.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/2-2.png)](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) ### Revolutionizing revenue: Integrating AI into RevOps URL: https://www.revenueoperationsalliance.com/integrating-ai-into-revops/ Last updated: 2025-05-12T17:05:18.000Z Revenue is the lifeblood of any business, but maximizing it and actually achieving consistent revenue growth is easier said than done. Even the most robust [RevOps strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) can stumble when dealing with the mass of data that businesses generate daily. Customer interactions, sales figures, market trends - the sheer volume of information is mind-boggling. How can RevOps professionals extract meaningful, actionable insights from these vast datasets? The answer lies in a powerful ally - **Artificial Intelligence (AI)**. By harnessing AI's ability to process and analyze enormous amounts of data, RevOps teams can revolutionize how they drive revenue. AI is the key to unlocking a world of intelligent automation, accurate forecasting, and hyper-personalized customer experiences, keep reading to find out how it can revolutionize your strategies! - [**The AI revolution in RevOps**](https://www.revenueoperationsalliance.com/p/655a9619-e008-46c5-8f28-c8ea8c8ef480/#the-ai-revolution-in-revops) - [**Unlocking AI's potential across the revenue cycle**](https://www.revenueoperationsalliance.com/p/655a9619-e008-46c5-8f28-c8ea8c8ef480/#unlocking-ais-potential-across-the-revenue-cycle) - [**Making your RevOps team AI-Powered**](https://www.revenueoperationsalliance.com/p/655a9619-e008-46c5-8f28-c8ea8c8ef480/#making-your-revops-team-ai-powered) - [**Implementing AI the right way**](https://www.revenueoperationsalliance.com/p/655a9619-e008-46c5-8f28-c8ea8c8ef480/#implementing-ai-the-right-way) - [**Conclusion**](https://www.revenueoperationsalliance.com/p/655a9619-e008-46c5-8f28-c8ea8c8ef480/#conclusion) ## **The AI revolution in RevOps** ### AI has been making waves across industries, but its evolution in the RevOps space over the past year has been truly transformative. We're witnessing rapid advancements that are reshaping how businesses approach lead generation, [sales forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/), customer retention, and more. For instance, AI-powered lead scoring models can now analyze a prospect's demographic information, online behavior, and engagement patterns to pinpoint the highest-quality leads. This then allows sales teams to prioritize their efforts on the opportunities most likely to convert, saving valuable time and resources. But AI's capabilities extend *far* beyond lead scoring. We're seeing the rise of generative AI, a cutting-edge technology that can create new content, products, and solutions based on existing data patterns. Imagine AI algorithms crafting hyper-personalized marketing campaigns tailored to specific customer segments or generating sales assets perfectly aligned with a prospect's needs and preferences. That's just the tip of the iceberg, let’s dive in further… _This post is for subscribers only._ ### Alignment, CX, and RevTech with Sandy Robinson URL: https://www.revenueoperationsalliance.com/alignment-cx-and-revtech-with-sandy-robinson/ Last updated: 2024-06-07T11:03:11.000Z [ Listen on Spotify ](https://open.spotify.com/episode/00EobgH8L6jX9e0C2Co0oc?si=aBOMgaFVRbe%5FHVZjn4gM1w) [ Listen on Apple ](https://podcasts.apple.com/gb/podcast/alignment-cx-and-revtech-with-sandy-robinson/id1683513622?i=1000652011151) On this special episode of RevOps Unboxed, Sandy reflects on her learnings from season two and discusses her thoughts on alignment, CX, and RevTech in revenue operations. Join Sandy as she shares her unfiltered thoughts on the RevOps topics covered earlier this season, including alignment, customer journeys, and RevTech. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The importance of a deal desk for managing complexity URL: https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/ Last updated: 2025-08-04T16:11:51.000Z More and more [SaaS companies](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) are implementing a deal desk into their sales process. But what does this function do, and why are they important for revenue growth? We break it down in this article, by covering: - [What a deal desk is](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/#what-is-a-deal-desk) - [What the function’s responsibilities are](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/#what-are-the-responsibilities-of-a-deal-desk) - [When your org needs one](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/#when-does-your-organization-need-a-deal-desk) - [Why a deal desk is important](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/#importance-of-a-deal-desk) - [How to optimize their processes](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/#optimizing-your-deal-desk-processes) ## What is a deal desk? A deal desk team helps to [manage complex sales deals](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) by liaising across departments such as sales, finance, and legal to ensure that unusual or complex contracts are approved and managed promptly. These teams are more prevalent in the B2B SaaS industry but can be used to push through deals through red tape at any organization. Their main focus is getting approval for non-standard deals and communicating the outcomes to sales reps. This allows sellers to keep selling while the deal desk navigates the internal approval process on their behalf. ### Who does the deal desk team report to? Who the deal desk team reports to depends on how your organization is structured. Sometimes, the function is within the [sales operations team](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/), so may report to the VP of Sales. When the deal desk is a function of revenue operations, they’ll more likely report to the VP of Revenue Operations or [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/). When starting out, the deal desk can be comprised of [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team members who have other responsibilities on top of their contract approval work. Some of these responsibilities may include CRM administration, compensation plan design, and analytics. Once the workload becomes too much for the RevOps team to manage, a separate deal desk function may be brought in to maintain efficiency. [Who does RevOps report to? \[Video\]Discover who revenue operations professionals report to and how to structure your RevOps team for success. Including stats about RevOps team size. Watch the video.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/02/3--1-.png)](https://www.revenueoperationsalliance.com/who-does-revops-report-to-video/) ## **What are the responsibilities of a deal desk?** So what does a Deal Desk Analyst *actually* do? The key responsibilities of a deal desk function are: - **Managing contract exceptions.** Unusual requests, non-traditional deals, and special discounts will need to be reviewed individually, and it’s the deal desk’s job to manage that process. - **Documenting the approval process.** As well as managing the approval process, the analyst should also document the approval process for [sales rep](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) visibility. - **Reviewing contracts.** Contracts that make their way to the deal desk should be checked for accuracy, completeness, and unusual changes. - **Updating systems.** When deals are approved, the function will check that the correct contract information is in your [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), and make those updates. - **Navigating the internal approval process.** Depending on the deal’s complexity, multiple stakeholders may need to approve the contract; the deal desk acts as the middleman to get approval. - **Documenting company policies.** Some discounts are a strict no-go, so the deal desk works to document and standardize company policy on discounts, policy terms, and more. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## When does your organization need a deal desk? Not sure if your organization requires a deal desk yet? Let’s take a look at some of the common indicators that your sales organization needs a little extra support. ### Deal complexity As your deals increase in complexity, your sales team are more likely to run into challenges that a deal desk function could fix. What constitutes complexity? Having multiple products or services, customization options, bundles, deals, or long sales cycles can all play a role in creating complex selling situations. If you’re seeing a lag in the approval process that’s impacting your win rate, it might be time to call in reinforcements. ### Deal volume Lots of salespeople equals lots of deals, which equals lots of revenue, right? Well, if you have a large sales team that sends contracts through only a few managers, your organization might encounter a significant bottleneck. This can end up extending your sales cycle considerably, and even losing business along the way. Not all deals are created equal, your deal desk team can help sellers prioritize high-value deals that are most likely to close, so you stop missing out on those key deals. ### Cross-functional approvals If all the unusual deals just go through a sales manager before being approved, there might not be an issue (assuming your deal volume isn’t too high). The real issue is when deals require sign-off from multiple departments. Chasing legal, product, and [finance](https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/) for a deal approval can take time away from sellers talking to their clients, meaning your org could be losing out on customers. To save your sales team the headache, a deal desk can manage all of those processes and chase up key stakeholders to help sellers move their deals forward. [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) ### Slow approval process You might’ve noticed a common theme here… When the approval process starts to slow down significantly in your organization, it’s time to add a deal desk function to your revenue team. ### Thoughts from RevOps pros Don’t just take our word for it – here’s what our community of revenue operations pros had to say: > *“If you need to configure, price, and quote (CPQ), you've got more open opportunities than capacity, and/or your velocity bottleneck is deal creation, you probably need someone at least part-time as deal desk.”* *\- *Patrick Reed, Revenue Systems Administrator at Affinity.** > *“We implemented one because our sales reps often didn't consider (or even know that they should consider) various factors, such as annual price increases, auto-renewals, and proposal expires after X days. We have big strategic deals (12-18 months to close) so all our pricing is custom.”* *\- *Christie Simpson, Director of Sales Operations at HealthEdge.** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## Importance of a deal desk A deal desk function is important in many ways including: 🏃‍♂️ **Close deals faster.** A deal desk function can help your sales team close deals quicker by pushing through red tape and gaining approval from the appropriate stakeholders. **💡 Provide sales reps with more insights.** Your desk can work closely with your sales reps to help them understand your company’s policy on discounting, contract length, and more. Allowing more deals to be approved with less fuss. **✨ Improve customer experience.** Getting their contracts approved quickly is also beneficial to your customers who want to get started using your product or service. 📈 **Optimize revenue streams.** Identify opportunities for upsell and cross-sell, to generate more revenue and support your customers. ⚠️ **Manage risk effectively.** Ensure legal terms are met, [pricing is right](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/), and the contract terms are favorable to reduce risk in complex deals. Overall, deal desk implementation leads to revenue growth. [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## Optimizing your deal desk processes Looking to implement a deal desk in your organization? Here are some best practices to ensure your deal desk team can live up to their potential and supercharge your revenue cycle. ### Standardize process By developing a [consistent process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) for deal approvals and designing templates for contracts and proposals you can reduce the time to approval and allow your deal desk team to work more efficiently. When standard processes are in play, your contract system can run smoothly as everyone knows what the next step is, and blockers can be planned for ahead of time. ### Utilize tools Deal desk software is a lifesaver for your team. This system can [automate tasks](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/), track deal progress, and store documentation. Automation is a huge time-save for any RevOps function as it reduces manual work and allows your team to focus on the tasks that really matter. [Tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) can also help to streamline the deal desk workflow and keep all the information in one place for easy reference. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ### Set guidelines Company guidelines for deal approvals can speed up the process as [contracts](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/) that violate the policy can instantly be rejected, and sales can learn what’s likely to be accepted before sending it to the deal desk. This will reduce back-and-forth discussions when trying to approve contracts. Guidelines can also help to avoid the need for cross-departmental approval if the deal desk team is happy the contract meets requirements. ### Improve communication What’s the key to aligning teams? [Communication.](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) Improving communication between your sales and contract management functions will increase collaboration and help more deals get to the finish line. Improving communication between the deal desk team and legal, product, and finance can also help to speed up the approval process. Utilizing tools to encourage easy real-time and asynchronous communication and [file sharing](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) can also help to align these cross-functional teams. ### Train your team Providing [continuous training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) to your sales and deal desk teams can help them close and approve deals more effectively. There are many approaches to training your teams, in particular, having easy access to product information and policy documentation can streamline the selling process. ### Monitor KPIs [Monitoring performance](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) is crucial for understanding how your deal desk is performing. If they’re underperforming it might be time to allocate more resources to the team to keep your deals flowing. Some metrics to track include: - Deal cycle time - Average deal size - Approval time Identifying bottlenecks early can help prevent lost revenue down the pipeline. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Final thoughts A desk team can speed up your sales pipeline by allowing deals to be approved fast, without sacrificing quality. Whether your team starts out part-time under RevOps or is its own function from the get-go, one thing is clear: when contract approval becomes a bottleneck, it’s time to call in reinforcements. **Looking to create simple but effective contracts?** Discover our guide to mastering your contract creation. 👇 [How to create a simple and effective sales contractIt can be tempting to rush your sales agreements to get the deal across the line - but this guide shares how simple sales contracting can be.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_5_commercial_terms.jpg)](https://www.revenueoperationsalliance.com/how-to-create-a-sales-contract/) ### Doing right by your customers without sacrificing the bottom line URL: https://www.revenueoperationsalliance.com/doing-right-by-your-customers/ Last updated: 2025-05-12T17:04:37.000Z *Debra Senra, Founder & CEO of Stealth Mode and former SVP of Revenue at Hireology, gave this presentation at the Chief Revenue Officer Summit in February 2021.* --- In this article, I’ll share with you a story of how at Hireology we made it through 2020 despite the odds, what we did to not only survive but actually thrive, and why retaining a customer focus mindset is critical to navigating the remaining uncertainty in 2021 and beyond. My name's Debra Senra, and in this article, I'm going to tell you a story of how Hireology made it through 2020 and why retaining a customer focus mindset is critical to navigating the remaining uncertainty that we have today. Before I dive too deep into the content, let me start by introducing myself. ## About me ### I'm currently the **Founder & CEO** of **Stealth Mode**, but I formerly ran the revenue organization at Hireology. For those of you who don't know, the quick headline on Hireology is that we provide hiring software to help our customers build their best teams. I started at Hireology in early 2018, as the Vice President of Customer Success, and moved into the SVP role in January of 2020, overseeing sales, revenue operations, customer development, and essentially anything that revenue touches now sits in my org. In January, when I moved into this role I thought my job was going to be focused on building systems and processes to allow our business to scale and to grow our organization over the next 10/15/20 years. I thought my role was going to be focused on both accelerating our net new customer acquisition strategy as well as continuing to drive down our attrition on our customer success side. Essentially, I thought 2020 was a year where I was going to build and execute an offensive playbook to win in the market in a way we never had before. **Insert laugh here.** Ten weeks into my role, I realized everything I thought was going to happen was not happening in 2020, and 10 weeks into my role, I had to pivot on a dime and go from building and executing an offensive playbook to creating, executing, iterating upon a defensive playbook. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## Context on Hireology ### Hireology is a business that was formed in 2010, at the mid-to-tail end of the recession. The pain point we saw in the market was there was a lot of unemployment, and businesses who were hiring had to find the needle in the haystack of applicants to build their best team. For small business owners in particular, or medium-sized business owners, this was incredibly difficult because, for a lot of these customers and organizations, the owner of the business was also the chief recruiting officer, the chief sales officer, maybe had a side hat with the CFO title on it. They were jack of all trades, they were expected to do everything. When you have hundreds of applicants to sort through, you're not a full-time recruiter, yet finding the perfect person is critical for your business's success. That's a daunting task. At the time, what was in the market was not built for this customer, there were solutions that were designed for large enterprises. Think the Johnson and Johnson's of the world with dozens of people on a recruiting team and entire department dedicated to finding the best talent - there were solutions for those folks. Then there were solutions for part of the recruiting process. You could post your job on the job board but that didn't help you figure out who is the best person to hire within the stack of applicants you got. > What Hireology saw an opportunity to do was to provide business owners with the technology they needed to build their best teams. So that's what we did. ## Who we work with ### Over time, what we found was the industries that we work for get a tonne of value from people who speak their language. For the customers we support, people make or break their success and there are some pretty specific nuances you need to understand if you're going to help them recruit those team members. At the start of 2020, we had three named verticals: 1. Retail automotive, which is car dealerships, 2. Health care, but not all healthcare specifically, we were nursing homes, home care, home health care, and 3. What we call professional services, which is franchise businesses. Think gyms and restaurants and massage parlors, I'm sure you know where I'm going with this. In 2020, we had these three focused verticals, and our sales team and our customer success team were all specialized in these industries. We lived and breathed healthcare and automotive and franchise professional services so that when we were there to help our customers find their best teams, and run great hiring processes, we knew their language, and we could help them in the right way. _This post is for subscribers only._ ### “The Revenue Operations Summit is a true learning event.” - Imani Chopin, Brinks Home Security URL: https://www.revenueoperationsalliance.com/case-study-imani-chopin/ Last updated: 2024-04-08T14:18:22.000Z > ***“One of the best conferences I've been to in a while!”*** Reads **Imani Chopin**’s [LinkedIn post](https://www.linkedin.com/posts/activity-7166830789115015168-COXH?utm%5Fsource=share&utm%5Fmedium=member%5Fdesktop) about our Revenue Operations Summit in Austin. We caught up with Imani, **Sr. Director of Revenue Operations and Enablement** at **Brinks Home Security**, to learn more about her experience as a speaker at the summit. Imani is an experienced professional in revenue operations for SaaS and IoT companies. Her day-to-day consists of creating customer-centric operations ecosystems with sales and revenue-generating teams and leading transformational projects with systems and processes. In this conversation, Imani covers: - [The value she gained from the Revenue Operations Summit in Austin](https://www.revenueoperationsalliance.com/case-study-imani-chopin/#the-value-imani-gained-from-the-revenue-operations-summit-in-austin) - [Her experience as a speaker at the summit](https://www.revenueoperationsalliance.com/case-study-imani-chopin/#imani%E2%80%99s-experience-as-a-speaker-at-the-summit) - [The networking experience at the event](https://www.revenueoperationsalliance.com/case-study-imani-chopin/#imani%E2%80%99s-networking-experience-at-the-event) - [The key takeaways from the summit in Austin](https://www.revenueoperationsalliance.com/case-study-imani-chopin/#the-key-takeaway-from-the-summit-in-austin) - [What she’d say to someone considering attending a Revenue Operations Summit](https://www.revenueoperationsalliance.com/case-study-imani-chopin/#what-imani-would-say-to-someone-considering-attending-a-revenue-operations-summit) ## The value Imani gained from the Revenue Operations Summit in Austin > *“I learned *a lot* of cool stuff.* **“**I learned a lot about how to look at analytics better. I have an analytics team but analytics is not my strong point. I can do it, I can give you a spreadsheet, all day, every day, but it's not like what I live and breathe. “I also learned how to ***really* leverage enablement** in a better manner and a better light. I think everyone just looks at enablement like the redheaded stepchild for training, but it's not, it's more than that. I've been saying that for years, but actually having more information to help me drive that conversation within my internal parties helps. “And then also leveraging RevOps as a service. It is a service org, if you think about it, for the entire organization . So I think that was one good point that I brought in, the speaker did a really good job explaining that and showing the architecture of how that's designed. > *“I learned a lot of things, some I knew about, but never really thought deeply about, and others were just completely brand new to me and it's just opened my eyes.”* ## Imani’s experience as a speaker at the summit “The topic was something I'm really passionate about: executive buy-in, because it’s one thing about RevOps, we can do it all day, every day. But sometimes we don't have that buy-in, because people don't understand what we do. “As a speaker, it was really easy, and really relaxing. Jack made it very easy for me to feel comfortable, and so did the crowd and the individuals at the event. > *“The one thing I liked is that the event was so small, that I felt like I was talking to my friends. I was talking to my peers who actually wanted to understand and learn.* “It was more that I was with a **close-knit group of people**. I felt like I was at home, and I felt like I could really talk those things through, which helped as a speaker. “People had those casual conversations. They said, ‘Hey, I'm frustrated with this,’ or ‘Hey, this actually worked for me, you might want to do it this way.’ And it wasn’t just me lecturing everyone, I was leading the conversation where everyone else was plugging in the holes and helping each other out.” ## Imani’s networking experience at the event “I met a lot of people that I didn't even know their companies had RevOps, and they were building it out. Seeing how people are doing it from a small one-person RevOps team to a massive RevOps team was really interesting. “I've met a lot of people that I'm most likely going to keep in communication with for a very long time, as I'm in RevOps. But it was a really cool networking event too, because it's so small, so people got to know each other, and become friends.” 💡 Imani was one of our Revenue Operations Ones to Watch in 2024, check out the full list [here](https://www.revenueoperationsalliance.com/revops-ones-to-watch/). ## The key takeaway from the summit in Austin “My key takeaway from the entire event was: **RevOps is a powerful force to be reckoned with.** “I just don't think people understand that. “Being in a room with my peers and listening to how they're doing things and how they're problem-solving – there's a lot of smart people in RevOps. > “Revenue operations is still kind of a new buzzword, but it's **not** **a buzzword**. It's actually a true science, and it's a true art. “And I think people are gonna start recognizing that from these conversations and from the Revenue Operations Summit and actually enable RevOps pros for success going forward.” ## What Imani would say to someone considering attending a Revenue Operations Summit > “Go – it's worth it. “I wish I’d have known about the Revenue Operations Alliance sooner. “I’ll be going next year and bringing some of my team members as well to have them embraced and engrossed in that environment. “The Revenue Operations Summit is **a true learning event**. And I think it's beneficial for anyone who wants to sharpen their RevOps skills or just to network.” ## Grab your ticket to the next Revenue Operations Summit 🎟️ Attend one of our summits in San Francisco, London, Austin, or New York and: **🔁 Break the cycle.** Step away from the daily grind. Rejuvenate, refocus, no distractions. **🤝 Collaborate** with your team, face to face, in a different setting. A key driver for creativity and growth. **💡 Spark new ideas.** Be curious, share ideas, and trade perspectives. Solve challenging problems. [Discover a summit new you! 📍](https://events.revenueoperationsalliance.com/) ### What is sales content management? URL: https://www.revenueoperationsalliance.com/what-is-sales-content-management/ Last updated: 2025-08-04T16:12:10.000Z Sales content management is the process of creating, storing, organizing, distributing, and managing sales content to improve sales performance and speed up the sales cycle. This is a crucial aspect of sales enablement strategy and allows revenue operations teams to improve their seller's effectiveness through the management of sales content. This article covers the ins and outs of content management, including: - [What is sales content?](https://www.revenueoperationsalliance.com/what-is-sales-content-management/#what-is-sales-content) - [What is sales content management?](https://www.revenueoperationsalliance.com/what-is-sales-content-management/#what-is-sales-content-management) - [Best practices for creating sales content](https://www.revenueoperationsalliance.com/what-is-sales-content-management/#best-practices-for-creating-sales-content) - [What is a sales content management system?](https://www.revenueoperationsalliance.com/what-is-sales-content-management/#what-is-a-sales-content-management-system) - [Top features your CMS must have](https://www.revenueoperationsalliance.com/what-is-sales-content-management/#top-features-your-content-management-system-must-have) ## What is sales content? Before we dive into its management - let’s first understand what sales content is. [Sales content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) is used by sales reps to convince clients of the value of your products or services. They can be shared with your customers to guide them along the buyer journey and speed up the sales cycle. There are two types of content: internal and external. **Internal sales content:** Content that’s intended for use by an organization’s own sales reps. The goal of internal content is to provide reps with a greater knowledge of their product portfolio and messaging. **External sales content:** Content intended for customers to take away to read/watch in their own time to provide more information and persuade them to purchase. This can often be created by marketing teams. [What is sales enablement content? | SECIn this article, we’re going to be focusing on sales enablement content, both internal and external-facing, and how to make it great.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1457369804613-52c61a468e7d?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDIzfHxjb250ZW50fGVufDB8fHx8MTY0MjAwNzc4NA&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) ## What is sales content management? Sales content management is the process of creating, storing, organizing, distributing, and managing sales content. The main purpose of content management is to create a logical system of content to ensure it’s easy to maintain, update, and find relevant sales content. This means your sellers can always find the best content to share with their clients to move along their conversations. ## Why is sales content management important? Sales content management is important as appropriate organization of sales assets allows your sellers quick and easy access to the assets they need to close deals. Instead of wasting precious minutes looking for collateral, your reps can continue selling with ease. Sales content is also important because it can help you: - **Compete in the sales landscape.** The sales environment is always changing, and having access to timely and relevant content content can help keep your sales reps and customers informed. - **Capture buyer attention.** With the rise of remote selling, it’s harder than ever to keep buyer attention - vibrant sales assets can bridge that gap. - [**Counter buyer objections.**](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/)Objection-handling frameworks support your reps when they face hesitant buyers with specific objections, eg. price or authority. - **Meet the demands of your buyers.** Buyers often complete their own research before meeting with a sales rep. Sales content can provide quick information to your sellers so they can be the expert your buyers need. [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--46-.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) ## Benefits of sales content management There are many benefits of having a streamlined content management system, which when combined can allow your sales team to accelerate the sales cycle, close more deals, and promote revenue growth. ### Increase seller effectiveness As we’ve mentioned, when your sales content is organized your sales reps can spend less time looking for content and more time selling. But that’s not the only way proper content management can increase seller effectiveness. Keeping your sales collateral organized and up-to-date also allows your sales team to use the most convincing assets and case studies when talking to clients, and keep their product knowledge up-to-date. Allowing your [sales team](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) to be the experts your prospects need to evoke confidence in your product will help them to close deals more effectively. ### Accelerated sales cycle An added benefit of increasing your sales team’s effectiveness is accelerating your sales cycle. B2B sales cycles can take months to close, but utilizing effective sales content can provide your prospects with the information they need sooner. This reduces delays and drop-offs within the sales journey, leading to more deals won, faster. Boosting your revenue growth at scale. ### Align sales and marketing Do your marketing and sales teams often argue over sales content? A common disagreement between [sales and marketing](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/) is that salespeople want better marketing materials to sell with, while marketers feel their existing materials aren't being used by sales. A good content management strategy helps to [align your sales and marketing teams](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) by making the content easy for sales reps to find and use. Your strategy should also aim to measure which content pieces are used by the sales team, so your marketing team understands what assets are most valuable. This visibility in the process leads to a win-win for both teams as sales get access to the content they need and marketing can track what content is used. ### Decrease rep onboarding time [Onboarding](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) a new sales process can be a lengthy process, especially if your product line is extensive or complex. Utilizing your sales content is a simple and effective way to speed up the onboarding process, as your [sales battlecards](https://www.competitiveintelligencealliance.io/competitive-battlecards-guide-2022/) can guide your new rep through each product’s main features and provide insights into your competitors. With your sales enablement team’s support, there should be plenty of sales training tools within your content management system. These can also be used to retrain or upskill your existing reps. [Revenue enablement: How does it relate to coaching and training?Coaching and training your revenue team is one of the core elements of revenue enablement, which often falls under the responsibility of RevOps.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--50-.png)](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) ## Challenges of sales content management While sales content management may seem like a no-brainer, it’s not necessarily a walk in the park. Several challenges can arise when implementing a content management strategy - let’s discuss three common blockers. ### 1\. Salespeople don’t use content Many sales reps are stuck in their ways and may hold on to an old piece of content for dear life, or worse still, refuse to use any sales content in their communications. When [sales reps' compensation](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) relies on the deals they close, we can’t blame them for sticking to their tried and trusted methods. But we can encourage the team to try out new content and share their wins with each other. Studies suggest sellers are [61%](https://www.allego.com/resources/getting-sellers-engaged-research-report/) more likely to use marketing content when a high-performing seller presents the content. In addition, ensuring content is easy to find and is what the sellers actually need is crucial to ensuring your content is adopted. If a sales rep can’t find what they’re looking for, they likely won’t use it. ### 2\. Right content, wrong time When sales reps are utilizing content they can often fall into the trap of using great content at the wrong point of the [customer journey](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/). A content management system with appropriate tagging and descriptions can help sellers understand the best circumstances to use each piece of content within the system. Advanced software may even be able to predict which content will work best and suggest this to your sellers. ### 3\. Changing demands It’s the overplayed cliche of the business world, but there’s truth in it. Your [prospects’ demands](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) are constantly changing. That means your sales content needs to be updated to keep up with customer expectations and product changes. Without a plan, these updates can seem overwhelming and near-impossible - especially if it’s all ad hoc, with no way to visualize what needs to be updated. Implementing a content plan can allow you to track changes and plan for content updates well in advance. Gone are the days of an urgent update to sales collateral! [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--26-.png)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) ## Best practices for creating sales content With all this in mind, how can you create effective sales content for your reps? This section takes you through the best practices for creating great assets to inform your sales team and excite your customers. ### Identify gaps The first step in creating sales assets is checking which content you already have. Completing an audit of existing sales collateral is crucial to understanding what content needs to be updated and where the gaps are. There’s no point in creating more content that duplicates what you already have in your system so taking stock can help you to use your time effectively. It may also help to ask your sales team what assets they think would be most beneficial to add to their toolbelt, helping you prioritize new content creation based on seller needs. ### Define content objectives Once you understand which gaps you have, you can start to define the outcomes the new content pieces should achieve. Some questions to consider include: - How will this help our sales reps? - How will this benefit our customers? - What stage of the customer journey is this content useful for? - What is the best format to present this content? - How will our sellers discover this content? - How will we know which content was successful? By answering these questions, you can ensure each content piece meets expectations and aids your sales reps. This saves time making irrelevant or unnecessary content. ### Train your sales reps It can also be beneficial to [train your sales reps](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) on the best ways to use content within their sales conversations. A new asset is no use if your team doesn’t know how to use it effectively. After every [major product change](https://www.revenueoperationsalliance.com/managing-a-major-product-change-video/), you should train your sales reps on the new product information and provide them with use cases for the new content available to them. Your sales enablement team should be a huge help in managing this training. You may even use [enablement](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) content to train your sales reps - content-ception! 🤯 [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ### Plan a content calendar New content needs to be planned, especially when it comes to large product updates. Having a regular cadence for updating and creating content can help manage the workload and ensure sellers have new assets when they need them. Working with the marketing and product teams can allow you to be aware of product or messaging changes ahead of time and schedule these updates into your sales content plan. ### Measure effectiveness The effectiveness of your sales content is crucial to [measure](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). If your sales reps aren’t seeing success using collateral, they’ll likely stop using it. But if a particular content piece or format is performing well, that may be a sign to produce more content like that. This is particularly true for formats. Do your customers prefer videos, infographics, brochures, or something else? Monitoring the performance of your sales assets allows you insights into your [customers’ preferences](https://www.revenuemarketingalliance.com/from-b2b-to-b2h-building-customer-connection/). In turn, allowing you to tailor your content management approach. ### Refine content Using the insights gathered from measuring effectiveness you can refine your sales content strategy and create more of the content that works (and less of the content that doesn’t). This iteration approach will give your sales team the insights they need to trust the new content and utilize it effectively. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## What is a sales content management system? A sales content management system (CMS) is the [tool](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/) or software you’ll use to store, organize, and manage your sales content. Sales reps need a user-friendly system to find the right sales materials quickly. This system should clearly organize content with tags and descriptions, making it easy to choose the best materials for each situation. ## Top features your content management system must have Before choosing a [CMS](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/#content-management-systems-cms) for your business, it's important to figure out what features you actually need. To take some of the fuss out of your tech procurement journey, here are seven must-have features in your tool. ### Pair content with best practices Often one piece of content won’t seal the deal – a seller may utilize several assets across the sales cycle. Being able to see which content is frequently used together or what the best practice messaging is for that content is useful for aiding sales rep decision-making. ### Intuitive search Not only should your content management system have a search function so your reps can look for content quickly, the search bar should also be **intuitive.** Intuitive search means it should work well and bring up all the content that mentions the keyword in the title, body text, or description. There’s nothing worse than being unable to find an asset on time because you searched for a *slightly* different wording. ### Integrations Sales reps use a lot of tools as part of their role. The best content management system for your organization is likely one that integrates with the rest of your sales tech stack. In particular, this software should connect to your sales rep’s email and your org's [CRM](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/). [Unlock your revenue potential with strategic Salesforce integrationsJoe Aurilia Jr. discusses how to utilize Salesforce integrations to boost revenue growth at different organizational scale levels.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--4-.png)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) ### Tags and categories Being able to label and categorize sales assets allows them to be easily discovered through browsing. This allows sales reps to discover the perfect content to delight their client. Some categories to use may include the stage in the customer journey and the buyer persona it’s targeted to. Your team may also find it useful to have all the sale types of content in one place, for example, all the video assets in a folder. This method of organizing content will allow your team to always have the right content on hand, and provide them with alternative options depending on the circumstances. ### Descriptions Remember earlier when we said sales reps need to understand the purpose of each asset? This is where your content description comes in. In the description of each piece of content, you should include any relevant information a sales rep might want to know at a glance. What topic does this asset cover? Which customer pain point does it try to resolve? Which use case was it designed for? Filling out this info can provide your seller with more context on the collateral. ### Easy personalization More and more buyers expect personalized communication during the sales funnel, but it’s not practical to edit every asset for every client. Especially when you need to move content into another system to make changes. Instead, a sales management system with built-in personalization features can help your sales reps personalize content efficiently so they can share the content faster. ### Track content usage and effectiveness Measuring the usage and effectiveness of sales collateral can aid adoption and provide insights into which assets to create, so your content management system must be able to track these [metrics](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/). These insights will arm you with the knowledge to grow your revenue with sales content. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The 5 critical phases of product development URL: https://www.revenueoperationsalliance.com/the-5-critical-phases-of-product-development/ Last updated: 2024-06-04T07:37:51.000Z Product development refers to the complete process from producing initial ideas to marketing the product itself. It also covers renewing an existing product and introducing an old product to a new market through identifying market needs, conceptualizing the product, building the product roadmap, launching the product, and collecting feedback. A product manager is essentially responsible for all of the above; creating both an internal and external product vision as well as [leading product development from scratch](https://www.productledalliance.com/your-go-to-guide-to-product-development/). This individual defines customer needs, works with stakeholders and teams on creating the required product, and carries responsibility for the overall product success. Each development project involves unique challenges which require unique solutions making it vital for product managers to be knowledgeable in three main spheres: business, technologies, and user experience. That being said, there is a lot of work in product development that is not unique and can be reused time and time again to benefit a business successfully with many tasks and sequences of tasks being the same across projects. Product development involves standardization and continuous improvement without destroying creativity. This article will outline the 5 most critical phases in the product development process. All of which product managers should follow to discover a valuable, usable, and feasible product. It will also suggest further ways to achieve a more streamlined production process that play an essential part in defining, designing, building, testing, and delivering the product. ## Phase one: idea generation The first phase is crucial in guiding the overall process of product development and in laying the foundations for all other phases. It involves brainstorming, fleshing out a concept, and sharing innovative ideas. A product manager should be actively analyzing current trends and identifying opportunities to develop a new successful product or improve an existing one, by adding necessary features to it. While building something fundamentally ‘new’ can be creatively fulfilling, many of the best ideas are the result of integrating upon an existing product. 💡 For example, although the vacuum cleaner had already been invented by the time James Dyson was on the scene, the Dyson bagless vacuum cleaner, with a centrifugal force that drew dust into a clear canister and allowed for maximum suction, was revolutionary. It was the newfound capabilities that it provided, which allowed the vacuum to take off as well as it did. The new direction James Dyson took in branching off of an existing product brought the entire company great success, with Dyson’s work being a classic example of how to incorporate timeless innovation in collaboration with new technology. [Utilizing design thinking principles in revenue operationsUtilize the design thinking mindset to creatively solve RevOps problems. Design thinking emphasizes creativity, user-centricity, and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--13-.png)](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) ## Phase two: screening The screening stage is designed to filter out the viable ideas from those originally generated. Discouraging and ultimately eliminating the pursuit of costly unfeasible ideas and unnecessary variation in workloads and work processes, which lead to distractions and delays. Product managers play a crucial role in defining the long-term mission of a project and building a clear, realistic plan to reach the desired result at this stage. Decisions made throughout the screening phase are greatly affected by external industry factors with analyzing competition, legislation, and changes in technology all having a major influence on the organization’s decision criteria. Analyzing, testing and researching, and checking to see if someone doesn’t already have a patent on your exact product idea are all crucial to this process as a patent protects an idea for a specific invention for a certain period. If you were to spend the money to manufacture and sell a product without checking for an existing patent, it could lead to expensive conflicts. [Navigating the RevOps tech stack procurement mazeThree RevOps experts discuss their best practices for navigating the revenue operations teck stack buying journey. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--52-.png)](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) ## Phase three: concept development Concept development involves the business conducting a SWOT analysis to identify strengths, weaknesses, opportunities, and threats to a potential gap in the existing market. Undertaking research, finding out potential costs, revenues, and profits arising from the product all come under phase three and this phase is, arguably, the most critical stage of the entire development process. After all, keeping the target audience at the forefront throughout the entire process is crucial. At this stage, the product manager needs to make sure that all members of a team are working harmoniously to achieve the main goal through clearly communicating the requirements to the development team and organizing the development process in the most efficient yet effective way. A focus group should have the opportunity to review a sample of the new product, proposed advertisements, and key product features and the thoughts and opinions of this target group should be taken into consideration with high regard, as having customers buy your products or services is the ultimate goal. Obviously. Truly, the importance of gaining feedback from a substantial and unbiased audience for product validation cannot be stressed enough. Posing questions to the focus group would be an insightful way of determining how likely it is that members are to buy the product. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ## Phase four: product development Phase four entails the actual design and building of the product. Product development commences with the building of a prototype, which facilitates market testing. In other words, bringing the product to life by creating an MVP to use as a sample for a successful launch. The results of testing and prototyping will make it clear whether the idea is to be pursued further, and whether the undertaking of large-scale production will be necessary. However, unfortunately, it is unlikely you’ll produce a finished product in a single attempt - prototyping usually involves experimenting with several versions of your product, slowly eliminating options, and making improvements until you feel satisfied with a final sample. James Dyson, for instance, is fanatical about product ideation and development, famously working on 5,127 prototypes before launching the first vacuum model (which is patented). In an interview by Fast Company in May 2007, Dyson asserted the importance of failure in one's life: > "I made 5,127 prototypes of my vacuum before I got it right. There were 5,126 failures. But I learned from each one.” This rigorous process not only made the product incredibly hard to copy but also shows in a much broader sense how even one of the greatest engineers of this generation battled failure many times. Yet, today his work has become inspiring to many, something which is often sought after yet rarely achieved. Although many product developers seek to cultivate a culture of innovation to the grand level of James Dyson’s foundation, many often lose the ability to distance themselves from the financial side of making money from the product(s) which they are selling. Despite its stressful and, at times, emotionally draining moments, product development should be an enjoyable process that nurtures creativity and encourages the next generation of PMs. Product managers should be constantly seeking to work on their existing products, testing them, analyzing data, and managing defects. It’s only once the product manager has made the final decision on what the end-product should be like that the entire process can move forward in its development and, ultimately, be launched. [Your go-to guide to product developmentWe break down the product development life cycle; from coming up with the initial idea all the way through to launch. Here’s the go-to guide.![](https://www.productledalliance.com/content/images/size/w256h256/2020/03/logomark_pla_color_square_2.png)Product-Led Alliance | Product-Led GrowthAdam Bennett![](https://www.productledalliance.com/content/images/2022/03/PLA_Hub_Page_Meta_product-development.png)](https://www.productledalliance.com/your-go-to-guide-to-product-development/) ## Phase five: commercialization and rollout The final phase of the new-product development process focuses on commercializing the new product. This phase includes; test marketing, launch, and evaluation. This final phase is significant in the delivery of the overall project with the market research conducted during the conception stage greatly influencing the timing and location of the product launch. It is common, in many cases, for a product development team to hand over the reins to the marketing team for a product launch with a promotion campaign for the new product being a vital part of getting the product out there and into the world. ### Test marketing Product managers often collaborate with product marketing managers at this stage due to marketing being one of the major contributing factors to a product’s success. Marketing involves researching, observing current industry trends, collecting and analyzing customer feedback, defining pricing, and developing a marketing strategy. The goal of test marketing is to improve the success of the product launch. The marketer will usually launch the marketing plan to a smaller subset of the market to quickly analyze how the plan can be improved and refined before being launched to the full market. Test marketing provides a wonderful opportunity to get feedback from buyers in a realistic buying situation in which they experience the full marketing mix - but it’s a challenge to do it right. Due to: - The expertise needed to conduct test markets. - Challenges when it comes to the duration of testing. - Selecting the test market. - Associated expenses of these trials. Many large organizations employ independent marketing research agencies that specialize in test marketing. ### Press strategies Often companies issue press releases about new products to increase visibility through earned media. The press release can be sent to targeted press outlets, posted on the company website, sent as an information message to customers, and distributed to industry influencers. The goal of the press strategy is to build broad visibility for the product, backed up by the credibility of the media outlet. ### Price discounts and channel partner incentives Companies will, sometimes, offer a [price discount](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/) during a product launch, providing potential customers with the incentive to buy the product. If a product is sold at a reasonably discounted price, it is more likely to be spoken of by ‘word of mouth’, and engaging a larger community of people in the long run. Similarly, if the company depends on a partner to sell or distribute the pricing, it might choose to offer pricing discounts and incentives to the distribution partner. However, a completely new product or concept can carry some risk, and an incentive at launch can encourage channel partners that might be reluctant to sell it aggressively. ### Evaluation Although product evaluation should be a recurring activity that should be undertaken by the product manager throughout the entire process from as early as the idea-screening stage, objective evaluation of the product at every stage leads to better investment decisions and better products. The difference in this final stage of the process is that the marketer has the benefit of significant market data for the evaluation, which can help improve the marketing plan going forward. It is only at this stage - after the product launch - when the product manager can see which buyers purchase the product, how competitors respond, and, in some cases, how the new product interacts with other internal and competitor products in the marketplace. ## The ultimate objective The ultimate objective of these five critical stages in product development is to provide a way of cultivating, maintaining, and increasing a company’s market share by satisfying consumer demand. Without a doubt, product managers should be creating or developing products to the best possible quality. Aiming to provide maximum satisfaction to users should go hand-in-hand with this, to achieve a sense of stability in an ever-evolving global market. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Navigating the RevOps tech stack procurement maze URL: https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/ Last updated: 2025-08-04T16:12:25.000Z *This article comes from our community panel discussion, RevOps tech stack procurement: Best practices.* --- I’m Greg Larsen, VP of Revenue Operations at Eltropy, and Revenue Operations Alliance ambassador. In this article, I’ll be summarizing the panel discussion I recently moderated with John Hunt, Head of Revenue Enablement at Zappi, and Joe Aurilia, Jr., SVP of Operations at Cyware. As someone who's been in the [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) game for years, I can tell you that building out your tech stack is no walk in the park. You can't just sign up for any old software and call it a day. There's a whole maze of decisions, criteria, and stakeholders to navigate. We did a deep dive into the full tech buying journey, from evaluating solutions to getting stakeholders aligned. Whether you're just starting to build out your RevOps tech stack or simply looking to fill some gaps, these tips should ensure you get the right tools for your org. ![The RevOps tech buying journey: 1. Current stack. 2. Assess vendors. 3. Contract processes. 4. Implement. 5. Adopt.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/ROA-Infographics_buying_journey_.png) The RevOps tech buying journey This article will cover: - [Assessing your tech stack](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/#assessing-your-current-tech-stack) - [Evaluating vendors](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/#evaluating-new-vendors) - [Managing the contracting process](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/#managing-the-contracting-process) - [Tips for onboarding a new tool](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/#tips-for-onboarding-a-new-tool) ## Assessing your current tech stack You can't navigate the maze of buying new software without understanding your existing tech stack. At my company, we take a structured approach by maintaining a detailed spreadsheet of all our applications. It lists the users, costs, renewal dates, and impact assessment for each tool. Why is this important? It's easy to procure new software based on a slick sales pitch, only to realize later that you're not getting the value or that you already have something similar. By auditing your stack, you can identify overlaps, underutilized tools ripe for consolidation, and areas where you genuinely need to fill a gap. **John** put it brilliantly: “If a piece of software doesn't neatly fit into either the buyer's journey or the seller's workflow, or if it's duplicating functionality we already have, that's a strong signal it may be on the chopping block before renewal.” [Why more RevOps tools won’t solve your problems with Jeremy SteinbringOn this week’s podcast the Founder of RevOnyx discusses how piling tools onto your tech stack won’t solve your revenue operations problems. Listen now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/12/ROA_RevOps_Unboxed_Podcast_Assets_--3-.png)](https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-with-jeremy-steinbring/) ## Evaluating new vendors Once you've identified a true need, it's time to [assess potential vendors](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/). You'll want to document a standardized process - whether that's issuing a proposal request, doing structured demos, or something else that gets buy-in from all stakeholders. In my experience, successful evaluations come down to four key factors arranged like a pyramid: **Functionality:** This is table stakes. If the tool can't handle your core requirements today (not just promised on a roadmap), cross it off the list. **Ease of use:** Even the most powerful features are useless if your team can't figure out how to use them. You want software that's intuitive and enjoyable to work with daily. **Customer support:** How responsive and solutions-oriented is the vendor? You'll inevitably need their expertise - make sure they'll be there for you. **John** agrees that this factor is often the differentiator between two good tools. When a sales rep really cares about your experience and gets you the information swiftly, that’s a huge point to them. **ROI:** At the top of the pyramid is the ability to clearly demonstrate a solid return on your investment through increased productivity, revenue gains, or cost savings. ![Vendor assessment pyramid: ROI, Customer service, ease of use, functionality](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/ROA-Infographics_Vendor_.png) Vendor assessment pyramid **Joe** also emphasized the importance of ensuring new tools will be good “corporate citizens” in your environment: Can they meet security/compliance requirements? How will data integration work? Do you have proper backup and recovery processes? The best approach is looping in your IT, security, and other core teams from the initial evaluation phase, so they can vet tools fully before purchase. Getting buy-in cross-functionally upfront prevents major headaches later. [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--27-.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) ## Managing the contracting process When it comes to procuring new software for your [RevOps tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/), you can't just dive in headfirst. There's a crucial contracting process that needs to happen. After finding a promising solution and negotiating the nitty-gritty details, you've got to make sure it checks all the internal boxes. **Joe** emphasized the importance of bringing multiple teams into the conversation early on. “We have our security and compliance team check out the software depending on the level of the type of data that's going to be in it,” he said. The IT department also needs to weigh in on provisioning, single sign-on, and user controls. The contracting phase is when you dive deep into [data handling](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) and backup processes - details a marketing blurb won't cover. As Joe said, “Where is my data gonna go? This is a really important question if you are in an international type setting with [data compliance](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) to think about.” [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) When it comes to a backup point of view, especially for a critical tool such as a CRM, **Joe** urges you to ask: - What happens if the application goes down? Can you back it up? - Can you restore that backup? Can you maintain data in there? - Or if there was a bad actor in your company who decided to manipulate or modify data, can you go back and fix those numbers? Can you restore the business to not have that impact? This reminded me of a consulting situation where a client had no backup plan for their [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/). And one day someone accidentally disassociated every opportunity from its account. With no contact info or context on 2,400+ opportunities, we had to painstakingly recreate everything from paper records. > This is why having these conversations with your vendors is so important. **John** stressed making contracting diligence part of the vendor evaluation process itself. “If this is a piece of software you're going to be strongly considering, start this process early,” he advised. “Your seller should be able to provide this kind of stuff at the forefront. And if they can't, that might also be a red flag.” Skipping these vital steps creates major risks down the road. As John summarized, “If you don't go through this process, you are just setting yourself up for potential failure.” [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ## Tips for onboarding a new tool Picking the right software is half the battle - successful implementation and adoption are equally crucial. Intuitive tools see better adoption organically, but even the best software will fail if you don't have a solid onboarding plan. Based on insights from **John**, **Joe**, and myself, here are some keys to successful rollouts: **Identify champions:** Find respected “power users” who can rally excitement and lead training efforts. This spreads ownership beyond just your team and gives users a voice they trust. **Set concrete milestones:** Establish a realistic timeline with clear goals for adoption at each phase (e.g. end of week 1: complete training, end of week 2: build templates, etc.). Celebrate small wins as you hit these milestones. **Get full buy-in:** Having a detailed plan is great, but it's critical to socialize it across the organization and get buy-in from front-line managers. They'll be responsible for reinforcing new processes with their teams daily. **Appoint a single owner:** Designate one person as the Directly Responsible Individual (DRI) to own the entire implementation project and make key decisions. They can delegate to a core team, but having one final decision-maker keeps things moving. **Provide ongoing enablement:** Don't just launch and move on. Create bite-sized training videos, quick reference guides, and other resources to continuously reinforce new skills and use cases. **Incentivize adoption:** While not always feasible, offering rewards or gamifying adoption through competitions can jumpstart enthusiasm. If people see direct benefits, they'll want to use the new tools. **Measure actively:** Set quantifiable targets for adoption and regularly review tool usage data to identify shortfalls. If numbers are low in certain areas, you may need refresher training or more incentives. The procurement journey doesn't end when you sign a contract. Involving key stakeholders, setting a realistic roadmap, and prioritizing adoption from day one are what ultimately unlocks the value you were hoping for from new software. With some strategic planning and buy-in, you can navigate what often feels like a tech stack maze. [Unlock your revenue potential with strategic Salesforce integrationsJoe Aurilia Jr. discusses how to utilize Salesforce integrations to boost revenue growth at different organizational scale levels.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--4-.png)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) ## In summary… Start by understanding what tools you already have and where the gaps are. Then use the functionality, ease of use, customer support, and ROI method to evaluate potential tools. When contracting with a new vendor remember to ask important questions about your data compliance and backup options to ensure they are in line with your organization’s policies. Finally, work closely with your stakeholders to implement and adopt the tool. They will need training, support, and incentives to seamlessly integrate the new software into their workflows. It won’t happen overnight but with the right roadmap, you can start seeing the ROI of your new tool. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Pricing and packaging: Working as a cross-functional team URL: https://www.revenueoperationsalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/ Last updated: 2024-06-04T07:41:10.000Z Hey there! My name is Andrea Bailiff-Gush, and I’m the Head of Product Marketing at a startup called AppOmni. I think we all have superpowers as product marketers and my superpower is [cross-functional collaboration](https://www.productmarketingalliance.com/the-ultimate-list-of-collaboration-tools-for-product-marketers/), which is a big part of what we're going to focus on today as we dive into how to price and package a product, make it a strategic revenue driver in your organization, and get a seat at the table when pricing decisions are being made. [![Profile for Andrea Bailiff-Gush](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.29.42.png)](https://www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) In this article, I'll be focusing on: - What pricing and packing is - B2B pricing and plans - Why product marketing needs to be involved in pricing decisions - The pricing dream team - How to build a pricing team - Pricing team objectives - How to communication pricing decisions internally - How to make pricing strategy a strategic revenue driver ## What is pricing and packaging? The [Go-to-Market](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/) process should be familiar to all of us as product marketers. First, the product is developed, and we start working on [persona research](https://www.productmarketingalliance.com/your-guide-to-personas/) and [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/). Then we think about the timing of the launch, we size it, we plan a launch event, and we do pre-launch marketing to seed the market. Then comes the lightning strike moment: the [product launch](https://www.productmarketingalliance.com/a-visual-guide-to-product-launches/). After that, we move to sustaining the launch and ensuring the enthusiasm it generated doesn’t dip. [![Graphic of the post-launch process](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.32.41.png)](https://www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) So where does the pricing come into this process? We tend to assume that it comes near the end of the process – when we’re working with sales, getting ready for enablement sessions, and thinking about how to put the new product into our CRM. However, pricing should be part of the first phase of our go-to-market process because it’s an incredibly strategic and important element. It involves thinking about the target audience, use cases for the product, and the problem that the product solves – all of these factors go into how a product is priced and packaged. ## B2B pricing and plans There are a lot of different ways to approach pricing in B2B. Here are a few pricing models you might want to consider: - **Pricing based on value:** This involves sitting down with prospects or customers and conducting willingness-to-pay surveys. - **Pricing based on competition:** In this approach, you conduct a competitive analysis and determine whether to go higher or lower than your competition. - **Cost-plus pricing:** Thisinvolves looking at the cost of the product and adding a percentage on top of that to ensure a healthy margin. - **Dynamic pricing:** The idea here is that you increase the value of your offering and adjust the cost over time as the customer relationship grows. [![Pricing techniques in B2B](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.36.04.png)](https://www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) There are also a few different ways to approach your plans: - [**Free trial**](https://www.productmarketingalliance.com/developing-a-product-marketing-strategy-for-a-freemium-product/)**:** The idea here is to give users access to your product for a short amount of time – just enough for them to see the value – before getting them into a paid plan. - **Tiered:** This is the good/better/best or basic/advanced/professional approach. This model can help you build the right packages for different segments, for instance, SMB mid-market, and enterprise. - **Pricing per user:** (Or per license, per app, or per organization) In short, there are all kinds of different strategies and models involved in pricing and packaging. You just need to find the one that’s best for your customer base and your company. [![Pricing matters for several reasons. Firstly, it influences how a business will be sustained, keep the lights on, and continue to delight its customers. Secondly, it impacts how a company is perceived and compared to its competitors. Finally, it proves how a company can meet customer expectations and encourage customer growth over time.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-20-at-16.43.32.png)](https://www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) Pricing matters for several reasons. Firstly, it influences how a business will be sustained, keep the lights on, and continue to delight its customers. Secondly, it impacts how a company is perceived and compared to its competitors. Finally, it proves how a company can meet customer expectations and encourage customer growth over time. ## Why product marketing needs to be involved in pricing decisions In my experience, pricing usually has usually been led by product and sales. Product builds its roadmap and then gets together with sales to think about the price before validating it with customers and prospects. Then they come to marketing and tell us what the price is going to be and make sure we build that into our go-to-market strategy. It’s an absolute mess. Imagine being a customer and coming across positioning and messaging for a product that doesn’t align with its price. Imagine how jarring an experience that would be. That's why it's so important for product marketers to be involved in pricing decisions. We're perfectly placed to take the target market, competitors, and [positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/) and messaging into consideration as the decision is being made. ## The pricing dream team Below, I've put together a quick visual of what I call the Pricing Dream Team. It consists of four key perspectives, and I've intentionally arranged them horizontally because each of them contributes equally to pricing decisions. Let's examine each role and the value they bring to the table. [![Graphic of the ideal pricing team.](https://www.productmarketingalliance.com/content/images/2023/04/Screenshot-2023-04-21-at-10.21.32.png)](https://www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/www.productmarketingalliance.com/pricing-and-packaging-working-as-a-cross-functional-team/) We’ll start with product management – one of the usual suspects involved in pricing decisions. They define the product roadmap and initiate pricing discussions for new features. Product managers are also often involved in customer and sales calls, so they can gather valuable [market feedback](https://www.productmarketingalliance.com/the-what-why-and-how-of-customer-market-feedback/). On top of that, they’re key players in packaging the product and determining how to best bundle different features and functionalities to solve customers' problems. Sales and customer success are other essential parts of this dream team. They can validate prices with customers, prospects, and sales reps. They’re also thinking about pricing levers, which are strategies or techniques that can be used to close deals. For example, if reps are struggling to get a deal over the finishing line, they might throw in more seats for free or offer a discount – that’s a pricing lever and you need to consider it in your pricing models. The second half of the Pricing Dream Team consists of roles you might not generally associate with pricing decisions. There’s finance, which plays a significant part in ensuring the company can cover costs while setting prices. They’re also responsible for measuring and modeling gross profit and ARR, making sure that the product's pricing is going to help the company meet its financial goals. Last but not least, product marketers bring their expertise to the table. We’re responsible for naming packages and features and making sure those names are consistent across the product portfolio. We also conduct [competitive analysis](https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/), which is crucial for keeping a finger on the pulse of the market and understanding how much competitors are charging – the last thing we want is to launch a product and then have a competitor come out with a much cheaper alternative. Product marketers also do [win-loss analysis](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/), examining new deals and renewals to understand if pricing influenced the outcome. Finally, we assess customers' and prospects' willingness to pay. This essentially means sitting down with customers and prospects, presenting a feature or doing a demo, and asking what they would be willing to pay for this product or feature. [The 4 pillars of win/loss analysisWin/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your win rate. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGreg Larsen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--46-.png)](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) ## How to build a pricing team So how do you form a pricing team? How do you persuade people who are already juggling multiple projects and deadlines to get involved in pricing? It’s a challenge for sure. To address this challenge, you have to be strategic and use all of your people skills. Take the time to get to know your colleagues and understand their responsibilities. Building relationships and sharing your plans will go a long way to helping you assemble your pricing team. Another tactic is to start by examining your company's structure. In a startup, it's pretty easy to decide who you want on your pricing team – normally it’s the most experienced or knowledgeable person. In larger companies, you might need multiple pricing teams for different segments or solutions. No matter what size your company is, forming a strong pricing team takes strategic thinking and people skills. ## Pricing team objectives Okay, so you did an awesome job of recruiting people to your pricing team; now you just need to decide on your objectives. What value are you going to provide to the organization? Of course, you're supporting profitability for the business. Here are a few ways you’re going to do that: 1. Creating a pricing scheme that supports upsell opportunities 2. Validating pricing for every new feature and functionality as part of the go-to-market strategy 3. Evaluating the current pricing and packaging strategy ## How to communicate pricing decisions internally Now you’ve formed your team and you’ve got some processes in place, it’s time to roll them out internally. You need people to understand that the pricing team plays a strategic role in the company. If you have regular all-hands meetings in your company, see if you can get on the agenda to introduce your pricing team, share how you can help each team solve their problems, and make sure everyone knows that all pricing decisions have to come through your team. You’ll also need to be sure to create ongoing feedback loops between your pricing team and other teams. To get buy-in, you have to recruit an executive sponsor. Typically, that's your boss. I report to the [CMO](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/), so that’s my executive sponsor. If you meet weekly as a pricing team, you should meet monthly with your executive sponsor to present your pricing recommendations and get an agreement from them. You'll also want to show any analysis on pricing and packaging decisions and recommendations and tie them to the company's objectives. [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) ## How to make pricing strategy a strategic revenue driver So, how can you make sure that your pricing strategy moves the needle for your business? First, you need to incorporate pricing into your go-to-market process; it should come into the first phase. Throughout this process, make sure you lead with data by conducting willingness-to-pay surveys and analyzing customer feedback to understand their pain points and needs. Next, think about how to package your product. That’s going to help determine your price point. Pricing is not static, so it’s essential to reevaluate your pricing regularly. After launching a product, I always ask our revenue operations team to create a dashboard in [Salesforc](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/)[e](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) that I can use to track new deals, revenue contributions, and other relevant metrics. This is the kind of information you want to be able to show your boss. It’s also a good idea to create a pricing [roadmap](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) that aligns with your product and marketing roadmaps. This is going to help you plan for upcoming features and functionalities and it’s going to allow you to schedule reevaluations of your current packaging and pricing structures. As you do all this, it’s vital to consider the impact of pricing decisions on other teams and ensure that they have enough time to implement any changes. Typically, [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) and enablement teams are going to be most affected. Be sure to provide them with all the necessary information upfront and coordinate with their list of responsibilities. Contracts are also crucial to consider, especially when you’re changing a package or plan. Think about customers approaching renewals or opportunities in the final sales stages and how any drastic changes might affect them. Additionally, don't forget to update your website if you have pricing information displayed there. Finally, invest in training to ensure your sales reps fully understand any new pricing models or features and how they are priced. By giving due consideration to these factors, you’ll create a more seamless process for pricing decisions, ultimately leading to a more effective pricing strategy that benefits both your organization and your customers. [How to build a B2B marketing database from scratchTrying to create a marketing database from scratch but unsure where to start? This quick guide has got you covered!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--32-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) ## Final thoughts If you remember anything from this article, make it these points: - Harness the power of the Pricing Dream Team – product marketing, sales, and finance. - Consider pricing from the moment of the product’s inception, not as an afterthought right before your launch event. - Be aware of what competitors are charging. - Make sure you run willingness-to-pay surveys. - Cover your costs. - Gain the support of executive sponsors and the leadership team. - Consider how any pricing updates will affect other teams. - Remember to update your [sales tools](https://www.productmarketingalliance.com/the-most-effective-sales-assets-and-the-tools-to-optimize-them/). - Pricing is a living breathing thing so continue to evaluate and optimize. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Motivate your sales team with effective compensation planning URL: https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/ Last updated: 2025-08-04T16:13:55.000Z Creating a competitive compensation plan will allow you to attract and retain talent. However, designing that winning plan can be challenging for the [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams it falls to. Your compensation program will determine employee salaries, impact [company culture](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/), and contribute to bottom-line revenue. And with [56%](https://spiff.com/blog/sales-compensation-statistics/) of sales reps who leave their role saying inadequate pay was the motivating factor, it’s important to get it right. This article provides an in-depth look at compensation planning for your sales team, including: - [What a compensation plan is](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/#what-is-a-compensation-plan) - [Why compensation is important](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/#why-is-compensation-planning-important) - [Why RevOps should own compensation planning](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/#why-should-revops-own-compensation-planning) - [Factors that affect compensation planning](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/#3-factors-that-affect-compensation-planning) - [Navigating the compensation planning process](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/#navigating-the-compensation-planning-process) ## What is a compensation plan? A compensation plan is a document that outlines the pay for each member of your sales team. This usually includes their base salary, commission (the reward for hitting their quota), and their quota itself. Typically, this document excludes benefits that all employees receive, such as health insurance. Compensation plans must be simple enough that sales reps understand how they’ll be paid while capturing the nuance and complexity of their role within your business. Well-structured compensation plans should **motivate and incentivize** your sales team to hit their targets which contribute to your business’ goals. In turn, this will allow your company to hit its revenue targets. This is no simple feat, as compensation planning is often time-consuming to construct and communicate to stakeholders. **Jordan Shaheen**, Head of Revenue Operations at Candid sums it up: > *“The amount of time that my entire team spends on questions on commissions, is in many ways our biggest time suck.* > *“I won't say it's a waste of time, because it's people's livelihood, it's important. But hitting the more nuanced parts of the day-to-day operations definitely takes time away from overarching roles.”* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/ROA_State_of_RevOps_Report_2023_CTA.png)](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) ### Defining key terms Compensation planning can be complicated enough without decoding jargon. In this section, we take a moment to define a few key terms in compensation planning. **Base salary:** How much a salesperson earns, regardless of their performance. **Commission:** Typically a commission is a percentage of revenue paid to the sales rep who closed the deal. For example, a sales rep might earn 8% of all revenue they generate. **Bonuses:** A set amount of money paid out for meeting certain criteria, such as excellent employee performance. For example, receiving $500 for hitting 100% of the target. **Payment rules:** Details of how often and why a salesperson receives a commission or a bonus. For example, getting paid commission on the last day of the month following a closed won deal. **Clawbacks:** This is where money is recovered from a salesperson if their bonus is paid but the deal doesn’t go through, or the client fails to pay in a certain amount of time. These conditions should be stated clearly in the compensation plan if they apply. **Quotas:** The expected results or target for an individual rep over a certain period. This is usually a revenue amount. **On-target earnings (OTE):** The full salary a sales rep will earn if their targets are met. [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--26-.png)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) ## Why is compensation planning important? While it may seem obvious why compensation planning is important, we thought it best to highlight a few key reasons why an effective compensation plan is essential for your business growth. Such as: - Attracting and retaining top talent - Incentivizing the right behavior - Boosting revenue growth ### Attract top talent By including the salary range and commission within your job listings you can help to attract top sales talent to your organization. But only if the price is right. Ensure your rates are competitive with the market rate in your location, industry, and the position you’re hiring for. Remember that statistic we mentioned earlier? By paying your sales team right, those great sellers being underpaid elsewhere will happily move to your org. ### Employee retention Pay is important for all your team members, so it’s no surprise that sales compensation planning is important for retaining your top talent. **Poor compensation is a major contributor to sales rep turnover.** If you don’t nail your approach to compensation, you may be at risk of losing your top talent. Rewarding your sales team with competitive pay and setting them realistic quotas, keeps them happy and motivated to perform. If quotas are too high, you risk demotivating your reps. Communicating this information is equally important. Your sales reps want **transparency around their pay** and what they have to do to receive their commission or bonus. Without effective communication, your sales team may feel frustrated or confused about their compensation. [What is burnout and how you can prevent itIt’s important for any worker to understand what burnout is and recognize the signs, no job is worth sacrificing your mental health for.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJade Warne![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CLA-Burnout.jpg)](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/) ### Incentivize the right behavior The structure of commissions and bonuses incentivizes your sales team to hit their quotas and sell certain [products](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/). If you structure your compensation plan to incentivize the wrong products or sales activities, you might struggle to hit your revenue targets. On the flip side, a well-balanced compensation plan will incentivize reps to overperform and increase revenue flows. **Brett Kelly,** GTM Business Planning Lead at Amazon Web Services, shares how he would incentivize the right behaviors: > *“*Tie it to revenue,* and manage the leading indicators in the field. No matter the behavior or activity, provide meaningful, actionable, and easy-to-consume reporting.* > *“The behavior is, and always should be, ‘show me the money!’ For most salespeople, they know this is what they signed up for and it's what they expect.”* ### Boost revenue growth What does paying your sales team have to do with boosting your revenue, we hear you ask. Well, quite a lot actually, let us explain… If your quota is set too low, your sales team may decide that hitting the target is good enough for them. This may result in **lost revenue** as your reps could be closing more deals if there was more incentive to do so. By setting up your sales quota and compensation plan just right, you can **maximize revenue potential** and growth as your reps are motivated to work hard to close deals and earn their rewards. [How to Use Revenue Operations Metrics to Drive Business GrowthIn today’s constantly changing business landscape, revenue is the lifeblood that keeps all companies functioning.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/How_to_Use_Revenue_Operations_Metrics_to_Drive_Business_Growth.jpg)](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) ## Why should RevOps own compensation planning? Now we understand what compensation planning is, which department should own this process? Finance, HR, or maybe sales leadership? While these may be options, we argue that RevOps is uniquely qualified to own compensation. Compensation planning requires: - [Historical sales data](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) - Insights into high-profit/low-churn customer demographics - Product roadmap knowledge - A good working relationship with the sales team - [Data analytics](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) and reporting knowledge Revenue operations tick all of those boxes, whereas finance, HR, and even sales only tick a few. This leaves RevOps in a great position to create an effective compensation plan. **Brett Kelly** adds that compensation planning should sit with RevOps because: > *“Planning has to marry the nuances of operational processes, compensation system constraints, sales priorities,* [*territory design*](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/)*, and seller profiles. Most of those items live within sales and business/sales operations.* > *“Additionally, because most marketing ops functions reside within RevOps, an inclusive view of the entire customer journey is difficult to articulate from the outside.”* ## 3 factors that affect compensation planning ### Business goals The first factor to consider when compensation planning is your organization’s goals. The best plans align with your business goals to promote revenue growth in the right areas. Depending on your goals you can incentivize different behaviors with your compensation strategy. Let’s take a look at some examples: **Increase new customers:** Incentivize outbound work, new customer meetings, and closed won deals with new accounts, by having a higher commission rate for these activities. [**Decrease churn:**](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/)Reward salespeople for selling to customers statistically less likely to churn or for upselling to happy customers. **Drive longer contract terms:** Bonuses for converting monthly agreements to year-long contracts, or even multi-year deals would incentivize this change. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Compensation structure There are a few different structures of [direct and indirect compensation](https://www.revenueoperationsalliance.com/direct-vs-indirect-compensation/) that can be used to reward your sales team. Here are four plans to give you an idea of how commission can be structured. #### 🤑 Salary plus commission This structure is the most common for sales reps. It combines the predictability of a base salary with the incentive structure of a commission – the best of both worlds. This compensation structure focuses on revenue generated by a rep. #### 💰 Gross profit margin Instead of focusing on revenue, this compensation structure revolves around profit margins. If they sell an item for $3000 that costs you $500, then they earn their percentage commission from $2500\. ****Pro:** Deters heavy discounting. ****Con:** Encourages reps to only sell high-margin products. #### 📏 Straight line commission In this structure, commission is tied directly to their quotas, 60% quota equals earning 60% commission. Or if they overperform, 120% of the quota turns into 120% of their commission. ****Pro:** Simple way to calculate variable compensation. ****Con:** Uncapped commission may eat into your [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), and unmotivated reps may be content only hitting 80%. #### 📊 Tiered commission Reps earn a percentage from each deal they close, but this percentage rate varies in a tiered structure. For example, the first $20000 might earn them 5% commission, then they’ll earn 8% up to their quota, and exceeding their quota will earn them 2% commission. ****Pros:** Encourages reps to keep performing and saves your budget. ****Cons:** More complicated to calculate. ### Team role A salesperson's role and job description can impact their compensation structure and pay. Some roles have more or less involvement in the sales cycle and therefore will be rewarded differently. > *As *Brett Kelly* puts it, “Do your sellers have a progressive variable mix as their contribution and impact increases? If not, something ain't right!”* **Sales development reps** and **business development reps** ([SDRs and BDRs](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/), respectively) are typically junior members of the sales team. Their roles usually involve research, reaching out to prospects, qualifying leads, and booking meetings. For that reason, most firms reward SDRs and BDRs with incentive pay for qualified opportunities and a small percentage of revenue on won opportunities from those leads. **Account executives** (AEs) are typically involved in the full sales cycle. It’s their job to take meetings and close deals. This role may see a commission structure with accelerators to incentivize overperformance and decelerators to disincentivize underperformance. The base salary to variable compensation ratio of an AE is usually around 50/50. **Account managers** (AMs) are often responsible for onboarding and customer management after the deal is closed. Their goals are to reduce churn and upsell products. Commission for AMs tends to be based on the revenue from upselling to customers. An AM can expect a base salary to variable compensation ratio between 65/35 and 70/30. **Sales managers** are responsible for managing their team, but often still close some deals themselves. Most companies choose compensation plans that reflect that by rewarding managers with commissions on deals they close and bonuses based on the sales team’s performance. [Game on: Get your sales team pumped with these 5 training competition ideas | ROADebbi Varela talks us through five training competition ideas for your sales team, to enable their success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDebbi Varela![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/22.png)](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ## Navigating the compensation planning process Since you’ve considered the key factors that affect the planning process, it’s time to *actually* create your compensation plan! Let’s dive into the key steps involved. ### Defining the quota Once you understand the business goals, you can start thinking about quotas. The first question to ask is, how many reps do you want to regularly hit quota? This varies around 60-90%. Using this, you can look through **historical sales data** and see what quota would allow your sales team to attain at that level. Another approach to setting your quota is to multiply reps OTE by some factor. The SaaS industry standard is five times, but this depends on revenue, industry, and role. ### Communicating with stakeholders A key aspect of maintaining good working relationships with your sales team is communication. You are controlling their earning potential so it’s **crucial to communicate** changes well in advance and with compassion. Ensure each rep understands why the changes have been made and how this impacts their expected earnings. You may also wish to involve your [enablement team](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) to help train team members in their weak areas, to increase their performance. **Brett Kelly** offers his advice for communicating with the sales team. > ***“Early, often, and personal.*** > *“Some of my most memorable moments in ops so far have been building a 'path to plan' with reps. Illuminating them with *their* data on how their territory, funnel, and* [*revenue forecast*](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) *impact their compensation, is what really engages and informs reps.”* [What is change management in RevOps? | ROAChange management allows your stakeholders smoothly transition to a new workflow. This is essential in RevOps where updating processes is vital.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--5-.jpg)](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) ### Gathering feedback and iterating It’s unlikely you’ll get the compensation plan right the first time. The key is to keep listening to feedback and discover where improvements are needed. This will allow you to [iterate and resolve some problems](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) to keep your sales team happy. If you’re struggling to collect honest feedback, consider using an anonymous survey. This may encourage more honesty when the reps know they won’t be picked on for their views on pay. > *“You have to analyze what's working and ask if this is really motivating the sales reps because the whole reason for compensation is to drive sales.* > *“So you have to make sure that your particular compensation plan actually motivates and is enthusiastically received by the reps and they see that their effort is really going to like pay off in a good compensation.”* \-**Emily Garza**, Senior Director of Revenue Operations and Analytics at Nymbus. Hear more insights from Emily on her episode of [RevOps Unboxed](https://www.revenueoperationsalliance.com/getting-compensation-planning-right-with-emily-garza/). 💡 Just remember to keep the team informed about new changes to their compensation! --- ## Looking to stand out in the job market? Take your revenue operations knowledge to the next level, with our new comprehensive course. Our Revenue Operations Core certification covers: 🧠 What revenue operations truly means 🙏 How to build an impactful RevOps team 🔑 The keys to tracking your team’s success 📈 How to enhance the function in your organization And much, much more... [Get certified!](https://certified.thealliance.io/course/revenue-operations-certified-core?ref=revenueoperationsalliance.com) ### How revenue analytics can drive exponential growth URL: https://www.revenueoperationsalliance.com/how-revenue-analytics-drive-growth/ Last updated: 2025-07-09T14:48:17.000Z *Kun Li gave this insightful presentation at the Chief Revenue Officer Summit London in December 20*22. --- Today I’m going to share my experience of using analytics. I have a fairly technical background; I did programming and modeling about 5-10 years ago. But I'm also interested in applying analytics to drive business growth, particularly in the revenue field or revenue management. When we talk about analytics, you might be wondering if I’m going to go through all the machine learning models, regression neural networks, and the random forest. No, that's not what we're talking about in this article. Those topics are for data scientists! First, I’ll talk about revenue analytics. Revenue operations is a relatively new term, so I wanted to add a little bit more complexity to the analytics in this particular context. Next, we’ll look at a couple of key focus areas for revenue analytics because this area is just so broad. And lastly, I’ll share my personal opinion on where and how we get started. Let’s dive in. 👇 ![](https://lh5.googleusercontent.com/z9jU7LiH3eiZMzTz7zUWdMTkV_Hty_063BZ9rsRfO1aD1wDaLLRN6siWzY9NamUQyKGX_i63vT88bqlMDrxdhDiNVAIGVOHWQClvJzLRKwXIiTGMoe05iG5ccA78lwMIDzhT5JiUQEFxWOj-2vnjo0SRWo80H0QJHJDc6ZhaTprRL_zG7sWvA5F80wNiLw) ## The key focus areas of revenue analytics ### If you do a Google search on revenue analytics today, you’ll find thousands of results, and you'll *still* be left wondering what it is. And if you look at the definition - well, there are so many different definitions in different contexts, and people will be using them for various purposes. > A very common definition is revenue operations. In fact, a lot of companies actually have revenue analytics as part of their revenue operations. And speaking of revenue operations - if you add up sales ops, marketing ops, and customer success ops, you’ll find yourself starting to wonder: “*Is revenue analytics just sales analytics, plus marketing analytics, plus customer success analytics?”.* You might look at it this way, but what I’ll be talking about in this article is a slightly revised or expanded version of this for two key reasons. **Number one is the scope**. When we talk about revenue operations, you've got sales, marketing, and customer success. Then, if you expand a little bit and think about the entire ecosystem, particularly for startups, that probably doesn’t cover all the differentiations. You likely have product, and finance in there, and if you're *not* looking at those two elements, you could be missing a **great** opportunity. For example, with the finance element, some folks are providing expense solution management, or maybe even credit cards. When providing those or selling a product on credit terms, you need to be taking into consideration whether your customer is going to pay you, if they’ll be paying on time, or if they’ve ended up getting into debt. And when you start thinking about acquiring customers, if you're not paying attention to those, you could turn things completely upside down in certain channels. So it's really important to get that in. The product largely comes into play with regards to the pricing. The product proposition and pricing goes hand in hand with sales, because we want to do promotions and get the pricing right, and decide where to position ourselves compared to our competitors. To me, this whole thing is an ecosystem, and you can't just go without considering the other elements, especially when you're trying to use analytics to drive the decisions to know more about your business. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) --- **Number two is the intersection of these sales or marketing analytics, or customer, product, or finance analytics**. It’s crucial to not just simply add everything up because sometimes one plus one is way greater than two. The key thing here is how you're utilizing the data from *different sources* to actually leverage it, i.e. if I'm doing marketing analytics, I’m looking at my sales data, my finance data, and lots of other data I’m acquiring as well. So that's what I wanted to point out in terms of context, but now you’re probably thinking: “*Wow, that’s basically everyone that’s involved in running the entire company, any type of analytics could be falling into this category.”*! > In my view, the top three things for us as leaders to focus on are investment decisions, optimization, and pricing. Investment in particular is so important. ![](https://lh6.googleusercontent.com/rmk7zWOfYKI53Yjf-uzMc-cciX86EIaTYSZH5zHeirzLqOcxQCM-0e5sycZLx_PwopEb2-LI77DaFOSQSaodr_dfMlMjyg7GIXNBaKHpj6jpG2KE_ziozEvosAi6jv7U32WuHiNXaGwOm6dEGfVakrr5JeDYelLGD-pvZFqLZUzxJJbI9-OIM4LZZlCFYw) ## Making the best investment decisions consistently ### How many of you in the last six months have faced a scenario in which you’ve received extra money and you’ve needed to figure out where to spend it? This is definitely a scenario you *want* to happen. But more often than not, people are facing scenarios where they *don't* have enough resources or enough money, and they need to decide what they’re going to do about this. Particularly when it comes to strategic decisions - you might decide that you’re going to shut down one sales channel, shut down one of your products, or actually just focus on one product. ***How* we're making those decisions is key.** The question here is not if we can make the decisions, it’s *how* we'll make the decisions. We could just flip a coin to help us choose between A or B. I'm sure your decision processes are way more complicated than that, but the question here is, how do we consistently make the right or the best decision? **It's not just a one-time, ad hoc exercise, this will have a huge impact.** The other aspect of those decisions is around BAU, running our teams, and monitoring what our teams are doing because it could have a massive impact in the long run. Even with your existing money, when you get into next year you can start thinking about how you can optimize your spending. ![](https://lh6.googleusercontent.com/RIV9Yn1bgAPL_xSDpvsDcBloCCSY6o1gSwuRKR6O3TLXUmScpT7AeBp0pad5zRRM0mshANChy-HKQRGayM665rlBjdUssLie3UBRy3NMIg65r-mI6NTFi9M5WJu6bKad82lo8vzGQRUx98p9JUmabGpA49YVOl6pL3vwGj7IG4WErDzBdxV2FsT4WB1Wbw) ## Investing in digital lead gen ### We live in a digital world, and I'm sure many of you actually have a digital acquisition channel in place. But the question is, how exactly are we making the decisions throughout the process? Because my organization FLEETCOR has acquired a lot of companies and I’ve worked on a lot of projects, what I’ve seen is that there are various different models feeding into different contexts and purposes. But if our teams are making decisions purely based on the information through marketing, or our marketing teams are making all the decisions, they're incentivized by how many leads they’ve brought in. Or if you're using an agency to help you to drive digital acquisition, they're incentivized by the number of quality leads coming in. Great, that's one way. > But you might be missing a great opportunity because if you go further down, look at the sales and combine the sales, are you actually converting them? Is there a channel that's actually converting them more effectively such as PPC, organic, Facebook, or LinkedIn? **And do we actually want those?** Some people will stop there. But if you go further down again, maybe some of the customers you acquired through a specific channel will stay there for six months to a year, and the rest of the customers acquired through other channels will stay there for five years. You’ll make a massive impact when you look at this **end-to-end**, and if you further expand that to finance and look at long-term revenue and how you acquired that. If it’s on a comparison website, you may end up attracting customers who renew every year and are trying to look for new solutions. So, I think the key question here is: How exactly do we do this consistently and have the message across the team? > When we make the decisions, marketing, sales, operations account management, and finance should all come in together. And in the long run when you're spending the money, you should really be looking towards the very end, to the profit that you're getting. Many companies are doing this already, but things change massively and very quickly. What you had three months ago could be changing right now, and the key to success here is actually having the dynamic solution in place to keep things refreshed on a regular basis. ![](https://lh6.googleusercontent.com/pxT-YlF4xreBRDN2FP214OXGVwHricz_ymTMA44psuWf0TdGSxzHS4ulbsdVni2BSd59faozXwlBe2MTZgdTJRzZKyeyIax7cvq8R7nj6_Pl4rnxpWlIqh8arbsdFrvFz_Bq7l0zXzk9a7yZT6JZL3v5hIj9_2C_W6AqIfr5RN3i2C87clclChDIYV9mXg) ## The importance of optimizing your sales pitches ### **The second focus area that I would suggest is optimization**. I think that's part of the revenue operations job already. And if you look at the sales ops and marketing ops, we’ve got dedicated people to actually do that. The thing to think about here is how we can use analytics to help drive better optimization in this process. If we're looking at those individuals who could be talking about PPC or keyword optimization, that’s our marketing professionals, the experts in that field. But it goes back to what we talked about earlier; we should not be looking at those in isolation. **We need to look at the whole thing holistically**. Take the sales pitch, for example. If you want to sell a product, either you do it digitally through a partnership or you actually have your sales team doing it. If we're doing it digitally, it's very common to see that when an ad posted on Facebook is clicked on, it takes you to a landing page. Alternatively, when you use PPC or organic, those bring up all different landing pages. And then when you design your landing pages, they’re all tailored to different audiences and keywords. The question comes in when we’re doing our sales pitch in-house with our sales team. - Are we doing the same thing? - And are we fixing the pitch? We look at the particular industry a customer is from and the size of that industry, and then we say, “It's the same for this group of customers.” If you're doing this already, that's great. At least you're looking at the industry and customer profile etc. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) However, I think that you can do way better by leveraging what data or information you have before through the initial interactions with a prospect. Let’s say you have two prospects. > One comes in and says: “Hey, I like service. I'm really interested in that.” > The other says: “You know what, I don't care about the pricing. What I really want is convenience.” When you go in to do the sales pitch, you probably think that you’ll talk about what they’re interested in because it’ll give you the highest chance of success. That is actually true in most cases. Are we doing that? And how do we do that? What's going beyond this? Is it over after we do the sales pitch? Maybe the takeaway here is to tailor your sales pitch based on the information you’ve already learned about this prospect. But it doesn't end there, because afterwards there is account management and customer success. You interact with the customers and you start doing the promotions and the bundled add-on products with them. **Later on, it will be really valuable for you to have this information.** For example, say you acquired this customer because they clicked on a Facebook advertisement or they came in-house through a referral, and the pain point for this company is cost saving, and the pain point for this other company is actually convenience. When we talk about add-on products later when we try to target them, or even in the current world if you talk about inflation, you start thinking about your pricing strategy. Are you going to take the same approach with everybody? The **information should flow through the entire organization** within revenue operations or in the broader ecosystem. It should not stop at the sales stage. ![](https://lh3.googleusercontent.com/FR0TyJgP5RERtwMSGTY8nUAOpO0T4mc2xuJQb84bSz9u8Sdw07OwmdxWe2m5p4nrd1VnwFv35FkffMVabCQwSvgZbwkcy8Ddt8152TdwGUbhdCgClKU9jWKwyM7cSNo8JgHRoBOn4jUGrjun5Fiqp4UwqUm268QleFLyBmJOIOve-ZUlrdls3EwU2pvL0w) ## Creating alignment and consistency through product pricing ### Again, this is a huge topic. We've gotten the sales promotions up front, and we might have bundles or special promotions going on. The big question here is consistency and alignment; are we doing it dynamically and quickly enough? You might be talking to your pricing team about the need for promotions. Then, if you’re using Salesforce you might have to set everything up there. And by the time you’ve sorted all of this, you don't have the time to do marketing. Or if you're consistently doing the promotions to a specific group. I don’t know if many of you have experienced this, but a lot of companies in the consumer industry experience certain customers that are mega-sensitive to price. Especially with some of the comparison websites, they form a habit; they go on them every year or so to find the next best deal. ![](https://lh6.googleusercontent.com/G0uns--Narke8gfY0Be4VvdMS1lPO6PkTDuCLjjHRQ7ExZHiotW8R2GiPhoRzNLXrqbuL76PQBh9e0qextnUsKBMGzQdSJ_Z8lhd1LOW_0QC88lAto4OuNJeLftdFElVRn90TE-eOYxcYBNd3n2HD-EkxkSTSz3-nO3_5tk72nmbODsZw-pywjBaRzJiBQ) If you’re focusing on your efforts in those areas, then it's going to be a big challenge for you financially. My suggestion here is to start revenue analytics and put the focus on those top three priority areas - investment, optimization, pricing. I keep talking about two key terms here. One is **dynamic**, and the other is **consistency**. These are the two things I think everyone's looking at, as well as alignment across the team. And once we have that, you’ll see that it actually makes a difference. ![](https://lh3.googleusercontent.com/y-xyi0keM22LMTc_LaaDUx38GKCmAad-W-GZ_QpFcZdc8rkeOKv0IyfR-eSX0HGsgMH5mzOFjIHiDJeDZpafPpUNlbEh36jVPRO1PBj1l_DDylr4-XyxKDO6mf4kl735zEPFzWlZvAmxoP2iqbf45t9RbzjCLihQZ424W-c1EU6VkcQnU9rx9Lgz0crXCg) ## So how do we get started? ### What I’ve experienced is that we all talk about data and analytics, but it's just such a big term and it's really difficult to get started. The key thing in this area is availability and quality. > Do you have the data available? > And are you capturing this today? If you don't have quality data, you could be making the wrong decisions. So what do you do about this? This goes back to the prioritization and the focus areas. For the quality and availability needed to get started, you just need to narrow down the scope and focus on your key areas. You also need to have a proper platform, either in-house or work to get external vendors to help you with that. In the longer term, I think what's important for us as leaders is the culture, setting this thing up, and creating alignment across the board. **It's a journey**, not a big bang; it will take you a long time. ![](https://lh5.googleusercontent.com/gqeaXFP-3aY9qB0Sr9_x9rE9cKvKNNI0lx4n7g_XDFp24j15z3JNo63aLArRyCbQNySvEtlRB60yGUAfONFFchNFLIylb3rvlbGNp2JD4gAkcGgrT9aYV1F0CTFG_w6HfuFQVk8VDOl07KcvbLcLd5Qnld5CjggLPvZLlUuZTvy-1PZcx21vs4WGayg3mg) Thanks for reading, I hope you found some of these insights useful. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### “A dedicated time to learn without distraction.” - Laura Wheeler, Renegade Operations URL: https://www.revenueoperationsalliance.com/case-study-laura-wheeler/ Last updated: 2024-03-14T15:08:12.000Z Laura Wheeler, Founder of Renegade Operations, recently attended our *first-ever* Revenue Operations Summit in Austin. We caught up with her to learn more about her experience as a speaker and attendee of this exciting RevOps event. Laura has held roles from inside to outside sales, leadership, sales operations, and enablement. She now applies her expertise to consulting early-stage start-ups on how to build, hire, and optimize their GTM operational strategy. Laura discusses: - [How she found out about the Revenue Operations Summit in Austin](https://www.revenueoperationsalliance.com/case-study-laura-wheeler/#how-laura-discovered-the-revenue-operations-summit-in-austin) - [The value she gained from attending the Revenue Operations Summit ](https://www.revenueoperationsalliance.com/case-study-laura-wheeler/#the-value-laura-gained-from-attending-the-revenue-operations-summit) - [The experience of networking at the summit](https://www.revenueoperationsalliance.com/case-study-laura-wheeler/#networking-at-the-summit) - [Her experience as a speaker in Austin](https://www.revenueoperationsalliance.com/case-study-laura-wheeler/#laura%E2%80%99s-experience-as-a-speaker-at-the-event) - [The key takeaways from the event](https://www.revenueoperationsalliance.com/case-study-laura-wheeler/#laura%E2%80%99s-key-takeaway-from-the-austin-summit) - [What she’d say to someone considering attending a Revenue Operations Summit ](https://www.revenueoperationsalliance.com/case-study-laura-wheeler/#what-laura-would-say-if-you-were-considering-attending-a-revenue-operations-summit) ## How Laura discovered the Revenue Operations Summit in Austin Laura has been a part of our sister community Sales Enablement Collective for the last two or three years and has spoken at SEC events in the past. Then she discovered Revenue Operations Alliance and started to follow our events and webinars. > *“I love joining ROA’s virtual events. So, when I found the Revenue Operations Summit in Austin, which is pretty close to me, I definitely wanted to attend.* “I’m **really passionate** about this topic, so I also wanted to apply to be a speaker.” Laura continues her exploration of Revenue Operations Alliance and our sister communities: “As I joined the community, I started to do my own research into what events were being held. ROA does a good job of making everyone in the community aware in the Slack channel. “I had no idea that all the sister communities were combined into one event. So being a member of a couple of different communities, I saw the Austin event being announced.” ## The value Laura gained from attending the Revenue Operations Summit “The value for me is twofold. One is that I want to network with like-minded people, I always want to be continuously learning. “However, I also think that we're in this world now where we sit in this virtual box, and can attend many, many webinars, and it's back-to-back in our normal routine. “It was really nice, leaving this box and going to an in-person event. You can minimize the distractions that are happening. Online, you're constantly being pulled in different directions. “So really, I think the main impetus of me wanting to attend an in-person event was to shut off all of the other things and take dedicated time for myself without those distractions. And **be *really* present with the content** in an environment where I can have learning at the top of my mind and be a sponge. > *“That was super important.”* ## **Networking at the summit** “ROA did a really wonderful job of giving us resources to connect with people before the event. If I'm going to go to an event, especially if I'm speaking, I want to know who the other speakers are and connect with them on LinkedIn. “Having access to the speaker assets and having a hashtag made it easy to pre-connect, especially as the branding is very recognizable in the communities. “During the event, everything was really well organized and easy for me to network with other people.” ![Speakers at Revenue Operations Summit in Austin](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/IMG_7663-3--1-.jpeg) ## Laura’s experience as a speaker at the event Laura explained she was “a little bit late in applying” to speak so secured a spot on the waitlist and was later selected to speak at the event. “It was a **really easy process**. Jack Debono, *Head of Community at ROA*, met with me, and we talked through the topic to make sure it was relevant for the audience and wasn't duplicative. “Leading up to the event, it was really cool to be able to tease some of the ideas with the people that I networked with pre-event. “And because the event was one-track, everyone attended each talk, which is great. People were really looking forward to hearing from all of the speakers and the topics were wonderful. “The setup was great. It was very easy to deliver my presentation because people were so eager, kind, and present. Saving time for Q&A afterwards, and opening up those lines of communication was really cool.” ## **Laura’s key takeaway from the Austin summit** “The event was a constant reminder **we all have these challenges**. And we're all we're not alone in trying to solve it. “I actually heard that multiple times at the event. “Often, after just being in this virtual box, we forget we have an entire network and community of people that we can actually ask for help from. > *“So, my biggest takeaway is the reminder we don't have to do this alone, other people are still struggling with it.* “The cool part is: maybe I’ve solved that problem before. Being able to listen to someone struggling through what I had struggled through, and being able to say, ‘Hey, have you thought about XY and Z?’ And having their minds blown, the act of helping other people and sharing expertise was also very rewarding. “So, it goes both ways, where you feel really empowered by the knowledge that you have, and you feel empowered that people are also struggling with things and you can learn how to solve those problems too.” ## What Laura would say if you were considering attending a Revenue Operations Summit “I would say: absolutely choose to attend an in-person Revenue Operations Summit.” “Whether it's in a location far away or close to you – whatever floats your boat. But plan ahead, and use the event as part of your learning experience. > *“I would just say: *do it.*”* “When I posted about going to this event, a lot of people were like, ‘We’ve never heard of this event before, tell us how it is. Was it worth it?’ “For me, **it's always worth it** if you put the energy and effort toward it.” Laura suggests connecting with attendees and speakers in advance, so you can plan to connect with them at the event. You can even plan meetings in the days before or after the event to catch up with your connections in the area. “I even gained some followers on LinkedIn from just posting about the summit and they weren't even joining. “While you're there, take great notes and takeaways and then connect with everyone afterward. I've already had three or four conversations with people afterwards where they've asked for a framework or I connected them with a vendor because I heard they were having a problem. “**It's not just an event.** It's a way to make sure that you are staying on top of your RevOps game. You can share your ideas and gain a network. > *“Your network is your net worth, so investing in that is definitely worth it.”* ## Feel like you’re missing out? Did you get FOMO after reading what Laura had to say? Don’t worry - there’s more where that came from. 👀 Check out our event calendar to discover when the next Revenue Operations Summit is happening near you and book your ticket now! [📍Find your nearest RevOps Summit!](https://events.revenueoperationsalliance.com/) ### Revenue enablement: How does it relate to coaching and training? URL: https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/ Last updated: 2025-08-04T16:15:16.000Z Coaching and training your revenue team is one of the core elements of revenue enablement, and enablement often falls under the responsibility of [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/). It begins with onboarding, and ensuring that new hires get to full productivity as quickly as possible without rushing them, or leaving them without the necessary skills, attitudes, and techniques to excel in their roles. > *It doesn't end there, however.* Everboarding, training, coaching, sales-readiness. Whatever it's named in your organization, the teaching doesn't stop after a few weeks of onboarding. Truly effective [revenue enablement](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) means continuously working to support sales, marketing, and customer success teams, whether they're full of new hires, or experienced reps who can improve their talents. This article covers: - [Onboarding](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/#onboarding) - [Training and coaching](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/#training-and-coaching) - [Sales skills](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/#sales-skills) - [Marketing skills](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/#marketing-skills) - [Customer success skills](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/#customer-success-skills) - [Training your RevOps team ](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/#training-your-revops-team) ## Onboarding While continuous support and ongoing coaching are vital to revenue enablement's long-term success, step one is onboarding. While onboarding is the first step in bringing a rep up to speed, it's by no means the easiest. Onboarding is an important step to get right because it's your chance to instill good habits and pass on best practices to incoming reps who will, in time, form the backbone of your revenue team. You want the onboarding experience to be enjoyable and worthwhile for new team members so they feel welcome and supported, while also providing them with the skills and attitudes needed to contribute to the organization (with as quick a ramp-up time as feasible too). Onboarding is also the first place where revenue enablement can *really* leave its mark; so it's a nice one to get right when it comes to proving your value to the [C-Suite](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/). There's a huge range of different approaches to onboarding, with some revenue enablement professionals being proponents of slightly longer preparation and training times to get the biggest payoff down the line, and others believing efficiency and effectiveness can be found quickly. There's no right answer, of course. But it's important to keep an open mind and learn from other revenue enablement professionals' approaches. While you might not like the entire system, there's always nuggets of wisdom to be found. [Managing organizational culture as your revenue team growsIn periods of rapid revenue growth, your team will also have to grow to keep up with demand. But managing org culture can become a challenge in hypergrowth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--49-.png)](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) ## Training and coaching As important as onboarding is, every [revenue enablement](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) practitioner knows the hard work doesn't stop there. Reps need to be continually trained and coached after being onboarded. This means teaching new skills as well as refreshing old ones, to ensure that sales reps are always working with industry best practices. It doesn't matter whether you're in-person, [virtual](https://www.revenueoperationsalliance.com/making-enablement-work-in-remote-settings/), or in a hybrid training session environment. If you're continuously training your reps, they'll be constantly learning. That means ongoing improvement and growth, both for your teams and your organization as a whole. That's how you maximize revenue growth consistently. It's important to analyze where reps are strong (and can teach their colleagues), and where they're weak so that you can tailor training to specifically target weak spots in rep behavior. --- [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) --- This is important because if a sales rep is absolutely stellar at making discovery calls but can't quite close deals effectively, there's no reason to pile on a bunch of discovery call coaching. Otherwise, you'll just annoy your reps with unnecessary pieces of [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) that they won't even try to remember. As a revenue enablement professional, you have to recognize the needs of your reps. This means knowing when to apply broad training across the organization, and when to hone in on more personalized coaching where necessary. The way an enabler conducts a training session itself can have a huge impact on information retention. It's possible to present the exact same information in two different ways, and one way will be far more memorable and useful to reps than the other. As mentioned before, the enablement community is an open one, and there's always the opportunity to learn and take advice from your revenue enablement peers when it comes to training and coaching best practices. [Game on: Get your sales team pumped with these 5 training competition ideasDebbi Varela talks us through five training competition ideas for your sales team, to enable their success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDebbi Varela![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/22.png)](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ## Sales skills A sales team full of reps who are highly skilled will perform better than a less-skilled team. That's the nature of sales. When you're leading a revenue enablement department, you have to be in-the-know regarding the essential sales skills every modern sales rep should have. The sales landscape is constantly changing, and with that means new skills come to the forefront. Remote selling skills, new AI technology, and more that your sales team needs to master. Whether it's social selling, [buyer-centric](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) selling, evolving rep roles, or something else, there's always a new trend to keep your reps updated with. So naturally, sales skills development is a key element for any revenue enablement professional. It goes without saying that different sales roles require different skill sets, and the responsibility lies on revenue enablement to provide each position with the skills and talents they need to contribute to the organization's goals. When it comes to sales skills, enablers have to keep one thing in mind: sales is about persuasion. Strong persuasion skills can be taught. Your reps who are weaker when it comes to sales persuasion can be improved with the right skills. While you can train reps on how to use the latest tools and tech in the sales realm, the actual skill of persuasion always has to be a consideration as well. Ultimately, when it comes to sales skills, what you’ll find is that there are countless strategies and methodologies out there. As a revenue enablement professional, it's your role to keep an open mind and absorb as much knowledge from across the sales landscape in order to become a better version of yourself. Through having an open mind, you'll pick up methodologies, tips, advice, training methods, and more from your peers which will shape your revenue enablement department into the best possible version of itself. [What is sales content management?Learn how to create, store, organize, distribute, and manage sales content to improve sales performance and speed up the sales cycle.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/06/ROA_Framework_Tiles_2_knowledge_sharing.jpg)](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) ## Marketing skills Similarly, a highly skilled [marketing team](https://www.revenueoperationsalliance.com/what-is-account-based-marketing/) will do wonders for generating brand awareness and lead generation. Therefore, you should stay up to date with the latest marketing trends and skillsets. Ensuring your marketing teams have the right resources to keep up with industry trends and upskill themselves is a huge part of revenue enablement. Developing a place to store marketing materials is key to ensuring all your marketing executives have access to key recordings and best practices, enabling easy sharing of information across the team. Whether your marketing team is full of generalists or is split into specialists (eg. [product marketers](https://www.productmarketingalliance.com/what-is-product-marketing/), [revenue marketers](https://www.revenuemarketingalliance.com/training-skilled-field-marketers/), etc.) there are some basic skills all your marketers will require, such as storytelling, copywriting, and data analysis. And some more specific skills that will need further training, such as product positioning, or agile marketing. As an enabler, you should understand which skill sets are required for each of the roles on your marketing team, and tailor the training program to their responsibilities and weaknesses. [The importance of building a creative culture as a CMOUnearth the importance of fostering creativity as a CMO. Boost performance, attract talent, and differentiate your brand with innovative ideas!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceWill Whitham![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMO-creative.jpg)](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) ## Customer success skills [Customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) teams hold a wide skillset that must be maintained to allow them to serve your customers effectively. There are many customer success events and courses that can help your team upskill. Skills required for customer success managers include change management, empathy, communication and conflict resolution. **Mark Higginson**, Chief Customer Officer at Roster, suggests your customer success team should also be confident in [sales skills](https://www.customersuccesscollective.com/why-sales-skills-need-to-be-a-part-of-every-csms-tool-kit/), such as identifying goals, aligning them with goals, and forming mutually beneficial partnerships. As an enabler, this might be the perfect opportunity to integrate your sales and customer success training days. These teams can interact, learn from each other, and make better cross-team connections. Leaving your team more aligned, and equipped to deliver value to your customers. It’s a win-win! [A strategic guide to monetizing customer successSwati Chopra shares how to transform customer success into a key part of your revenue machine by fully utilizing customer segmentation.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceSwati Chopra![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--18-.png)](https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/) ## Training your RevOps team Don’t forget that your revenue operations team will require training too. Whether it’s upskilling on a new tool, or learning revenue strategy best practices, RevOps isn’t above [continuous learning](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/). Whether your team prefers articles, reports, podcasts, attending events, online courses, or community networking, staying up to date on the latest revenue operations landscape is key to forging ahead. Fancy getting a RevOps certification? Our Revenue Operations Certified: Core course provides you with the insights you need to lead your revenue strategy with confidence. [Get certified. ](https://certified.thealliance.io/course/revenue-operations-certified-core) ### How to identify a suitable pricing strategy URL: https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/ Last updated: 2024-03-12T16:14:51.000Z We’ve said it before, and we’ll say it again: pulling an idea from your mind and popping your product on the shelf isn’t a doddle - far from it. Having conducted [competitor intel](https://www.competitiveintelligencealliance.io/competitive-intelligence-complete-guide/), and successfully built a [business case](https://www.productmarketingalliance.com/how-to-create-business-case-messaging/?ref=gotomarketalliance.com), you’ve got the thumbs up from stakeholders. But before you can sit back and give your team a whopping high-five, it’s time to address perhaps the most important stage of the whole process: deciding on your pricing strategy. In this article, we explore: - [What a pricing strategy is](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/#what-is-a-pricing-strategy) - [Calculating price elasticity of demand](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/#how-to-calculate-price-elasticity-of-demand) - [Six types of pricing strategy](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/#what-are-the-six-types-of-pricing-strategies) - [How to choose your pricing strategy](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/#how-to-choose-your-pricing-strategy) After all, if you set your price point too low, your blood, sweat, and tears, will amount to next to nothing. That said, if your pricing strategy is way out of sync with your target audience, you may as well round up your prospects, pop ‘em in a jumbo jet, and fly them to the HQ of your rivals yourself. You’ve gotta find the perfect balance. Thankfully, we’re more than happy to take you under our wing and guide you through pricing perfection. ## **What is a pricing strategy?** A pricing strategy is the model and/or method an org uses to price their product or service suitably. There’s no escaping the fact pricing your product or service is tough. Real tough. After all, your target audience may share the same pain points, but their budgets will inevitably vary. The process helps companies generate maximum profits, whilst simultaneously taking into account the buyer, as well as trends within the market. Pricing strategies also differ depending on the nature of your company and circumstances, which makes teaching it somewhat tricky, because there really is no such thing as a one size fits all approach. Before we check out pricing strategies, let’s put price elasticity of demand under the microscope. ## **How to calculate price elasticity of demand** As we said, there are many different strategies you can use when pricing your products. But irrespective of which one you choose, there is something you need to take into consideration - price elasticity of demand. “What on earth is the price elasticity of demand?” we hear you say. Price elasticity of demand is used to determine how a change in price can have an impact on consumer demand. There are some products consumers continue to purchase, even if prices increase. For example, milk. If the price of milk increased by 10%, it’s unlikely there’d be a huge change in the demand. Other products, however, suffer when their price fluctuates. These are known as elastic goods. For example, Coca-Cola. If the price goes up, there are other, cheaper sodas available and the buyer can get their sweet, fizzy fix elsewhere. It’s time to pop your math hat on, ‘cos we’re throwing a formula for calculating price elasticity your way: > *% Change in Quantity ÷ % Change in Price = Price elasticity of demand.* ## **What are the six types of pricing strategies?** Pricing strategies are like the Nightmare on Elm Street franchise: there’s a fair few of them to plow through: - Competitor-based pricing - Cost-plus pricing - Value-based pricing - Dynamic pricing - Penetration pricing - Price skimming So, we’ve decided to save you valuable time and have included six of our recommended pricing strategies, starting with competitor-based pricing. ### **Competitor-based pricing** Orgs using a competitor-based pricing strategy get an indication of how much to charge by checking out pricing structures at rival companies who’re offering products or services similar to their own. When businesses are competing in a highly-saturated market, it’s not unusual for them to opt for this strategy. After all the slightest price difference can sway a customer's decision in their favor. Let’s say company A has been designing specialist sales enablement tools to save product marketing teams’ time when producing templates and frameworks. If company B enters the market and offers a similar product priced at $39.99 per month, company A can price strategically and set a monthly cost of $34.99\. This pricing strategy offers prospects the chance to solve their pain points at a lower price. As is often the case, there are pros and cons fixed to competitor-based pricing; ‘cos we’re a positive bunch, we’re gonna start with the good news first. #### ****Competitor-based pricing pros:** For starters, it’s a piece of cake to implement. All you have to do is spend half an hour or so searching your competitors’ pricing pages and you’ve got the info you need. Secondly, to a degree, you’ve got some certainty. After all, if customers are willing to spend $100 for their solution, for example, providing your solution’s on par, why wouldn’t they be willing to fork out the same amount for your product or service? #### ****Competitor-based pricing cons:** Now for the less glam news. You don’t have **your* pricing strategy. You’re more or less copying someone else’s, in which case, you’re not differentiating yourself, nor are you considering **your* costs. When was the last time you saw 007 ride shotgun in his state-of-the-art Aston Martin and give the keys to the villain? Exactly, we never have, and never will see this happen. With competitor-based pricing, you’re putting your destiny in the hands of the enemy. Plus, there’s a saying in product marketing we’d say goes a long way: when possible, give the people what they want. Just because people are willing to pay a certain price for something, doesn’t necessarily mean they’re over the moon to be doing so. Show them your deck of cards, let them know why you’re different. You may spring a few pleasant surprises. [Best competitive strategy for each business lifecycle stageDiscover strategic approaches for each stage of the business lifecycle. Stay competitive, innovate, and navigate towards sustained success![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlex Walton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CIA-lifecycle.jpg)](https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/) ### **Cost-plus pricing** The cost-plus model is essentially adding a percentage for profit to your costs. For example, if the total cost for a pair of trainers adds up to $60 and a company wants to make a 30% profit on each pair, the cost per item would be $78, with $18 profit. Remember, this model is more widely used among physical products because their material costs can be easily identified; the same can’t necessarily be said for SaaS products. Nonetheless, if you’re a SaaS business trying to follow this model, look at costs like people’s salaries and the number of hours spent building your product. But remember, pricing based on these costs will more than likely rely on a level of assumption. So, why do orgs lean towards this approach? #### ****Cost-plus pricing pros:** For starters, it’s simple and generates profits - and we all love making money, right? Any product marketer will tell you communicating a price rise is no walk in the park - they’d be right. However, if you apply this model and your costs increase, there’s a direct correlation to your customers’ price increase too. #### ****Cost-plus pricing cons:** As we mentioned with competitor-based pricing, there are two sides to the coin. The key disadvantage of cost-plus pricing is it doesn’t factor your competitors into the equation. By ignoring competitor pricing, there’s a good chance you could end up charging considerably more and achieving small profits, or considerably less and giving away potential profits. Another problem with this model is it doesn’t encourage the people who are building your product to be prudent. If you’re not careful, people can go in with the attitude of ‘well, we’re going to add 30% onto however much it costs us to make, so it doesn’t matter how much it costs, we’ll profit anyway’. Wrong. If your costs become too high, your retail price will be too high, and people won’t buy it. It also doesn’t take into consideration the customer and what their perceived value of your product is, and how much they’re willing to spend. The cost-plus model is very company-centric and so even if it’s technically beneficial to your bottom line, it can create obstacles for sales because they aren’t able to justify the price; this can result in lots of discounts which negates the whole point of the model itself. Finally, although we mentioned price increases might be easier to justify if the price of materials etc. rise, you have no control over how often and by how much by these costs will go up, and there’s only so many times you can up your price in a given period before customers start to get antsy, but if you don’t reflect the difference in your price, it’ll eat into your profits. It also doesn’t account for unknown costs that come as you grow - like marketing, sales, and new hires. [Budget planning for RevOps 101Make your RevOps budget go further, and advocate for the resources your team needs by learning the ins and outs of RevOps budgeting.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/08/alexander-grey--8a5eJ1-mmQ-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) ### **Value-based pricing** The third strategy in our list is value-based pricing, a method whereby you set your price based on how much different customer segments believe your product’s worth. Consequently, the price you charge can vary from customer-to-customer or segment-to-segment. Before we get stuck into how this one works let’s set the scene a bit, again, using Nike running shoes as an example. Imagine Nike is all set to launch its brand-spanking-new shoe (product A) and Reebok has already launched a shoe of their own, (product B). Both are lightweight, both are targeted towards endurance runners, and both come in a variety of colors. Nike’s running shoe, however, comes with high-performance insoles built-in. Reebok’s doesn’t. Nike’s shoe targets endurance runners who need extra support underfoot, Reebok’s shoe targets all endurance runners. With value-based pricing, you need to look at what the next best alternative is and how much people are willing to pay. In this case, that might be buying an ordinary running shoe and the insole separately. Next, you need to understand what about your product is different, so in this example, that’s the built-in, high-performance insole. The final (and trickiest) step is putting a monetary value on that differentiator. How much are people willing to pay to have the insole built-in to their shoe rather than buying it separately? To get the answer to this, you need to get out there and do some qualitative research. Let’s pretend you’ve done the research and the result is shoe B costs $50 and separate insoles set people back $10\. However, your customer would be willing to pay an extra $15 to have that feature built-in from scratch. 50 + 10 + 15 = $75\. That’s your value-based price. #### ****Value-based pricing pros:** So, what are the advantages of this method? It gets to the bottom of what your customers are willing to pay with more accuracy. Sure, you could argue competitor-based pricing does this because customers are willing to pay for their product (they’d be out of business if not!), but value-based pricing puts your potential customers at the heart of that journey as well as differentiating you from your competitors. As always, never underestimate the value of talking to your customers. #### ****Value-based pricing cons:** The biggest downside is the time. As you’ve probably gathered, value-based pricing requires a lot more time and resource than the other two methods we spoke about but you know, as they say, if something’s worth doing, it’s worth doing right. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### **Dynamic pricing** Otherwise known as demand pricing, surge pricing, or real-time pricing, dynamic pricing is a flexible pricing strategy influenced by market demands, as opposed to a traditional fixed-price structure where prices for goods and services remain the same at all times. The same product or service is sold to different people for different prices. Factors influencing the price a customer pays can vary depending on numerous factors, including: - Customer location, - Time of day, - Day of the week, - Level of demand, - Stock levels, or - Competitor pricing. Generally speaking, dynamic pricing is used by fast-paced, B2C businesses, and it’s a price structure that’s logistically more suited to e-commerce because price changes online can be amended quickly and automatically with little-to-no staff input after initial set up. It’s also worth mentioning dynamically lowering prices can increase demand, while dynamically raising them is typically used when there is a strict constraint on supply. So, how is dynamic pricing automated? Initially, product marketing needs to identify the market factors that’ll make dynamic pricing acceptable for customers. For example, customers will see value in increased prices for a hotel room in a full hotel or a room with a sauna in it, but not for the model of TV in the room or the quality of the sheets. These market factors are then used to set an algorithm in place, which is used by software agents who work in the background analyzing this data and adjusting the pricing accordingly. In terms of frequency, these prices can be adjusted as often as required - sometimes even up to once every hour. Although dynamic pricing can work across many industries, it’s most commonly found in hospitality with things like changing hotel room price structures, early-bird tickets to events, and widely across the transportation industry - such as airline tickets, London’s congestion pricing, toll surcharges during busy periods on San Fran Bay Bridge or Sydney’s Harbour Bridge, or off-peak public transport. On a day-to-day basis, consumers frequently see dynamic pricing, whether it’s during happy hour at the local pub, buying tickets to a baseball game, Uber’s Surge charge, or from their electricity supplier with peak and off-peak rates. However, despite being a fixture in modern commerce, the legality surrounding dynamic pricing can be a little grey. It can and has been argued that dynamic pricing has its roots in price discrimination, which is illegal depending on the criteria used. It’s illegal if race, sexuality, gender, or religion are factored in; price discrimination is also a no go if it violates antitrust laws set up to ensure fair competition in an open market. #### ****Dynamic pricing pros:** There are many advantages to a price structure as flexible and fluid as this though and changes don’t always have to go up. Flash sales can help businesses or consultants reach targets, and pricing can be dropped to boost sales in slow periods or for a less-popular product. Pricing drops can also help put bums on seats in the lead up to entertainment events like sporting events or music concerts, for scheduled flights, or to fill empty hotel rooms, because when it comes to service-based sales, open seats equates to zero revenue. Being able to raise or decrease pricing depending on product availability is another benefit of the dynamic pricing structure. For example, it’s much easier and cheaper to grow citrus fruits in the summer months, creating savings for growers that can be passed on to customers. This, in turn, allows growers to increase prices in the winter months where growing citrus is more labor-intensive and expensive. Consumers often see this in their local fruit and veg shop or supermarket. Of course, prices are often increased too. Maximizing profits is a key goal for any business, and dynamic pricing allows businesses to compare their price point with that of the competition and increase it if there’s wiggle room. After all, there’s no point selling a product as cheaply as possible if customers would be willing to pay more for it, while still seeing value for money. #### ****Dynamic pricing cons:** On the flip side of all these benefits, it’s important to remember that everyone hates feeling ripped off, and many customers who notice varying pricing will feel like they’re being taken advantage of, or that they’re less important because they haven’t been given the best price. This can lead to customer alienation, future loss of sales, and lack of customer loyalty. Consumers don’t always look at the possibilities that dynamic pricing could result in better bargains, but can assume it’s being used to charge them more money than the next person. So the issue to consider first and foremost when adopting dynamic pricing is the perception of fairness that customers will have. Many shoppers these days are very aware of dynamic pricing, even if not on a conscious level. Savvy shoppers identify themselves as ‘bargain hunters’ and shop around for the best price at the best time. This means many customers may hold off purchasing a product until the best possible moment, skewing product demand statistics. Although a price war’s the last thing anyone wants, this can be a byproduct of dynamic pricing. Price wars can force prices so low that they become unsustainable, which isn’t good for your product, your competitors, or the customer. Automated adjustments will help ensure this doesn’t occur as pricing models are regulated. ### **Penetration pricing** When companies are launching a new product, there’s one thing they’re interested in: customers. Sure, the whiff of hard-hard cash is delightful, but if you don’t have any customers buying your product or service, you’ll find yourself stuck up the proverbial creek with no paddle. To reduce the risk of this occurring, companies use penetration pricing. They price their product lower than their competitors to prompt an initial surge of sales during the initial release period. Penetration pricing pulls on the heartstrings of the prospect, with the strategy targeting the customer’s urge to secure the best deal possible. Introducing comparatively low pricing means the customer will earmark the brand as the more affordable option, and you’ll always win a fan or two when there’s money to be saved. This pricing strategy is in operation more often than you may think. For example, streaming services, such as Spotify and Netflix continue to pit their wits against the big-boys of music and film/TV, while Android and Samsung position their products as the more affordable alternative to Apple. #### ****Penetration pricing pros:** Penetration pricing can work wonders for your brand if the market is right. Given the lower-price of the products on offer, this generates increased customer interest, brand loyalty, and eliminates competition from companies who simply cannot afford to match your offer. #### ****Penetration pricing cons:** On the flip side, when penetration pricing is applied in the wrong market, this can lead to a poor customer experience, generate price wars, or even lead to people forming a poor perception of what your brand represents. Penetration pricing is often confused with price skimming, when in fact, they’re two different approaches. Ok, we won’t keep you waiting - here’s a brief insight into price skimming to round off our insight into your pricing options. [Empower your employees with a customer-centric cultureDrive business success by empowering employees to maximize every customer interaction. Foster a culture of customer-centricity now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGrace Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CSC-leadership.jpg)](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ### **Price skimming** While some companies adopt the penetration strategy and price their product at a lower price, advocates of price skimming adopt a different approach, instead opting to charge a high price at launch, before reducing the price as time goes on. This method is particularly effective when the product or service in question is part of a premium market, or if the target customers ‘don’t have a choice’ but pay the price because it’s not available elsewhere. #### ****Price skimming pros:** Research and development costs when taking a new product or service to market stack up; suffice to say, the costs that can accumulate aren’t a drop in the ocean. Price skimming is beneficial because it can help orgs recoup the money they’ve spent during the research and development processes. Take Apple, for example. They reap the benefits from short-term profits that are through the roof when they launch a new gadget. The higher prices can be justified given the trailblazing approach to technological innovation at the given time. Price skimming can also create an element of prestige surrounding your product or service; it creates the impression your offering is a must-have. Introducing high prices in the early stages attracts customers who are status conscious, and provides you with a much-needed buffer when it comes to reducing the price in the future, if needs be, when rivals enter the market. It could be suggested if you were to introduce a low price to begin with, then this would heighten the sensitivity surrounding price amongst your target market, in which case, it’d be difficult to increase rates in the future, without jeopardizing your relationship with your customers. #### ****Price skimming cons:** Ever bought a brand-new shirt from your favorite department store, only to see it in the sale the next day? Pretty frustrating, isn’t it? Reducing your costs after the initial launch period can trigger the frustration amongst product evangelists who invested their faith (and cash) in your product when it launched; let’s face it, nobody wants to generate bad PR. Sure, your revamped pricing may increase your demand, but you’ll alienate early adopters in the process. Add to that, price skimming can also prick the attention of your competitors; while the strategy is introduced to generate custom, it could well have the adverse effect and drive prospects into the arms of your rivals. Introducing a high-pricing model can yield great success, in which case, this is bound to prompt serious intrigue amongst competitors interested in capitalizing on the market demand. [The ultimate guide to building a GTM strategy: Steps, tools, and best practicesA Go-to-Market strategy outlines how a company will introduce and sell a new product to its customers. Learn the steps and tools you’ll need for success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAmelia Wilson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--44-.png)](https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/) ## **How to choose your pricing strategy** We’ve outlined a select few of the pricing strategies available, but ultimately, there’s no definitive answer when choosing a solution for your company - it all boils down to one thing. That’s right: personal circumstance. Businesses need to utilize a pricing strategy to drive cashflow. To do so, you’ve got to be crystal clear on: - The cost of producing your product - The value of your services to your clients - How much your customers have and want to spend - The overall running costs of your business - What critical costs need to be covered short-term (e.g. loan repayments) - How your competitors price their products Pricing needs to take every one of these principles into account to drive optimum profit. Who knows? You may even have to go through your business plan with a fine-tooth comb and consider factors such as brand development, team restructuring, etc. before you can draw a definitive conclusion. Remember, your pricing strategies are by no means definitive. You should continually assess your plan and make changes whenever something isn’t working as you anticipate. Your decision-making process can be dictated by simple metrics such as sales figures and churn rates. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Proactive vs reactive revenue operations strategy with Jordan Shaheen URL: https://www.revenueoperationsalliance.com/proactive-vs-reactive-revenue-operations-strategy/ Last updated: 2024-04-18T14:38:17.000Z This week on RevOps Unboxed, Sandy sits down with Jordan Shaheen, Head of Revenue Strategy and Operations at Candid, to discuss the benefits of a proactive revenue operations strategy. Including prioritizing tasks, staying flexible, and getting your hands dirty with your sales team. ## About our guest, Jordan Shaheen Jordan is an accomplished RevOps professional with over five years of experience orchestrating revenue operations and business development. Throughout his career, he has collaborated across departments to develop and sell new products. His expertise in revenue planning, market segmentation, and operations is demonstrated in his current leadership role at Candid. You can follow Jordan on LinkedIn [here](https://www.linkedin.com/in/jordanshaheen/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ## More from Jordan... [Managing a major product change with Jordan Shaheen \[Video\]Jordan Shaheen dives into his experiences of managing the revenue strategy while moving from DTC selling to a B2B strategy. Watch the video.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/02/ROA_Youtube_Thumbnail_Template_.png)](https://www.revenueoperationsalliance.com/managing-a-major-product-change-video/) [The power of embedding RevOps as a strategic functionIn this article, three senior RevOps leaders share their insights into building a revenue operations function within your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--10-.jpg)](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) [“There’s no revenue operations community quite like ROA” - Jordan Shaheen, CandidLearn what Jordan Shaheen had to say about his time as an ROA ambassador and active community member. He implores you to “just join” the community.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/ROA_Case_Study_Template_--6-.png)](https://www.revenueoperationsalliance.com/case-study-jordan-shaheen/) ### What is revenue leakage and how do you prevent it? URL: https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/ Last updated: 2025-08-04T16:15:51.000Z Revenue leakage: it’s something you want to avoid, but what is it exactly? And how **can you stop revenue leakage from draining your profits?** We define revenue leakage as: > A loss of revenue due to weaknesses in a business’s revenue management processes or other unnoticed causes. This can cause serious issues for [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams seeking revenue growth within their organization. In this article, we'll provide you with **the rundown on revenue leakage,** why it happens, and how to prevent it in the future. - [What is revenue leakage?](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/#what-is-revenue-leakage) - [Why does revenue leakage matter?](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/#what%E2%80%99s-the-big-deal-with-revenue-leakage) - [Common causes of revenue leakage](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/#common-causes-of-revenue-leakage) - [How to prevent revenue leakage](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/#how-to-prevent-revenue-leakage) Let's jump straight in 👇 ## **What is revenue leakage?** Simply put, **revenue leakage is revenue that is earned but has vanished.** It can occur for many reasons,including pricing errors, incorrect billing, lack of (or underused) resources, overdue debts, and even fraudulent activities. Revenue leakage can be sneaky, and that’s because it happens in little bits at a time, meaning it often goes unnoticed. Picture it like this: imagine you have a dripping faucet that keeps dripping faster and faster until one day, **you have a flooded kitchen.** That’s what revenue leakage does - small revenue leaks add up and eventually lead to **BIG** problems down the line. 💧 Don’t be mistaken; **any business can suffer from revenue leakage** \- it’s not just small or poorly run businesses - any business with multiple salespeople or multiple products is susceptible to it. > [**Research**](https://mgiresearch.com/research/state-of-monetization/) **suggests that 42% of companies experience revenue leakage.** One plumbing analogy later, and we’ve defined revenue leakage, but **what is the actual damage** that revenue leakage can do to your business? [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## **What’s the big deal with revenue leakage?** ‘Leak’ doesn’t exactly imply a good thing - and that’s because it isn’t. But **what makes it such a big problem that you need to avoid?** One of the biggest problems with revenue leakage is that it can be **tricky to detect**. In many cases, leakage results from minor, unnoticed errors or oversights. However, small issues can add up over time (remember our dripping faucet?) and result in significant losses for a company. > [**Research**](https://www.ey.com/en%5Fbe/consulting/revenue-leakage--how-do-you-identify-revenue-leakages-in-your-co) **suggests that between 1 to 5% of EBITA is lost to revenue leakage.** But it’s not only revenue that leakage can affect; it’s also your **company’s reputation.** An unnoticed error can damage a [company’s reputation](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/), making you seem unreliable or unprofessional. This can lead to customer dissatisfaction, especially if your customer feels they aren’t getting what they paid for. > **In some cases, revenue leakage can lead to legal problems.** We agree that revenue leakage is **NOT**🚫 a good thing, so taking proactive steps to prevent it and improve your revenue management process is essential. **So, we’ve learned what it is and that we don’t want it - but what causes revenue leakage? 👇** ## **Common causes of revenue leakage** There can be many reasons for revenue leakage; let's explore some of the **main causes**, and what you can do for each: ### **Inaccurate pricing** Pricing errors are a common cause of revenue leakage. **Overcharging or undercharging your customers can cause significant gaps** in your revenue. Another way inaccurate pricing can cause your business problems is if you have not accounted for product demand; ask yourself: *❓ How saturated is your market? Have you adjusted your price accordingly?* Not taking account of the market and pricing your product too high can **alienate your customers**, and positioning your price point too low can lead to you **missing out on untapped profits**. Making sure you keep the market in mind will help you find that **sweet spot** and keep as much revenue as possible. **Other factors to keep in mind with inaccurate pricing:** - Discounted prices - *has a discount gone on too long? Are the wrong people being included in your discount schemes?* - Promotional periods - *has your promotional period gone on too long?* - External market factors - *has the wider market changed? Keep an eye on the external environment and change your price strategy accordingly.* 💡 Review your pricing strategy and keep an eye on moving markets to avoid leakage and maximize your business’s revenue. [The revenue operations lifecycleAsh Finnegan, Digital Transformation Officer at Conga, runs through the revenue operations lifecycle and the four key quadrants of making it seamless for you and your customers.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/bicycle-g65ec730bc_1920--1-.jpg)](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/) ### **Billing and invoicing errors** Billing and invoicing errors can result in lost revenue, especially if customers dispute charges or fail to pay on time. Errors in invoices, such as incorrect billing information or inaccurate product or service descriptions, can **lead to confusion and payment delays.** Tailoring billing can also create a lot of problems for your revenue management. Pricing should be the same across the board (except for easy, set tier pricing, for example, ‘bronze,’ ‘silver,’ and ‘gold’ packages). Having **tailored pricing** for each customer can **waste resources, jeopardize revenue, and make forecasting challenging**, especially with billing coming in at different intervals. Manual invoicing can also create many problems; **human error bleeds into missed figures** & a loss in profits. Also, if your invoices aren’t dispatched as the sale takes place, things can be omitted, such as add-ons. Using an **automatic invoice process**, provided by implementing software, means you don’t suffer. 💡 ****Top tip**: simplify your billing and invoicing, keep it consistent, and keep revenue coming into your business simultaneously. A good way to do this could be to download software that presents billing in one centralized place. ### **Inaccurate forecasting** [Forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) can cause a lot of problems if it’s not done right. Without proper forecasting, you could be **left with excess product**, especially if you’ve not taken account of market trends (which we spoke about earlier). **Overestimating product success** without looking at all the available data can lead to your targets not being reached and profit shortfalls. 👇Here are some great ways to make sure your forecasting stays in shape: - Analyze past data - Keep in mind market trends - Conduct customer surveys - Use market analysis tools - Survey customers. [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ### **Fraudulent activities** No one likes to think about fraud happening within their business, but unfortunately, this can be a direct cause of revenue leakage - so we need to take a look at it. If your employee submits a false invoice for payment, you could be paying for goods or services you never received. To double the blow, you might also have to reorder the materials & supplies again. To make sure fraud isn’t happening under your nose, you should use **fraud detection measures to prevent it**. ❗️ Keep reviewing your invoices, pay attention, and investigate any irregularities. ### **Poor data management** Without transparent data, it’s really tricky to understand your business’s revenue, and that’s where revenue leakage comes in. Monitoring your data helps you **track your** [**customer journey**](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) **and identify gaps** in your selling process. Pulling different [data sets](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) from siloed departments makes having a well-rounded view of a company challenging; that’s why **sharing data is so crucia**l to preventing revenue leakage. By **sharing data and tech and increasing communication**, you can limit the chance for revenue leakage to creep in and make sure you can spot when discrepancies come up. Learn more about sharing data with your team here. 💡 Adopt [high-quality software](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) and systems to ensure you can track data easily and will also help avoid the other problems we’ve discussed. For example, invest in tools that track customer purchase history, invoices, and other critical financial data. [Database governance vs database management for RevOpsDiscover how to keep your CRM up to code with database governance and database management best practices from RevOps pros.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/2-2.png)](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) ## **How to prevent revenue leakage.** We’ve already discussed some things you can avoid and things to implement to help make revenue leakage less likely, but let’s **take a look at a few other things you can do to prevent revenue leakage.** 1. **Figure out the problem:** the first step is identifying what’s causing your revenue leak. This can be tricky - cover your bases with the steps we recommended earlier, create various hypotheses, and ask those in revenue positions. 2. **Conduct regular audits.** Regular financial audits can help speed up identifying a revenue leakage. Revenue leaks are the most dangerous when they go unnoticed, so adopting regular financial audits will help identify discrepancies or errors in your revenue management process. 3. **Tighten financial controls.** Strong financial controls can help prevent revenue leakage as they reduce the risk of fraudulent activities. Another way to help this is to create a two-step financial controls process, meaning two sets of eyes look over the data, limiting the likelihood of fraud and human error. 4. **Streamline your billing processes.** Inefficient billing is an easy way to have leakage and [streamline your process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) to identify and address any inefficiencies. Keep your billing process automated; if you’re at the start of your business, try to avoid tailored pricing and invest in software that can make the process easier & fault-free. 5. **Monitor vendor contracts.** Keep reviewing [vendor contracts](https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/) and renegotiate regularly to avoid overpayments and excess charges. 6. **Implement revenue recognition policies.** Clear and consistent revenue recognition policies can help prevent revenue leakage as they can help prevent revenue leakage by ensuring that all revenue is properly recorded and recognized. 7. **Train your employees.** Educate and [train employees](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) (especially those directly involved in creating revenue) on revenue management processes and the importance of preventing revenue leakage. This can help ensure that employees are aware of their responsibilities and can identify any potential issues that come up. 8. **Monitor customer accounts.** Regularly monitor customer accounts to identify any irregularities, such as underpayments or overpayments. Tidying your billing process will also help make this easier & make checks more accurate. [5 key steps to RevOps successDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar tells you the 5 key steps to RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-key-steps-to-revops/) ## **Revenue leakage: a summary** No one likes a leak, especially one that directly affects your business. 💧 We’ve run through a few ways to avoid revenue leakage and things to implement to prevent it in the future, but if we had to summarize avoiding revenue leakage in one word, it would be: ***review***. 💡 Keep *reviewing* your processes, pricing strategy & data management. Invest in software to help automate this process, but keep familiarizing yourself with the day-to-day data of your business to help you spot leaks 🔎. --- We hope you found this helpful! If so, check these out as well: [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--28-.png)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) [5 tips for territory planning like a revenue operations proWonder what territory planning is or what it has to do with RevOps? We’ve got you covered with 5 tips to level up your sales territory planning game.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/05/isai-ramos-Eu2cbDzied0-unsplash-2.jpg)](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/) ### What is revenue enablement? URL: https://www.revenueoperationsalliance.com/what-is-revenue-enablement/ Last updated: 2024-03-12T12:48:30.000Z Revenue enablement is a strategic function in an organization dedicated to supporting and enabling revenue-generating teams to perform efficiently and effectively. What began as [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) \- a function dedicated to ensuring sales teams were equipped to succeed, meet their quotas, and generate more sales - has **evolved** **into expanded forms**. > *Seeing the benefits of having a sales enablement team reflected in sales teams’ results, organizations began to expand sales enablement’s remit to include all revenue-generating, customer-facing teams.* It’s already best practice to align sales teams, marketing teams, and [customer success](https://www.customersuccesscollective.com/what-is-customer-success) teams, so expanding enablement to *support these interlinked teams* just makes sense. With that said, in this article we’ll take a deeper look at: - [What is revenue enablement](https://www.revenueoperationsalliance.com/p/857f7cbc-84b6-4b66-8bb8-fcf60aead6a1/#what-is-revenue-enablement) - [What teams are supported by revenue enablement](https://www.revenueoperationsalliance.com/p/857f7cbc-84b6-4b66-8bb8-fcf60aead6a1/#what-teams-are-supported-by-revenue-enablement) - [What is a revenue enablement strategy](https://www.revenueoperationsalliance.com/p/857f7cbc-84b6-4b66-8bb8-fcf60aead6a1/#what-is-a-revenue-enablement-strategy) - [What is go-to-market (GTM) enablement](https://www.revenueoperationsalliance.com/p/857f7cbc-84b6-4b66-8bb8-fcf60aead6a1/#what-is-go-to-market-gtm-enablement) - [Where to find more resources](https://www.revenueoperationsalliance.com/p/857f7cbc-84b6-4b66-8bb8-fcf60aead6a1/#where-to-find-more-resources) If you’ve ever had any questions about revenue enablement’s definition, they’re about to be answered. ## What is revenue enablement? ### As described by [Gartner](https://www.gartner.com/en/articles/what-shifting-to-revenue-enablement-can-do-for-your-organization), revenue enablement “*expands sales enablement’s purview from sales-only to supporting all revenue-generating channels and customer-facing, revenue-generating roles*”. Sales enablement is effective in improving sales processes and driving revenue among sales reps within organizations through the provision of training, coaching, content, and technology to sales team members. **But the sales team is not the only part of the organization that contributes to generating revenue**. Any team with a customer-facing role is ultimately involved in helping companies reach their revenue goals. A potential [customer’s buying journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) won’t always start with an interaction with your sales rep. Nowadays, it’s much more likely that they’ve conducted their own research and found collateral created by your marketing team, for example. Similarly, there are more stages of the customer journey *after* your sales rep completes a sale. This new customer will have to interact with your customer success team in order to be onboarded and supported as a user of your product or service. 💡 **With a sales enablement setup, only the sales teams receive tailored support to help them achieve their goals. However, revenue enablement focuses on the entire customer journey and supporting anyone in your organization who focuses on that customer journey.* In short, **revenue enablement should be defined as a strategic function** which empowers and supports the entire customer-facing, revenue-driving part of the organization, including but not limited to sales, marketing, and customer success. ## What teams are supported by revenue enablement? ### To understand what teams are supported by revenue enablement functions, it’s important to remember the customer buying journey. The key part to wrap your head around is that closing a deal and keeping a customer happy all the way to a renewal/second purchase involves more than the sales team. ### Marketing 🗞️ Marketing teams are customer-facing and therefore supported by the revenue enablement team’s efforts. Revenue enablement will be involved in supporting these teams on ensuring the messaging used by marketing is echoed by and consistent across the buyer funnel, in addition to providing training and support in specific areas of weakness. ### Sales 💰 When it comes to supporting and empowering sales teams, revenue enablement functions largely in the same way as sales enablement - the sales teams receive training, coaching, content, and tech stack support from revenue enablement. Additionally, the sales team receives benefits from the fact that the revenue enablement is aligned with the rest of the customer-facing side of the business, helping to ensure prospects and customers have a seamless experience as they progress through the funnel. ### Customer success 🤝 Just because your sales team closed a deal, doesn’t mean the job is done! That’s where customer success comes in, supporting newly converted prospects across the customer’s lifetime. The goal of your product or service is to eliminate customer pain points, but that’s much harder without the consistent support a customer success team offers. Revenue enablement can empower the customer success teams in the same way as it does for other departments, leading to increased revenue from recurring sales and [upsell opportunities](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), as well as the opportunity to create long-lasting customer loyalty which results in case studies and testimonials. ## What is a revenue enablement strategy? ### Revenue enablement is about [breaking down silos between sales, marketing, customer success](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/), and any other revenue-related functions, so that an organization can have a unified approach focused on driving revenue growth. It involves **equipping teams with the right knowledge, tools, and resources** to engage customers, close deals, and contribute to the revenue success. For this reason, a revenue enablement strategy looks much like a sales enablement strategy - but with a larger scope. Items to consider when building your revenue enablement strategy include: ### **Assessing the landscape**: ### Understand the current situation that your revenue teams are in. Are they aligned? What needs addressing most urgently? Involve [stakeholders like RevOps](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) in this process to get a holistic view. ### **Be customer-centric:** ### As we mentioned above, the big advantage that revenue enablement holds is that it covers much more of the customer’s buying journey. That means your strategies need to keep the customer front and center, uniting revenue-generating functions in how they support prospects and customers. [7 steps for crafting a winning RevOps strategyWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) ### **Enable and empower:** ### Focus your energy on empowering not just the sales team, but marketing and customer success too. Consider what team members in each function need in order to be successful in regards to tech stack, content, and training. ### **Measurement and reporting:** ### There are dozens of [metrics](https://www.revenueoperationsalliance.com/revops-metrics-playbook-blog/) you could track to determine “success”, especially when dealing with multiple functions. It’s important to define what you'll use *before* starting any projects - as you’re planning, ask yourself what success will look like for that specific project or strategy. ### **Collaboration and alignment:** ### As a role that oversees and supports multiple key functions, it’s critical that any revenue enablement strategy you implement has alignment between sales, marketing, and customer success at its core. Any project you implement with the marketing team should ideally be aligned with your sales team’s projects in regards to messaging, etc. ### Consider your organization's maturity ### Sometimes it can be easier to start your enablement journey as *sales* enablement, then evolve into revenue enablement as the organization's needs evolve and grow. You’ll often find more mature enablement functions dropping the “sales” label and going by revenue enablement, compared to smaller, less mature teams. While there’s so much more depth to the revenue enablement function, focusing on these key pillars will ensure your team is heading in the right direction to support and enable these teams. [Sales-led Go-to-Market, a case study with Jarod GreeneJarod Greene discusses sales-led GTM strategies and how he used this approach at Highspot.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKate Onley-Gregson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/23.png)](https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) ## What is go-to-market (GTM) enablement? ### The origins of [go-to-market](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/?ref=salesenablementcollective.com) enablement lie much in the same place as with revenue enablement. > *Like when sales enablement evolved into revenue enablement because the benefits for the sales team needed to be shared across customer-facing teams, why stop with there?* Organizations that employ go-to-market (GTM) enablement extend that level of support to any department involved in that GTM process of launching a new product or service, including product and often engineering teams too - in addition to the teams covered by revenue enablement. --- ## Where to find more resources ### Want to learn even more about revenue enablement and its many intricacies? Luckily for you, Revenue Operations Alliance is *the* place to be. - Our free [Slack community](https://www.revenueoperationsalliance.com/revenue-operations-community/) allows you to ask questions to your peers, build out your network, and stay up-to-date with all the latest. - Our bank of[ articles](https://www.revenueoperationsalliance.com/articles/), [podcasts](https://alliance.ghost.io/podcast/roa-revops-unboxed/?%5Fgl=1%2Ap4ylt2%2A%5Fga%2ANzk1NTE1MzAuMTcwNzQwMDcwMg..%2A%5Fga%5FL1PGE81Y66%2AMTcwOTY1MjQ1My40LjEuMTcwOTY1MjY0NS4yOS4wLjA.), and [reports](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) analyzes the latest trends and figures to help you stay on top of your game. - Our suite of [worldwide in-person](https://events.revenueoperationsalliance.com/) and virtual events provide you with the ultimate enablement experience, with expert presentations and talks that put you at the heart of the industry. - Our range of [courses](https://certified.thealliance.io/course/revenue-operations-certified-core) and certifications are designed to upskill and act as a springboard for your career, no matter your level of expertise. Thanks for reading - and get in touch if you have any thoughts or questions! We're always on hand to help. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Building for fast growth in a global team URL: https://www.revenueoperationsalliance.com/building-for-fast-growth-in-a-global-team/ Last updated: 2025-08-05T06:56:40.000Z The global footprint of Shopify has grown significantly and, in this article, I’ll share the lessons I’ve learned throughout that journey when it comes to building for fast growth in a global team. I’ll explain the role of enablement, my experiences both in revenue leadership and enablement leadership, what it means to be operationally excellent, my views on tech and tooling, the concept of taking bets, and finish off by discussing culture and career. My name's Daniella Bellaire, I work for Shopify as Global Head of Revenue Enablement. > I'm going to talk about building for fast growth in a global team, how enablement plays a role in this, and my experiences both in revenue and revenue leadership, and enablement leadership. I'll share a lens of how I think about both of those things. ### A little bit about me ### I've spent the last decade as a revenue and strategy executive focused on building and scaling revenue teams in both startup and large growth companies. I care very deeply about professional development, growing the people that work for me and around me, solving problems to unlock growth in high-growth environments, creating scalable revenue models, mentoring the next generation of revenue leaders, and of course, just being active in the community. ### The agenda ### I'll talk through: - Building a global team both from a standpoint of a revenue team - a sales team, and an enablement team. Because I've done both and I'm currently doing the latter. - A little bit about what it means to be operationally excellent, and how you scale globally. - How I think about tech and tooling, and it plays really nicely and parlays nicely into operational excellence. - I'll close up by talking a little bit about culture and career. ## **Building a global team** ### > Whether you're building an enablement team or sales teams globally, these are the three C's to, in my opinion, building a great team. Capacity, capability, and culture. ![Shopify - building the team](https://www.salesenablementcollective.com/content/images/2021/07/shopify---building-the-team.jpg) #### Capacity ### You really need to think through the roles of individual contributors, leadership roles, builder roles or executive roles. - What is the capacity of those individuals? - Do you have the right amount of people to hit the growth trajectory you're slating for this year? #### Capabilities ### What are the skills you need, or experiences you need to bring into the team from a global level, to really help support the initiatives you want to get to this year, and to have that experience? #### Culture ### A lot of people use the term culture, I really do believe culture ties a lot of this together, it's a big component of retention, why people stay, it orients people to a bigger, broader vision and makes them feel like they're having an impact. ## **Building the team** ### Only having two of these three things makes you quite vulnerable, as you look to build and scale. Only having one makes you exceptionally vulnerable. If you can figure out the sweet spot of having all three and getting ahead of the curve that to me, in my opinion, is building great teams. I'll talk a little bit more about this. #### How do I think about this holistically? ### When building globally, and I'm in the process of doing this right now, I'm rethinking my profile and I'm rethinking how we hire in our regional teams are to support our regional teams. Of course, hiring should always be aligned with core values and missions of the company. But this is really your chance if you get to hire somebody at a global level to rethink things a little bit differently, and how you want to build your team. That's what I'm doing. We've moved recently to a fully distributed team, we will no longer go back into the office, we will build globally in a fully distributed environment. It gives me an opportunity to rethink my candidate profile. ### Hiring for experience vs. potential or acquiring new skills ### Historically, I've hired based on a combination of experience, culture, do they lend to core values, maybe a little bit of competency alignment. But now I'm more focused on acquiring skills. I need to know I have the capabilities on my team to do the things we need to do this year, get the jobs done, to grow at a global scale. A sales example could be acquiring somebody that knows how to sell into a vertical or knows how to move upmarket, from an enablement standpoint for us, that might mean we need somebody with cultural nuance and regions in EMEA or APAC. > So I'm on a mission to acquire people for skills; how do I bring those skills into my team? Can they grow as fast as the company will grow? Is something I ask myself when building a team. If you think about in a high growth environment, how quickly the business is growing for example, if your business is growing 100% year over year, in my mind, I start to think through: - Am I hiring the talent that can also grow at a similar pace or a half pace? - Can the talent grow 40% better? That’s the bar we set internally, every year. We use this concept of re-qualifying for your job. So can you invest in your talent, can they invest in themselves enough to grow as fast as the business so the business doesn't outpace them? These are all things globally, that I'm thinking about, but it's also something good regionally. Knowing how fast your business is growing, it's really important to hire people that are going to thrive on ambiguity, thrive on change. That concept of acquiring new skills is important in the sense of we need to hire certain people for certain jobs to be done. [Best practices for hiring internally in developer marketingHiring internally is a great strategy to help orgs succeed. Let’s look at the best practices and challenges you can expect to face!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceTeresa Garanhel![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/DMA-hiring-internally.jpg)](https://www.revenueoperationsalliance.com/what-are-the-best-practices-and-challenges-when-hiring-internally-for-developer-marketing-roles/) ### Diversity in hiring ### The other piece I think is really important, and everybody has a different opinion on this, but my view is diversity in hiring is so critical, especially on a global team. In revenue, we tend to hire a lot of a lot like us. We get a referral from our network that looks like us, or folks on our team. To me, it's about being very intentional about hiring diverse people to bring different perspectives to the team. > As a leader, I've tapped into new communities, I've taken more LinkedIn meetings and more cold outreach. I've been very intentional about the architecture of my team. As you think about how do we move quickly, how do we build globally? I think using the term of how do you architect your teams? How do you acquire those skills? How do you acquire that diversity? A good example of diversity and how I'm thinking about it is, I need folks that know the cultural nuances of Australia or have potentially sold into Germany. Those are skills and backgrounds and experiences I'm going to acquire, and I want to build a holistic and well-rounded global team that way. ## **Onboarding the team** ### So we've attracted some diverse folks, we've architected our global team, we're thinking through the three C's and now we're thinking about how do we bring people on to set them up for success? ![Shopify - onboarding the team](https://www.salesenablementcollective.com/content/images/2021/07/shopify---onboarding-the-team.jpg) #### Foundational 2-week global onboarding ### We've essentially built a global program for onboarding for the first two weeks that are foundational. When somebody joins our company, we want them to get immersed in that culture. Global culture, understand holistically what our business does, how we make money, how we operate, the markets we operate in, who our merchant base are, who our verticals are, and who do we go after, who's a great fit for our product? What impression are you giving to your new hires? We want to give them a great first impression and this allows them to sit in the shoes of our merchant base, understand our product really well, and enjoy and build a lot of relationships in those first two weeks. #### Craft 2-week program ### Once they graduate from there, they go into more craft, more region-specific, more market onboarding. That's more tactical, how to do the role, specific job training, mentorship, shadowing, practicing, understanding any regional or cultural nuances for their market. So we also want to be able to track and orient data to the enablement work we're doing. I think there's a lot of that theme in the last couple of years of how do you actually measure the success of enablement as a function? For us, it's really important to have metrics and data, and I'll talk about that in the tech stack. #### Ramp up to impact 90-days ### But at the 90-day mark, we really tie everything to business metrics and outcomes. If it's a new hire on the enablement side, it could be a number of programs they've delivered, ratings of those programs. It could be for the revenue side, obviously, time to first deal, quota, things like that. Again, making sure folks have a great first impression is so critical to building global high-performing teams. [RevOps best practices for successful business growthFrom aligning teams to streamlining processes, and everything in between. We highlight the best practices for revenue operations pros to increase revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--12-.png)](https://www.revenueoperationsalliance.com/revops-best-practices/) ## **Operational excellence** ### Operational excellence is so important to this mix of how I see things; you've got to hire great people, build a great foundational process globally and then have the technology and tooling to be able to scale and move very quickly and iterate and pivot. #### Global standards with regional agility ### From an operational excellence standpoint, I think about it as global standards with regional agility. If we want to execute globally and move quickly with the business, we also want to give some autonomy to set markets or regions, however you've split up your business. Our global team, for example, plays a massive role in setting the tone for the company, for the sales craft and the enablement craft, and sets the tone on what foundational infrastructure should look like from an operational standpoint. #### Growth needs to be rooted in foundations ### In order to scale fast, you want to root your foundations and enablement plays in some of these things: tech and infrastructure, tooling, training on core skills, data and reporting infrastructure - what do we measure? > It should be like for like, even though maybe some of the different areas of the business are trying some things that are different, we should be able to measure what success is. We want to be able to say, if you call in from anywhere in the world, we're going to have the same type of messaging, the same type of value proposition, we're going to share with you similar content, but maybe with a little bit of a regional flair. The last piece is cross-functional collaboration. As companies get bigger and bigger, and more distributed, especially now we're all working from home, it's so important to have an operational process of how you collaborate cross-functionally. ## **Invest in the tech stack** ### From a tooling and infrastructure perspective, and to do it at scale, here's some of the tooling I use and we're thinking through. ![Shopify - invest in the tech stack](https://www.salesenablementcollective.com/content/images/2021/07/shopify---invest-in-the-tech-stack.jpg) #### You can’t scale sustainably without data and infrastructure ### In a revenue organization, you cannot scale, in my opinion, sustainably without the data and infrastructure to build and iterate on processes. If you can't understand, I'm gonna use some examples through Gong: without what a great call looks like for your sales reps, you can't create foundational processes. If you can't have a great business operating system in something like Salesforce to pull data and reporting, it's going to be really hard to scale and measure the impact of your growth if you don't have the numbers. The summary version of the tech stack is maybe not everyone can afford it, whatever stage you're at in your company, but if you can afford some things, invest in the technology because the incremental lift you're going to get for long term scale is tremendous. ## **Culture and career** ### The last big piece of the pie I'll talk about is culture and career. #### Build a culture where people feel invested Building a culture where people feel invested in, tied to the greater mission or vision of the company has paid dividends. > I look at some of the online reviews on Glassdoor, or Indeed, and culture seems to be the thing that keeps people and retains people. We know that retention has a cost. So if you retain someone: 1. They grow with the company, they have a great career, it creates a great brand, they're contributing to the organization. But, 2. The cost of replacing somebody is so grave and it's usually about 50% of someone's salary that it really pays off to invest in the people you have and attract the right people to start. #### Give autonomy and encourage learning ### Giving autonomy to make decisions and encourage learning is a part of culture. It's a part of career development. If you're a manager or an individual contributor, it doesn't matter. It's a great framework to think through what are the decisions that I can empower others to make that they don't need to come and ask permission for, and it won't collapse the business and it's easily reverted? And what are the decisions they do need to come to me for? #### Failure should be encouraged ### Failure in a high-growth environment should be encouraged to a certain extent, I think, based on where your company's at, or you're at in your career. Think through this and how it works for you but early on in my career it was not something that was as much encouraged as it is now in a high growth environment where there are opportunities to learn, iterate and move really quickly, and an opportunity to teach others. #### Career conversations and getting 40% better ### I mentioned the concept of career and getting 40% better and the concept of re-qualifying for your role each year. But if a company's growing 40% or 50% or 100%, year over year, and you're in a high growth global environment, the expectation really should be that the individuals in your business are also growing at a certain rate. One of the things I like to do when I think about building teams, is when I'm bringing someone on, I think through can this person do the next job after this? Can this person scale next year, if the business doubles or triples? > That's something to keep in mind as well as you're building high-growth teams. Can your hires grow more than one to two roles from the actual role you're hiring them into? That's something you need to think through. Sometimes you end up shoehorning folks that are maybe a little bit more overqualified into a particular role, but it pays dividends long term for both them and you. ## **Summary** ### I've talked a lot about characteristics, hiring for global teams, setting them up for success, the importance of operationalizing processes, a bit about tooling, closing with culture and career. All of which really, in my opinion, is critical to drive revenue and to drive scalable growth. If you don't have these foundations, you won't grow at the rate at which you would hope to grow, or there will be cracks in there. > If your teams are not built, empowered, and trained to do great work, how can you expect great outcomes? This is the focus we're having this year in building our teams and I hope you enjoyed some of the content in this article. --- *Daniella Bellaire, former Head of Global Revenue Enablement at Shopify, gave this talk at our 2021 Revenue Acceleration Festival. Daniella is now the Chief Revenue Officer at Diversio.* ### Managing organizational culture as your revenue team grows URL: https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/ Last updated: 2024-03-12T16:13:49.000Z In periods of rapid revenue growth, your revenue team will also have to grow to keep up with demand. While this is an exciting time for your company - challenges can arise when it comes to your culture. [Chief Revenue Officers](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) and revenue leaders should step up to ensure your organization’s culture is maintained during this growth period. Including emphasizing company values in onboarding, hiring for culture fit, and leading by example. This article covers: - [Why organizational culture is important](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/#why-is-organizational-culture-important) - [How to manage organizational culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/#how-to-manage-organizational-culture) - [Challenges for managing organizational culture ](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/#challenges-for-managing-organizational-culture) ## Why is organizational culture important? Organizational culture is the shared set of values, attributes, beliefs, standards, purposes, and behaviors held and maintained by your employees. A strong, positive workplace culture helps to create a happy and productive workforce who enjoy working at your company. When employee needs and goals align with the company’s values and goals they are more likely to enjoy their work. A good organizational culture can also promote higher employee engagement rates, leading to increased productivity and higher retention. Some other benefits of a positive culture are: - Greater creativity and innovation - Improved morale - Greater ability to attract top talent - Increased revenue and profit Overall your company’s culture is crucial to retaining your top talent and keeping your employees happy, healthy, and motivated to achieve company goals. [What is burnout and how you can prevent itIt’s important for any worker to understand what burnout is and recognize the signs, no job is worth sacrificing your mental health for.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJade Warne![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CLA-Burnout.jpg)](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/) ## How to manage organizational culture When your revenue team is growing quickly it can be difficult to maintain and manage your company’s culture within your new team. As you build your revenue function as a leader, you should consider how you will help your company maintain its positive culture. ### Refine and reinforce org vision and values Onboarding new hires is a great time to introduce company values. So, ensure your company’s values and goals are emphasized, and the employee’s role in achieving those goals is understood during this period. After a major team growth spurt, you may want to reinforce your org culture to your entire team through a short presentation or handout. This shines a spotlight on culture and emphasizes its importance in your team. ### Model good leadership As a revenue leader, your team will look to you for how to act within the organization. With this in mind, you need to walk the walk and set an example when it comes to culture and leadership. **Greg Larsen**, VP of Revenue Operations at Eltropy, highlights how a CEO at a previous company practiced what he preached to create an excellent culture of growth: > *“Our CEO would discuss a mistake he made recently, what he learned, and how he'd improve. And suddenly employees felt empowered to take smart risks without the fear of failure.”* ### Hire for culture fit Your revenue team is growing quickly, so you might be tempted to hire staff that tick all of the [skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) boxes, without much further consideration. While you might fill your job openings quickly, this approach will harm your company’s culture in the long run. Instead, you should hire new team members with culture fit in mind. Hiring by considering how someone’s personality, goals, and aspirations will add to your team (as well as their skillset) will allow you to build a great team to work in. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ### Set clear goals When setting wider, strategic business goals, remember to consider the role your team will have in achieving these goals. Having clear, attainable, and measurable goals will help to motivate team members to perform without becoming discouraged. These goals should also align with the company’s values and goals, allowing your team to understand the importance of their role in achieving business goals. ### Provide and gain feedback A company culture that encourages feedback allows your employees and company to grow and improve. Embrace a culture where feedback is encouraged throughout the year and not just during annual performance reviews. It’s also helpful to know what your employees think of your organization to help inform your cultural decisions. A great way to do this is by utilizing anonymous surveys to better understand what your employees are looking for. ### Empathy and flexibility Employee well-being should be a huge part of your organization’s culture. Part of this includes having empathy for your team members and offering them support. Your org may also benefit from flexible working policies to better support employee work-life balance. [Making enablement work in remote settingsUnlock the potential of remote enablement for your GTM teams. Explore key strategies to overcome challenges and drive successful outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKatie Van Hoomissen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/SEC-remote.jpg)](https://www.revenueoperationsalliance.com/making-enablement-work-in-remote-settings/) ### Foster collaboration Revenue teams must work [cross-functionally](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) to get the job done - so your culture also needs to promote collaboration and teamwork. Offering spaces for brainstorming and conversation as well as regular team-building meetups can help break down silos in your organization and create a happy team. ### Learning and development Encouraging continuous learning within your organization is a great way to boost employee happiness as they can develop new skills and find fulfillment in their work. Plus, this attribute of culture can also benefit your organization as your team members are always improving and refining their skill sets. This will likely need cultural buy-in from your organization such as an L&D budget and/or L&D days to encourage employees to make use of their [upskilling opportunities](https://certified.thealliance.io/course/revenue-operations-certified-core). ### Inclusion Inclusion and diversity are often used interchangeably, but these are actually different concepts. Inclusion is the feeling of belonging within a culture or environment and will determine how accepted, respected, and valued your employees feel within your company. You can cultivate a diverse workplace of many types of people. But without inclusion, your employees won’t feel accepted into your workplace culture. That’s why it’s important to ensure inclusion is at the core of your organization’s values. [Why we need to amplify diverse voices in our companiesPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## Challenges for managing organizational culture Here are some challenges that might arise when trying to manage culture within your growing revenue function. ### Lack of ownership and buy-in Since no one person fully owns organizational culture, it can be difficult to get leaders and employees to rally behind cultural changes. Working with your team to encourage culture shifts and gain feedback is crucial to managing your company’s culture. This can allow your team to feel more empowered and take responsibility for part of the organization’s culture. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ### Complacency Company culture is constantly shifting, so complacency can cause friction across your organization. The way you’ve always done it might be comfortable, but to make progress, your org needs to evolve its culture to meet new employee needs. [Change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) strategies may need to be utilized by leaders when larger culture changes occur. However, change isn’t new for revenue leaders. So, ensure you advise the project team on change management best practices. ### Swift growth When growing your team quickly, lots of new hires can lead to your company culture getting lost in the growth. Managing culture through swift growth can be challenging, especially if your company values aren’t emphasized early. The dynamic between leadership and employees may change as your team grows, and you should be equipped to manage this shift. ## Learn more from CROs… Want to know more about scaling culture alongside your business growth? Check out this article where **Benjamin Samuels**, Chief Revenue Officer at WeWork, and **Jim Pattermann**, Chief Revenue Officer at Palmetto Technology Group, discuss rapid growth. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--31-.png)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ### The ultimate guide to building a GTM strategy: Steps, tools, and best practices URL: https://www.revenueoperationsalliance.com/the-ultimate-guide-to-building-a-gtm-strategy-steps-tools-and-best-practices/ Last updated: 2024-07-08T11:03:08.000Z *This blog was originally published by our sister community* [*GTM Alliance*](https://www.gotomarketalliance.com/)*.* --- Launching a new product can feel a little daunting. How can you ensure you get your product offering to the right customers at the right time? That’s where a solid Go-to-Market (GTM) strategy comes in. And guess what? We’re here to share a step-by-step framework for building one. We’ll cover everything from identifying target customers to pricing models to distribution. Plus, we’ll share some handy tools and best practices to help you build sustainable and scalable success. With this guide in your back pocket, you’ll be primed to launch your product to market and keep it there successfully. Let’s get into it. ## Hold up, what's a Go-to-Market strategy? A Go-to-Market strategy outlines how a company will introduce and sell a new product or service to its target customers. It covers everything from your value proposition to pricing, distribution, and marketing. For SaaS companies (as well as increasing numbers of consumer products), your GTM must align closely with the recurring revenue [subscription model](https://www.productmarketingalliance.com/how-to-scale-b2c-revenue-subscriptions/?ref=gotomarketalliance.com). That means acquiring customers cost-effectively, ensuring low churn through customer success practices, and continually monetizing through upsells and cross-sells. ### The importance of a solid GTM strategy in the world of SaaS GTM is particularly crucial in the [SaaS](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) realm for a few key reasons: - **Fast-paced innovation:** With new competitors emerging constantly, you need to move quickly and achieve product-market fit before opportunities disappear. An agile, adaptable GTM strategy is essential. - **Short sales cycles:** In SaaS, buyers expect transparent pricing and the ability to sign up instantly through self-service options. Your GTM must enable frictionless sales. - **Low switching costs:** With customers able to easily jump between solutions, your GTM must focus on delivering extremely positive user experiences that drive loyalty. - **High customer lifetime value (LTV):** The subscription model means you can gain significant long-term value per customer – but first, you have to give customers a reason to stick with you by building customer success practices into your GTM. By considering these unique SaaS dynamics and challenges upfront, you can craft a customer-centric GTM strategy that fuels sustainable growth. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Your step-by-step guide to building a GTM strategy So, are you ready to craft a winning strategy? Let's dive in with a step-by-step approach that covers all the essential elements. We'll explore a five-step framework that will help you nail down the perfect GTM plan. Here’s a taste of the five key steps: 1. Identify your target market and customer personas 2. Craft your value proposition and messaging 3. Choose the right channels 4. Nail your pricing and monetization strategies 5. Build a sales and distribution model When you follow this comprehensive framework, you’ll get the clarity you need to confidently launch your product. ### Step one: Identify your target market and personas Thoroughly researching your addressable market and defining your ideal user and buyer personas sets the stage for you to reach and resonate with your target audience. First, analyze your [total addressable market (TAM)](https://www.productmarketingalliance.com/total-addressable-market-why-its-important-and-how-to-calculate-it/?ref=gotomarketalliance.com) \- the revenue opportunity available to your offering. Evaluate factors like market size, growth rates, trends, competitive forces, segmentation strategies, and more using data from research reports and your own customer discovery interviews. This will help you realistically size opportunities and focus on lucrative, under-served segments. Next, divide your TAM into [personas](https://www.gotomarketalliance.com/the-go-to-market-buyer-persona-template/) \- semi-fictional representations of your ideal target groups. To create detailed personas, you can conduct surveys and interviews, and analyze demographic data to get insights into their motivations, behaviors, challenges, and defining characteristics. It's best to give your personas descriptive names and include key details such as their role, industry, company size, pain points, and value drivers. This will help you better understand and connect with your target audience. With clear personas mapped to your TAM, you can [develop customized messaging](https://www.productmarketingalliance.com/turbocharge-your-growth-with-segmentation/?ref=gotomarketalliance.com) and solutions for each lifecycle stage. It's important to think about how your product helps customers throughout their journey, from when they first hear about it to when they become card-carrying [advocates](https://www.customermarketingalliance.com/how-can-customer-advocacy-boost-your-business-success/?ref=gotomarketalliance.com). And don't forget to keep learning about your customers so you can improve their experience over time. Getting your target market and personas right from the start is the key to creating a GTM strategy tightly aligned with the customers you want to serve. It keeps you from wasting blood, sweat, tears, and budget on broad, untargeted activities that reach the wrong customers. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--38-.png)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ### Step two: Craft your value proposition and messaging With your personas in hand, it’s time to craft a compelling value proposition that explains exactly how you solve each persona’s most pressing pains and needs. To do this, you’ll need to get clear on your positioning – how you’re different and better than alternatives. To launch a successful product, it's important to start by understanding the struggles that your customers face. One way to do this is by conducting value proposition interviews. By asking targeted questions, you can learn about the problems your customers have, the impact these issues have, how your product can address these issues, and where alternative solutions fall short. Next, define your core value proposition with a simple, credible statement addressing your persona’s situation, obstacles, and desired outcomes. Be sure to quantify the improvements your solution provides over existing options. And don't forget to refine your language until it strikes an emotional chord with your audience. Once you have your core value proposition, it's time to tailor your [messaging](https://www.gotomarketalliance.com/what-is-product-messaging/) and [content](https://www.gotomarketalliance.com/content-led-go-to-market-a-case-study-with-gaston-tourn/) for every touchpoint. This means creating customized summaries for your website, sales conversations, ads, and all other interactions. Be sure to emphasize the areas where your differentiation really shines through. Keep in mind that this isn’t a one-and-done kind of job. As the market evolves, your messaging must keep up or get left behind. Test your content continuously with target users. Is it hitting the mark? Where do customers tune out or seem confused? You can then quickly pivot based on feedback. Remember: Value propositions should be external-facing and benefit-driven, not focused on product features. The most effective messaging clearly communicates your unique ability to help customers achieve progress and success. [7 steps for crafting a winning RevOps strategyWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) ### Step three: Choose the right channels With your core messaging locked and loaded, it's time to figure out which communication channels will enable you to reach your target audience. You might want to start with digital channels like search, social media, and display ads to create early interest. To build relationships with potential customers and establish your organization as a thought leader, why not lean into [content marketing](https://www.productmarketingalliance.com/how-to-acquire-users-through-content-marketing/?ref=gotomarketalliance.com) through blogs, guides, and webinars? You could also use chatbots or good old-fashioned telephone sales reps to connect with promising leads. As you weigh your options, consider the cost per lead, conversion rates, and, most importantly, where your target customers can usually be found. For instance, LinkedIn could be a great place to start if you’re looking to get your B2B solution into the hands of millennial buyers. If you’re targeting Gen Z with a consumer offering, get on TikTok. [Partnering with complementary solutions](https://www.gotomarketalliance.com/ecosystem-go-to-market-vs-partnership-go-to-market/) is another great way to expand your reach. Joint marketing can increase your visibility – plus, integrated products create a more seamless user experience. For example, many expense management tools partner with corporate card providers. And, of course, never underestimate the power of word-of-mouth! Delighted users talking about your business on social media and peer forums is the most persuasive kind of marketing you could ask for. You can even incentivize sharing through referral programs to speed up your growth. Lastly, it's important to continuously test and optimize your channel mix based on performance data. By focusing on the channels that work best for you, you’ll bring in more promising leads and grow your business faster. [Examine the difference between strategic and tactical marketingIn the dynamic landscape of marketing, two components play a critical role in achieving objectives: strategic marketing and tactical marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEve Chatfield![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMA-strategy-2.jpg)](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/) ### Step four: Nail your pricing and monetization strategies When it comes to making a purchase, pricing can be a major factor in the decision-making process. Pricing strategies can vary depending on whether you're launching a consumer product or a B2B SaaS offering. Here are some options you might want to consider if you’re launching a SaaS product: - **Per-user pricing:** This has the benefit of being simple and scaling revenue as customers grow. Many collaborative tools like Slack use this model. - **Tiered capabilities:** This involves offering preset packages (for instance, basic, pro, and enterprise) with increasing levels of features and capabilities. The great thing about this model is that it allows for upsells to higher tiers. - **Usage-based:** In this model, you charge for customers’ actual usage or throughput. This model is popular among fintech and cloud infrastructure providers like Stripe and AWS. To make things easier for your customers, finding the right balance between value, affordability, and margins is important. Avoid overwhelming them with too many options or nickel-and-diming them with add-ons. Instead, consider offering discounts for annual contracts and special terms for influential customers. For SaaS offerings, retention and expansion are key. Be sure to continually highlight the ROI of your product through usage analytics, and consider testing smarter bundling or incentives to encourage customers to upgrade to higher price points. Whatever your product – SaaS or otherwise – here are some other key pricing strategies to consider – you can even use them in tandem with the pricing models above: - **Value-based pricing:** This is all about [pricing your product based on perceived value](https://www.gotomarketalliance.com/why-pricing-based-on-value-is-better-than-pricing-on-cost/). That is, what your customers think it's worth. To see it in action, look no further than the iPhone. - **Competitor-based pricing:** This strategy involves studying your competitors’ pricing models and setting your price accordingly. If you want to position your brand as a higher-end option, set your prices a little higher. Looking to be seen as a no-frills alternative? Go a little lower. - **Cost-plus pricing:** This one is based on the profit margin you’re looking to make. You simply calculate how much your product costs to produce, then add a certain percentage on top. Whether you’re selling SaaS or consumer products, it's important to be transparent about your pricing. Don't make customers jump through hoops to figure out how much something costs – and why not offer promotions or [bundles](https://www.productmarketingalliance.com/product-bundling-strategy/?ref=gotomarketalliance.com) to sweeten the deal? [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ### Step five: Build a sales and distribution model If you're looking to boost sales and reach more customers, it's important to tailor your sales and distribution methods to fit each customer segment. For smaller businesses or teams, self-service purchases are a great option. Offering free trials showcasing your product's value and making signup seamless will help make the process easy and enjoyable for your customers. Clear pricing and product documentation will also make buying a breeze. For mid-market customers, inside sales teams can be very effective. Having specialized reps respond quickly to inbound leads and nurturing promising leads through focused sales conversations will help you scale efficiently. This is a much better strategy than resorting to the dreaded cold calling. Meanwhile, enterprise deals often require a different approach. You'll need field sales reps who can develop deep client relationships over long sales cycles that span months. Another way to expand your reach is through distribution partnerships. Embedding your solution within a broader platform is a great way to increase your distribution with limited sales costs. Some great examples of this are the Shopify App Store and Salesforce AppExchange, which have propelled thousands of complementary integrations. [Sales-led Go-to-Market, a case study with Jarod GreeneJarod Greene discusses sales-led GTM strategies and how he used this approach at Highspot.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKate Onley-Gregson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/23.png)](https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) ## Must-have GTM tools The wealth of software and tools available to modern GTM practitioners has the power to streamline your Go-to-Market processes so you can launch a product more smoothly than ever before. Let’s take a look at some of the core tools you’ll need. ### CRM and sales automation tools Customer relationship management (CRM) platforms like [Salesforce](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) and HubSpot help you centralize all your prospect and client data in one place. This way, you can nurture relationships with them throughout their entire lifecycle. Here's where it gets even better: you can feed insights from your marketing, sales, and service interactions into the platform to create an integrated profile. This means you can personalize your interactions with them at scale. Sales automation tools can also be integrated with a CRM platform to boost your productivity. For instance, email tracking can help you qualify leads in real-time by following up on engagement. You can even integrate with email clients like Gmail. These platforms even offer chatbots to instantly address visitor questions and surface sales opportunities. Contract automation tools like DocuSign and Juro can also standardize document handling, making things even smoother. And when you use CRM, sales automation, and contract automation tools together, you can move buyers smoothly through the sales pipeline. While the technology handles traditionally time-consuming tasks like sending out contracts, you have time to focus on what matters: your customers. Finally, integrations with sales and contract tools can capture all your interactions and record them in CRM profiles. Over time, this enriches the quality of your data, helping you build a more complete picture of your prospects and customers, so you can continue refining your offering to meet their needs. [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--28-.png)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) ### Marketing and analytics tools Marketing automation can help you nurture leads with personalized messaging. It's a great way to engage with potential customers on a larger scale. You can use tools like Mailchimp, Constant Contact, and Brevo to create email campaigns, conduct [A/B testing](https://www.productmarketingalliance.com/how-to-choose-the-right-kpis-for-your-a-b-tests/?ref=gotomarketalliance.com), score leads, and track marketing analytics. But that's not all! Marketing analytics can provide you with valuable insights and data. With tools like Google Analytics, you can see your traffic sources, highest-value landing pages, and conversion bottlenecks. And if you’re looking to get to know your customers even better (and you should be!), you can also collect first-party data on their interests and behaviors with survey tools like SurveyMonkey or Typeform. Using session recording and heat mapping tools like Hotjar and Fullstory, you can even see how your visitors interact with your website. That way, you’ll see what’s working and what’s not and optimize accordingly. If this all sounds like a lot to keep track of, don’t worry – you can also check out all your key metrics at a glance with marketing analytics dashboards from the likes of Klipfolio and Looker. Using these technologies, you can reach more people and get the feedback you need to optimize. You can also test different messaging styles, offers, and outreach channels to see which ones work best for each customer persona. With analytics, your teams can better understand how each customer uses your product. This intelligence can help customer success managers (CSMs) guide customers towards adopting new solutions and solving more business issues over time. [How to build a B2B marketing database from scratchTrying to create a marketing database from scratch but unsure where to start? This quick guide has got you covered!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--32-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) ### Customer success tools Speaking of customer success, this function is crucial for driving recurring revenue growth by maximizing renewal rates and [minimizing churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/). Working hand-in-hand with sales, CSMs ensure customers are fully adopting your product and continuing to expand their usage and fall in love with your product – and when you have a happy and successful customer, they’re more likely to stick around for the long run. So, here are some [customer success tools](https://www.gotomarketalliance.com/its-time-to-level-up-you-customer-success-software/) to help your CSMs drive tangible results for your organization: - Usage analytics tools like Mixpanel and Pendo are useful for your product teams and provide visibility for CSMs, allowing them to identify struggling customers and address roadblocks. Plus, they can reveal unused features to upsell. - Customer health scoring platforms like ChurnZero use advanced metrics to detect subtle signals predicting churn risk. This allows early actions to get struggling customers back on track. - Customer engagement tools like Totango and Planhat track usage behaviors and trigger messages nudging inactive users to re-engage. Some offer in-app triggers like educational content or prompts driving adoption. - Customer surveys can be used to collect Net Promoter Scores (NPS) and customer satisfaction feedback on the user experience. This highlights what’s going well and what could be improved. Tools like Qualtrics and GetFeedback allow you to easily create these surveys and analyze the data they generate. - Self-service support sites efficiently handle basic questions, freeing teams for high-impact account management. Used in tandem, these technologies help scale the personal high-touch experiences that customer success teams drive. By proactively guiding customers to realize more value, they also organically grow recurring revenues over time. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ## GTM best practices Beyond tools and tactical execution, overarching [best practices](https://www.revenueoperationsalliance.com/revops-best-practices/) will set your product launch up for ongoing success. Let’s explore a few of these best practices, focusing on… - Market alignment, - Agility and adaptation, and - Cross-functional collaboration. ### Market alignment If you want your Go-to-Market strategy to be successful, you need to focus on your customers' needs. As the market evolves, you, too, need to evolve alongside it, keeping up with changing customer preferences and market landscapes. To set your roadmap, it's important to conduct primary research with your customers, rather than just prioritizing internal goals. You should regularly interview prospects, customers, and former clients who switched to your competitors. Ask them open-ended questions to discover their needs and how the market is shifting. Analyzing your win/loss ratios is also important, as it can help you identify weaknesses and understand why would-be customers choose other options. You can use these findings to fine-tune your approach to better fit [customer needs](https://www.gotomarketalliance.com/what-are-customer-needs-5-steps-to-meet-them/). Lastly, it's important to keep up with market trends by attending conferences, reading research reports, monitoring your peers, and consulting with experts. While you don't need to reinvent your plans every week, it's important to evaluate any important shifts in the market that may require a quick pivot to optimize your [product-market fit](https://www.productmarketingalliance.com/everything-you-need-to-know-about-product-market-fit/?ref=gotomarketalliance.com). In short, by aligning your strategy with the needs of your customers, you can deliver the solutions they need right now and stay ahead of the competition. ### Agility and adaptation In dynamic markets, rigid approaches to pricing, distribution, messaging, and marketing can quickly grow stale. That's why it's important to stay agile and be ready to pivot based on feedback and results. To do this, it's essential to define [key performance indicators (KPIs)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) for each initiative and monitor them constantly. If you notice that, say, your email marketing strategy has been consistently failing to drive conversions, it's time to change your approach. You've also got to be willing to try out new channels, partnerships, pricing models, and messaging. Start with minimum viable campaigns and set clear KPIs to measure their success. As you scale the campaigns that are getting traction, be sure to quickly shift or sunset any ineffective ones. Finally, build a culture that embraces informed experimentation and adaptation. This will allow you to easily shift resources towards initiatives that are most optimized for the current market conditions. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## Cross-functional collaboration And, of course, what would an article on GTM be without a quick shout-out to our old pal, cross-functional collaboration? Taking a product to market is an inherently cross-functional effort – you need everybody from sales to marketing, customer success to product, product marketing, and more marching to the beat of the drum. One way to make this happen is by sharing KPI dashboards that cover all the [important metrics](https://www.gotomarketalliance.com/the-most-important-go-to-market-metrics-and-how-to-track-them/), from traffic and leads to customer retention. This will help everyone stay on the same page and work towards the same objectives. It's also a good idea to involve all teams in the planning process so that everyone has a say. This way, you'll be able to align your efforts better and create a more cohesive customer experience. Of course, it's important to nurture relationships between team members, too. Open communication channels like Slack and informal get-togethers, whether online or in person, can go a long way in building trust and empathy between teams. [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) ## Onwards to GTM success! By following the framework we've laid out, you're setting yourself up for some serious success. This approach isn't just about launching a product; it's about understanding your market inside out, connecting with your customers, and adapting to meet their needs. With customer obsession at the core of your strategy, you’ll craft cohesive experiences that attract and delight the perfect users to fulfill their evolving needs over time. That’s how category-leading brands are built. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### 7 steps for crafting a winning RevOps strategy URL: https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/ Last updated: 2025-08-04T16:16:21.000Z Getting started on your revenue operation strategy can be challenging - especially if you’re starting from scratch. This article will provide you with the steps (and confidence) you need to make your RevOps strategy shine. 🌟 ![7 steps for crafting a winning RevOps stratgey](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/ROA-Infographics_7_Steps_.png) The seven steps to success are: - [Identify the problem](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#identify-the-problem) - [Align teams and customer journey](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#align-teams-and-customer-journey) - [Establish goals](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#establish-goals) - [Understand resources](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#understand-resources) - [Define action steps](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#define-action-steps) - [Measure results](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#measure-results) - [Refine and adapt](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/#refine-and-adapt) ## Identify the problem In [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps), you might be trying to solve a high-level issue like misaligned GTM teams or a lower-level problem such as clients dropping out of the sales cycle early. Either way, you need to fully understand the problem before you can find the solution. > ***A clear understanding of the problem is key to solving it effectively.*** Once you dig a little deeper into the problem you may find that what you wanted to solve is just a symptom of an even bigger issue. This means you must re-jig your entire thought process around the issue - so it’s good to start there. 💡 For example, you might be seeing a swift drop-off in opportunities that are being passed from your marketing team to the sales team. To solve this, you need to understand the cause. - ***Is there a significant delay in the handover process?*** ➡️ This may mean your handover process should be streamlined. - **Or maybe the leads aren’t relevant enough for sales to convert?** ➡️ To solve this you may need to reevaluate your MQL definition. ### Common challenges Some other common challenges you may want your RevOps strategy to solve include: - Aligning sales, marketing, and customer success teams - Optimizing the sales funnel - Improving revenue operations process efficiency - Increasing revenue growth [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### Understand the history Now you’ve identified the key problem you’d like your revenue operations strategy to solve, you might want to take a step back and understand the history of that problem within your organization. This might include if your RevOps function has tried to solve this problem (or a similar one) before. And if they have, then understanding if it succeeded or failed and why, is key to solving your current problem. Insight into why a previous solution failed can help you avoid those pitfalls when you try to solve this issue again. On the other hand, successful solutions for similar problems may guide you toward a trusted solution. The history can also expand to your organization’s tendencies more broadly. Ask yourself: - Does your organization usually take risks or play it safe? - How quickly do new systems typically get approval? - How long will it take to implement the change? The answers to these questions may change your approach to the problem to better suit your organization. [RevOps best practices for successful business growthFrom aligning teams to streamlining processes, and everything in between. We highlight the best practices for revenue operations pros to increase revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--12-.png)](https://www.revenueoperationsalliance.com/revops-best-practices/) ## Align teams and customer journey Everything in RevOps comes back to [aligning revenue teams](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/), and strategy planning is no different. Revenue operations strategies normally span across sales, marketing, and customer success, so these functions must be united toward a common goal. This will allow a coordinated effort towards solving the problem identified in the last step. ### Management buy-in That being said, alignment doesn’t always come easy - sometimes you need support from the big guns. Getting [buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) from management can allow teams to align more seamlessly as leadership is there to encourage those processes. A Chief Revenue Officer (CRO) can be especially useful in aligning revenue-generating functions, as this is a major part of their executive-level role. Want to learn more about the role of a CRO? [Check out our guide!](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) 👇 [Chief Revenue Officer: Revenue growth from the C-suite | ROAA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### Become customer-centric Once your [GTM team](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) is aligned, you should work with them to map out your ideal [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/). You can use this to compare your goal to how your customer journey currently looks. Mapping out this comparison allows you to identify the areas for improvement as well as allowing you to step into your customers’ shoes. Having a [customer-centric approach](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) to your RevOps strategy helps you to provide a smooth customer journey, improving your customer experience. Which will lead to increased retention rates and recurring revenue over time. ## Establish goals To ensure you achieve your goal, you must define what *exactly* your goal is. Sure you want to solve a certain problem, but what does that look like in practice? For example, to reduce churn, you might ask yourself: - By how much? - Over what time frame? - Or simply, why? Establishing a clear target with metrics to measure your progress keeps your team motivated and on track. [RevOps is crucial for growing SaaS companies | ROARevenue operations aligns the revenue functions within an organization. This is especially important in a growing SaaS company.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--8-.png)](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) ## Understand resources After establishing your goals, it might be time to assess what resources you have to execute these goals. Resources available to you will likely include team members, budget, and tools. Let’s assess each of these factors in turn. ### Headcount The number of team members on your GTM teams (and your RevOps team) and how full their schedules are will impact the scale of your planning. If all of your departments are small and super busy, you might struggle to make progress towards your goal. To prioritize your RevOps strategy in larger teams, there may be scope to reassign some tasks. If you think your team may need an additional member to be successful, this may a be good time to consider hiring. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Budget [Budgeting](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) for RevOps can be tricky. You must determine how much of your budget you’ll need to spend to achieve your goal. For example, you may want to hire a new sales rep or buy a new tool. Understanding which of these requirements is essential and which are just nice-to-have is crucial for managing your RevOps budget effectively. ### Tools Look at your team’s workflows. Is there anything missing from your [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) that is holding them back? Or maybe there are conflicting tools that slow down key processes. Auditing your company’s tech stack for gaps and inefficiencies is crucial for planning your RevOps strategy. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## Define action steps The next step is to plan the action steps that’ll allow you to achieve your goals. These should be specific enough that they can easily be implemented into your revenue team’s workflow. Each of these small steps should provide an impact towards solving your RevOps problem. If you need to train your sales team on a new process - ensure you enlist the help of your [sales enablement](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) team to streamline the education process. Automation is a huge component of a solid revenue operations strategy. You may wish to streamline manual processes to save time and reduce human error. By automating repetitive tasks, you can achieve both! Check out our article to learn more about [automation in RevOps](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/). [Unlock the power of RevOps automation | ROALooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--7-.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ## Measure results To ensure that your RevOps strategy is working how you expected, it’s important to [measure the results](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) of your approach. Otherwise, it’s tricky to know what worked and what didn’t. To measure your impact effectively, revenue operations metrics should be set before implementing the new strategy. This will allow you to track how close you got to your goal after a certain period. It also helps to prevent ever-changing goalposts, which may demotivate your teams. The metrics you track will differ depending on what project you’re working on but here are some that you might want to consider: - Project ROI - Conversion rate - Sales pipeline velocity - Customer churn rate - Customer lifetime value [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## Refine and adapt One revenue operations strategy won’t suffice forever - you’ll have to reassess and adapt to your organization’s changing business environment. The key to a truly successful strategy is continuous improvement. Use the data gathered in the last step to drive your decision-making process, and evaluate the success of your plan. This will allow you to keep the parts of your strategy that worked well and learn from the areas that didn’t perform. Managing these [ever-changing processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) can be challenging but changing your strategy to stay ahead is key to maintaining long-term revenue growth. 💡 Plus, by keeping an eye on real-time customer data and your team’s KPIs you can take corrective action to meet your goals. ## Final thoughts Creating a RevOps strategy from thin air can be challenging but hopefully, these steps will make the process less daunting. Remember to understand the problem, your resources, and your goal. Gain stakeholder buy-in and don’t forget to measure the results of your strategy. Iterate your plan as needed to maintain revenue growth. Want to connect with like-minded revenue professionals? Join our Slack community of 1000+ RevOps experts! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Database governance vs database management for RevOps URL: https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/ Last updated: 2025-08-05T06:59:23.000Z [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professionals spend a lot of time maintaining the health of their organization’s CRM database. But what are the principles that determine these hygiene practices? Database governance and database management are two key aspects of managing your data that are worth defining. This article discusses the difference between the two concepts and how you can use them to define your data hygiene process. We cover: - [What is database governance?](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/#what-is-database-governance) - [What is database management?](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/#what-is-database-management) - [What are the differences between data governance and data management?](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/#3-key-differences-between-data-management-and-data-governance) - [How can you create a single source of truth with data governance and management?](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/#creating-a-single-source-of-truth-with-data-governance-and-management) - [What do the experts have to say?](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/#data-governance-and-management-advice-from-revenue-leaders) ## What is database governance? Database governance is a set of principles, standards, and rules that apply to the lifecycle of data within your organization. This sets the standard for maintaining a clean [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) and data integrity within your organization. The data lifecycle includes collection, storage, use, protection, archiving, and deletion of data. Your data governance policies should guide appropriate data management at each of these stages, and detail who owns the data or process. ![data lifecycle: collection, storage, use, protection, archive, deletion](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/ROA-Infographics_Data-lifecycle_.png) ## What is database management? Database management is the technical implementation and execution of data governance policies. Without data management, data governance would just be a pile of documents. Some tasks associated with database management include: cleaning, standardizing, encrypting, archiving, and deleting data. [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--28-.png)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) ## 3 key differences between data management and data governance There are three key differences between data management and data governance: process, people, and technology. Let’s dive into each of them. ### Process In the most basic terms, data governance is the building of documentation and procedures, and data management is the process that implements these rules into the database. **Doyle Slayton**, Senior Director of Sales and Revenue Operations at Jenzabar, describes the process involved in **data governance** as: > *“Creating data definitions, ensuring that all mappings across the tech stack are in alignment, removing all duplicate fields that could mean the same thing, and building out the infrastructure for the data.”* Other processes associated with data governance include: - Quality checking - Defining data access policies - Complying with regulations (eg. privacy) - Developing and maintaining a business glossary On the other hand, **data management** involves processes that maintain [database hygiene](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) such as data transformations for consistency, managing data storage systems, connecting tools to the CRM, and pulling out datasets for [analysis](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/). [5 key steps to RevOps successDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar tells you the 5 key steps to RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/02/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-key-steps-to-revops/) ### People Since the processes differ between data governance and management, it only makes sense that different team members will be involved. Data governance tends to involve business leadership (such as a VP of RevOps, VP of Sales, CMO, etc.) as well as IT teams to build regulations around data in your organization. Whereas data management tends to be handled by data architects, RevOps analysts, and CRM administrators. However, if you’re running a leaner revenue operations team, **Doyle** suggests utilizing a Senior Revenue Operations Analyst to cover both of these areas. ### Technology The [tools](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) required for these processes will also differ. Many data governance tools are for documenting and sharing policies internally, for example, a shared folder of best practices. Data management tools, on the other hand, deal more with the storage, processing, cleansing, and exploration of data. For example, duplicate removal tools, and data visualization software. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ### In summary... Here is a graphic summarizing the differences between data governance and data management: ![data governance vs data management table](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/ROA-Infographics_Data-governance-vs-data-management_.png) ## Creating a single source of truth with data governance and management In RevOps, data governance and management can help you maintain a [single source of data truth](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/). This can help your teams to have more accurate data to inform your strategic decisions. ### What is a single source of truth? **Marin Page,** Senior Salesforce Business Analyst at Soliant Consulting, shares her definition: “One thing you'll see a lot when you're looking into the Salesforce ecosystem is the idea of having a system that’s a single source of truth. (This could be Salesforce or another CRM.) “In that, if anything disagrees with that system or branches off of that system, then your **single source of truth is what takes priority**. “And it's more of a kind of a philosophical approach to how you integrate, your different teams. Your silos, your external systems are what is the one thing that everything talks to and everything goes through.” **Greg Larsen,** VP Revenue Operations at Eltropy, elaborates on why establishing a single source of truth is so important: > “No matter which metrics you settle on as an organization, it is vital that you first establish a single source of truth location to track the metrics. > *Most disagreements between revenue leaders in growing organizations can be curbed by having a single source of truth for data and documented standard operating procedures.”* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Crafting a data governance blueprint With the importance of data integrity in mind, here are five steps to set up a data governance plan at your organization: **Establish your goals.** The first step of any good strategy is to establish what you want to achieve. Define what measures will make this project successful, and consider what your data will be used for. This can allow you to identify where to focus your efforts. **Determine who has access.** Create a hierarchy of data access so all your team members have appropriate access to your CRM data. Your RevOps, sales, and marketing teams will all need different access levels to do their jobs effectively. Ensure that data can only be accessed by those who need it, and try to limit the number of people with full editing access, to maintain your data integrity. **Define policies.** Now it’s time to define how the collection, storage, use, protection, archiving, and deletion of data will be handled at your organization. Consider any existing best practices your organization already follows and add in any extra policies that will be required. **Ensure privacy compliance.** Identify any blockers you might face when complying with [privacy regulations](https://www.revenueoperationsalliance.com/ai-and-the-art-of-b2b-marketing-privacy-governance-and-opportunity/) that apply to your organization and resolve them. **Document data governance policy.** The final step is to create easy-to-use documentation of your organization’s data governance policies for internal education and sharing. [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--38-.png)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ### Implementing a data management strategy Once you’ve defined your organization's database governance policy, you can start to implement your database management strategy. **Gain leadership buy-in.** When rolling out a new strategy, it can be helpful to have [management buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) to help push changes across your business. **Change management strategy.** If your new policies are a big change to the data process at your organization then you may want to consider planning and rolling out a full [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) strategy to encourage adoption. **Assess your tech stack.** Will your current tools allow you to manage and analyze your data effectively? You may need to add data hygiene, or [data visualization](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) tools to your tech stack if your current tools aren’t up to standard. **Train your teams.** Educate and [train](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) your teams on any new processes and policies they need to know about to do their role effectively. Hosting explainer presentations and Q&A sessions will allow your teams to feel confident about the change. [7 steps for crafting a winning RevOps strategyWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) ## Data governance and management advice from revenue leaders ### Example 1: Relying on users for data collection **Alysson Pehoski**, Director of Revenue Operations at Field Nation, discusses how she makes data collection from users more reliable at her company: “If you are relying on a user’s input for qualification, pipeline, or customer adoption data, I’ve found the best way to keep your Salesforce a reliable source of truth is to **make it as easy for your user as possible to input the data**. “This may seem obvious, but **the best way to get the worst data is to add extra steps and clicks to your users’ day.** “**Bake the data entry into existing processes,** leverage tool integration to meet them where they work, and *critically* review each data point to ensure relevancy. This will minimize disruption for the end user and eliminate extra steps, resulting in **real, valuable data.**” ### Example 2: Integrating systems through your CRM Learn how **Marin** utilized data governance and management to integrate two tools into her organization’s CRM without compromising data integrity: “In a previous role, we were looking at integrating an external marketing automation program with Salesforce. We were also looking into integrating a platform to build orders and build customer prospectuses. The question was: > *‘Can we have that platform to build the orders talk to both the marketing system and the primary CRM and exchange information with both of us?’* “We also needed that marketing platform to integrate *directly* with Salesforce. And the request was for a triangular integration where all the systems are sending information back and forth to each other in a triangle. ![Integrating systems through your CRM](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/ROA-Infographics_Integrated_CRM_2.png) “**But what we needed was a ‘V’** **where Salesforce was the apex of the ‘V’ and the other systems spoke to each other through Salesforce.** That way your single source of truth (whatever record was being updated) primarily lived in Salesforce and nobody was changing the analogues for that record in the other systems without first talking to Salesforce. **“And that's how we kept that data pure and kept it from being out of sync with each other.”** 💡 These insights come from our RevOps Metrics Playbook, your ultimate guide to measuring your revenue operation team’s impact. [****Get your copy!**](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Final thoughts If data governance is the blueprint for reliable data, then data management is the construction and maintenance of it. Your revenue operations strategy needs both principles so your data insights are accurate and useful. Slacking on your database governance and management can lead to a messy CRM with little usable data, not to mention the data privacy concerns. So ensuring a clean and compliant database is key to business success. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How to lead a cross-functional go-to-market strategy URL: https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/ Last updated: 2025-07-09T14:54:31.000Z *This article is based on Erik’s brilliant interview with Holly Watson on or sister community's GTM-FM podcast. Put on your headphones and check it out* [*here*](https://www.gotomarketalliance.com/podcast/cross-functional-go-to-market-with-erik-mansur/)*!* --- Leading a cross-functional go-to-market strategy is no walk in the park. Between coordinating various teams and managing a spectrum of personalities and experience levels, it’s a multifaceted challenge. But fear not – I’m here to guide you through it. In this article, I’ll be sharing tried-and-true tips and strategies that have served me well in leading successful go-to-market launches. Here's what we'll cover: - How to foster cross-functional alignment - How to lay out roles and responsibilities - How to navigate differences in experience and opinion - Top tips for navigating a cross-functional product launch Now, let's start by focusing on the cornerstone of a smooth launch: building alignment among your team members. ## How to foster cross-functional alignment The key to leading a go-to-market strategy lies in building alignment, which, spoiler alert, isn’t about everyone nodding in agreement around the conference table (or the Zoom call). Let’s dig into what "alignment" really means in this context, and how it’s the golden thread that ties a cross-functional go-to-market team together. The term "alignment" gets thrown around a lot. It's a good word, but unfortunately, many departments enter into a cross-functional project thinking that "alignment" means "agreement." To me, "agreement" is defined as everyone being on the same page – everybody saying, "That’s my opinion, too." But the secret of a good cross-functional team isn't everyone being in absolute agreement before they move forward. Instead, it's about achieving consensus. It's about making decisions that perhaps one person disagrees with, or where one person may have wanted a half measure while the rest of the team wanted a full measure. --- [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) --- Entering this team and working on this project doesn't mean you're all aiming to be on exactly the same page. Everyone brings their own biases, ego, and belief systems to the table, and that's okay. The mantra here is: "We're a team, and we need to unite on this." If most people in the room point to a path forward, then consensus, not total agreement, will guide you. To me, alignment is less about a binary "yes or no" decision. It’s about reaching a consensus where people feel that the right decision was made, with all voices heard, and the call being made by a responsible decision-maker or through a collective vote. Here’s the thing: clear expectations are a must from the get-go. You have to let folks know you're not looking for universal agreement on every decision. What you want is for people to feel comfortable with those who are making the calls – a challenging, but essential, balance to strike. In today's world, where communication often unfolds on Zoom, without the subtle cues of in-person chats, this is even truer. So, it's crucial to lay it out plainly at the start: > "Look, we’re not expecting everyone to have the exact same opinion. We're not forming a cult here. We're striving to complete a project, and we need everyone rowing in the same direction. Your voice will be heard, but it may not dictate the final project scope." That’s how you build alignment. It sets the stage for everyone to work together. Even if they don't agree with specific decisions, they know they have a stake, a role, and a responsibility to help drive the project over the finish line. [Why sales and marketing alignment is crucial for revenue growthDiscover the power of an aligned revenue team and unlock strategies for aligning your sales and marketing functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--29-.png)](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) ## How to lay out go-to-market roles and responsibilities It’s essential to begin involving your go-to-market stakeholders early in the process. During your go-to-market kickoff meeting, it's crucial to present, or better yet, define what everyone's roles actually are. I find the **RACI** (Responsible, Accountable, Consulted, Informed) matrix extremely helpful in this process. Here’s how to use it. For any given task or portion of the project, it’s vital to identify: - Who is **responsible**? Whose head is going to be on the block for this portion of the project? - Who is **accountable**? Who will be executing these tasks? - Who needs to be **consulted**? Whose insights are needed to move this task forward? - And who should be **informed**? Who needs to be aware of what’s happening, even if they won't have much influence? Timing is everything. It’s vital to establish everyone’s roles during the kickoff phase. You can then use this matrix as a reference point throughout the project’s lifespan. It’s not uncommon to need to revisit these roles and responsibilities as the project progresses. You may find yourself going back to the RACI matrix to clarify, “Wait, what is this person’s actual role in this project? And what did they agree to?” Starting early, defining roles clearly, and moving forward with that structure as your guide is, in my experience, the path to a smoother, more successful project. [5 key areas of responsibility in revenue operationsWhat are five key areas of responsibility for a person in revenue operations? Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gives his perspective.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/03/nadine-shaabana--M_f3f8DGRg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/) ## How to navigate differences in experience and opinion When you're crafting a go-to-market strategy, you're bringing together an incredibly diverse group of people. Picture a room filled with people from all corners of the business: [product, marketing](https://www.gotomarketalliance.com/how-to-align-your-product-and-marketing-teams/), [sales](https://www.gotomarketalliance.com/how-to-achieve-better-alignment-between-product-marketing-and-sales/), engineering, you name it. And guess what? Not everyone in that room is going to have the same level of experience. Some folks might be seasoned veterans, having been through launches galore, while others might be navigating their very first one. It's a mixed bag of experience levels and familiarity with the process, which makes for an interesting, albeit challenging, dynamic as you plan and execute. As a [product marketer](https://www.gotomarketalliance.com/product-marketings-influence-on-the-product-roadmap/), I recognize that my role touches more launches than other members of the organization, which adds a unique layer of expertise to my perspective. So, the question then is, do we run the same kickoff and use the same mechanisms to inform everyone, despite their varying levels of knowledge and hands-on experience with go-to-market launches? --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- Sometimes, this calls for an extra meeting, especially when it becomes apparent that somebody is unfamiliar with how go-to-market processes typically operate. It’s a great idea to approach these less experienced stakeholders – whether it's after a larger meeting or in a more casual setting – to explain your processes, share past experiences, and establish trust. But it’s not just your inexperienced colleagues you’ve got to think about. I've also had to hold candid conversations with skeptics in the room, assuring them of the path we’re on and calming them down after contentious moments in meetings. These kinds of politics can often come to the surface as you’re laying out a cross-functional go-to-market plan. To alleviate some of this tension, I find it extremely helpful to steer the focus towards outcomes. What’s the collective goal here? - Whether it's increasing market share, - fostering customer retention, - or spurring adoption among existing customers. Everyone in the room has a vested interest in one or more of these outcomes. It’s about going to each stakeholder and affirming: > “I want to achieve what you want to achieve. While I may be looking at all the outcomes, I know you’re particularly interested in this one. How can I ensure your concerns are addressed and your specific objectives are kept in mind?” Identifying potential challengers early on, understanding their motivations, and addressing those proactively before any issues become significant roadblocks is critical. This helps to preemptively smooth out any potential snags along the way and promotes a collaborative and successful project environment. [Why we need to amplify diverse voices in our companiesPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## Top tips for navigating a cross-functional product launch Let’s wrap things up. The three actionable tips that’ll empower you to take the reins of your cross-functional go-to-market launches, steering your diverse team towards success with clarity and confidence are: - Chill out. - Identify your allies. - Document everything. Let’s dive a little deeper. ### Tip #1: Chill out When you’re running a product launch, it can be easy to feel overwhelmed. So, here's something to keep in mind: unless you work for a pharmaceutical company, the project you're working on is probably not going to cure cancer. It's crucial to level set about the actual importance of the project at hand. Yes, it is undoubtedly important to the company and your career, and there are stakes involved, but let's keep a healthy perspective. I've had so many conversations with junior colleagues who were in a tizzy about something that wasn’t going as smoothly as they’d hoped. In these instances, it's essential to pause and say: > "Hold on, timeout. What are we doing here? We're not programming pacemakers or sending water to developing countries. We're in the business of selling software, so let’s just bring the temperature down a little." Remember that while deadlines and deliverables are important, it’s not the end of the world if you miss them by a day or a week. If you work for a company that values employee experience and promotes work-life balance, expecting a product marketer to work 60-70 hours a week to get a project out the door seems contrary to that belief system. My top piece of advice, then, is to maintain some perspective. Your project is important, certainly, but it’s not the most significant endeavor on the planet. It shouldn't prevent you from having dinner with your family or enjoying a leisurely Saturday morning. In the grand scheme of things, you need to take into account what you're trying to accomplish and balance that with the life you are aiming to lead. Unless you're in the business of curing diseases, recognize the scope and impact of what you're doing and adjust your stress levels accordingly. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ### Tip #2: Identify your allies In a cross-functional team, which could range from five to fifteen people or more, you’re likely to already have certain allies in the room. This isn't about creating factions or engaging in behind-the-scenes politicking; it's about knowing who you connect with on a deeper level. It could be a product manager you have a great rapport with, a marketing colleague who you’re in sync with, or a salesperson you’ve shared a casual beer with and found that you're on the same wavelength. As you walk into that go-to-market kickoff meeting, have an awareness of who is already likely to be comfortable with your management style and approach. These people are likely to be your allies in subsequent conversations and will be quick to support you when it's time to build consensus. Just one extra person standing up and agreeing with your point can make a crucial difference in moving a project forward. ### Tip #3: Document everything My final piece of advice is to write *everything* down. Always have an accessible, online-based project plan that everyone can refer to, so nobody feels blindsided. Monitor how often team members are reviewing this document. At the end of every single meeting, send an email summarizing the specific action items, clearly indicating who is responsible for each one. Then, at the start of the next meeting, review the status of those action items assigned earlier. This accountability is crucial. When you assign an action item, it should be clear why a specific person has been given that responsibility, whether they volunteered or it naturally aligns with their role. You then need to hold people to account for those responsibilities in subsequent meetings. Check whether tasks have been completed, if they’re on track, or whether they need additional support to overcome roadblocks. So, in summary, my top three tips are to maintain a healthy perspective on the scale and significance of the project, identify and work with your allies within the team, and hold everyone accountable through clear, accessible documentation and regular check-ins. These strategies are foundational in navigating the complexities of a go-to-market strategy and ensuring that the whole team is aligned and moving cohesively towards a successful launch. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Crack the code on losing deals: The 4 pillars of win/loss analysis URL: https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/ Last updated: 2025-08-04T16:16:42.000Z This article comes from **Greg Larsen**’s talk, ‘*Winning with win/loss analysis*’, at our **2023 Revenue Acceleration Festival**. --- Does your sales team seem stuck in an endless cycle of deflecting fault after losing major deals? Well, you're not alone. Over my 15+ year career building successful SaaS companies, I’ve learned firsthand how critical an effective win/loss analysis program is for growth. In this article, I want to walk you through my 4-pillar approach to win/loss that I’ve developed from direct experience losing deals and needing to course correct. Think back to a time when your company lost a major deal. Why did you lose? Price, product, sales execution? Many companies go quarter after quarter without truly understanding the root causes behind won and lost deals, leading to guesswork and frustration. Today, I’ll aim to show you a better way. My win/loss analysis approach rests on four pillars: 1. Leadership & Culture 2. Proper Data Collection 3. Thoughtful Data Analysis 4. Actionable Next Steps Getting this formula right has helped me repeatedly drive higher win rates. Now let’s uncover the real reasons you win and lose deals… ## What is win/loss analysis? Let's start with a quick definition for anyone unfamiliar with the term. Win/loss analysis is the process of gathering data around both won and lost sales deals to uncover trends impacting your [win rate](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). By interviewing participants from your own company as well as the buyer on unsuccessful deals, you build an accurate picture of: - Why you win deals - Why you lose deals - Your strengths vs. competitors - Product gaps to fill - [Price objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) - Other sales obstacles and opportunities Armed with these qualitative and quantitative insights, execs can make smart resource allocation decisions and sales can refine helper messaging. Instead of flying blind and making gut calls, you drive a [data-backed strategy](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/). Many [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) leaders struggle to get win/loss analysis right. Their programs either fail completely, only provide surface-level insights, or aren't actionable. [5 keys steps to cutting churn and driving growthWith insights from three revenue operations experts, learn how to cut customer churn and drive revenue growth at your organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--10-.png)](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) ## Pillar 1: Leadership & culture You can’t have an effective win/loss program without complete [buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) and participation from the CEO and executive leadership team. They must lead the charge in establishing a culture of learning vs punishment around loss analysis. I saw this done perfectly early in my career at Qualtrics. Every week the CEO, [CFO](https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/), and other executives would stand up in front of the entire company and talk openly about that week’s business highlights and lowlights. Then our CEO would discuss a mistake he made recently, what he learned and, how he'd improve. Suddenly employees felt empowered to take smart risks without the fear of failure. Leaders would even highlight team members who openly discussed their mistakes and reward them for it, this complete acceptance of missteps as learning opportunities is the type of culture that encourages accurate inputs across *all* departments. Without a top-down [cultural commitment](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) to transparency and discussing failures, RevOps can rarely get the participation needed across sales, marketing, and product to connect the dots on losses. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--31-.png)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## Pillar 2: Proper data collection Now you’ve got leadership support, we need to architect a data collection approach that gives us a complete 360 view. Proper planning prevents poor analysis, here are some of the key steps my team takes: **🎯 Establish agreed goals & benchmarks upfront** – Make sure everyone from sales to product to marketing agrees upfront on the goals of the program and defines success benchmarks. **👉 Assign ownership of each step** – Clearly outline who owns collecting data from sales, product, the customer, 3rd parties, and how we bring it all together for analysis. **💬 Never rely solely on sales rep inputs** – In over 20 years in sales, I've never seen a rep voluntarily raise their hand and say, "I clearly blew that deal." Inputs only from Sales will give you a warped perspective. **🏛️ Build a multi-layered data collection pyramid**: - **Level 1** – Basic fields in the [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) – Add simple required Loss Analysis fields like Competitor Chosen, Primary Loss Reason, etc. - **Level 2** – Auto-surveys to full opportunity teams – For all deals over $100K, auto-trigger a short survey to everyone who touched that deal to capture additional color. - **Level 3** – Customer win/loss interviews – Actively reach out to buyers on significant lost deals with a structured interview process. - **Level 4** – 3rd party win/loss interviews – Expensive but this outside-in view yields an incredibly candid perspective not possible internally. Following this method gives you quantitative and qualitative data from every angle to uncover the true loss drivers. Now let’s discuss translating this rich data into insights. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Pillar 3: Thoughtful data analysis Armed with robust inputs, we now have to make sense of it all without drawing quick conclusions or overreactions. Here are my key principles: 1. [**Track insights**](https://www.revenueoperationsalliance.com/why-are-metrics-important-in-revops-video/) **over the long term** – That huge deal you just lost stings, but don’t change strategy based on one data point. Build statistical significance over 12+ months before making major moves. 2. **Balance quantitative and qualitative data** – You need both hard metrics on pricing or product gaps AND color on why buyers preferred your competitors to get the full story. 3. **Make analysis** [**visual**](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) **whenever possible** – Executives often gloss over detailed Excel pivot tables. Turn key findings into simple, engaging graphs that pop key trends to drive discussion. Here’s an example win/loss analysis dashboard highlighting primary loss drivers over 12 months. ![Example win/loss dashboard showing we lose most commonly on business requirements gaps and pricing vs. competitors](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Copy-of-ROA_Page_Header_Meta_--1-.png) At a glance, we can see we lose most commonly on business requirements gaps and pricing vs. competitors, now the product and sales leaders can have informed debates on where to focus. ## Pillar 4: Actionable next steps You watch hours of game footage as a coach to pick the perfect plays, but never sharing this game plan with your team is self-destruction. Yet this happens all too often in business after win/loss analysis. Here are some of my action principles to get around this issue: - **Widely share results cross-department to align around learnings** – Growth comes through transparency on what needs improving. If your culture can’t handle open discussion, revisit Pillar 1. - **Hold regular executive win/loss reviews on recent deals, rotating sales reps involved** – We pick 1-2 recent losses, debate what happened, and shape [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/), products, and pricing accordingly. - **Follow up with every win/loss participant on how we’re addressing their feedback** – Close the loop! Thank participants, and keep them updated on new functionality based on their inputs so they convert down the road. 🎧 Learn more from Greg, by listening to his episode of RevOps Unboxed where he discusses measuring the KPIs that really matter. [Listen now.](https://www.revenueoperationsalliance.com/measuring-the-kpis-that-matter-for-gtm-teams-with-greg-larsen/) ## In summary As much as losing major deals stings, progress requires trading finger-pointing for openness. Uncovering win/loss truths through data-backed analysis gives us the power to course correct strategically versus emotionally. Rinse and repeat this four-pillar approach for your win/loss analysis program, and you’ll transform what's often viewed as a necessary evil into an engine for sustainable revenue growth. I hope mapping an insider’s blueprint gives you the confidence to start asking tougher questions today. You deserve to understand what’s driving deals - won or lost - no matter your role. There’s nowhere to go but up! --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Building and scaling revenue operations at LinkedIn with José Almaraz Reséndez URL: https://www.revenueoperationsalliance.com/building-and-scaling-revenue-operations-at-linkedin/ Last updated: 2024-04-18T14:38:09.000Z On this episode of RevOps Unboxed, José Almaraz Reséndez, Sales Operations Senior Manager, Systems and Tools at LinkedIn, discusses the revenue operations systems that underpin LinkedIn's growth. ## About our guest, José Almaraz Reséndez José is a Sales Operations leader at LinkedIn, based in the San Francisco Bay Area. During his tenure at LinkedIn, he's built teams and led projects to define the Go-To-Market strategy, handle the operational cadence of the business, and provide data and insights to drive business decisions. José leads a team that's developing internal tools to simplify and improve forecasting and planning processes. Prior to his current role, José worked at McKinsey and had a summer stint at Rappi (then a Series A startup). In his free time, José enjoys spending time with his family (wife, son, dog), weightlifting in his garage, going on walks, traveling, and occasionally watching sports. You can follow José on LinkedIn [here](https://www.linkedin.com/in/josealmaraz/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). --- [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ### Chief Growth Officer vs Chief Revenue Officer: What’s the difference? URL: https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/ Last updated: 2024-02-28T10:58:50.000Z In 2024, the Chief Growth Officer role is the number one **fastest-growing** job title in the U.S. according to [LinkedIn’s latest report](https://www.linkedin.com/pulse/linkedin-jobs-rise-2024-25-fastest-growing-roles-us-linkedin-news-dxmie/). But what does a Chief Growth Officer or CGO do? And how does this C-suite role differ from a Chief Revenue Officer (CRO)? After all, both of these executives aim to drive growth to their organization. The short answer is timeframe, but this article dives further into what a CGO does, why they’re needed, and how the role differs from a CRO. Looking for something in particular? Skip ahead: - [What is a Chief Growth Officer (CGO)?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#what-is-a-chief-growth-officer-cgo) - [What does a Chief Growth Officer do?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#what-does-a-chief-growth-officer-do) - [Does your company need a Chief Growth Officer?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#how-to-know-if-your-company-needs-a-chief-growth-officer) - [What is a Chief Revenue Officer (CRO)?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#what-is-a-chief-revenue-officer-cro) - [What’s the difference between a CGO and a CRO?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#what%E2%80%99s-the-difference-between-a-chief-growth-officer-and-a-chief-revenue-officer) - [Do you need a CRO and a CGO?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#do-you-need-a-cro-and-a-cgo) - [Could a CRO transition to a CGO role? Or vice versa?](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/#could-a-cro-transition-to-a-cgo-role-or-vice-versa) ## What is a Chief Growth Officer (CGO)? As you might expect a Chief Growth Officer’s main goal is **strategic growth**. But like most things, it’s not that simple. A CGO works cross-functionally between sales, marketing, product, and IT departments to promote long-term business development and growth. This requires building a forward-thinking vision company-wide. CGOs also focus on identifying new opportunities for expansion and exploring new ways to reach your target audience. Chief Growth Officers often work closely with the CEO to determine the company’s vision for the next five to 10 years. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ## What does a Chief Growth Officer do? A Chief Growth Officer oversees long-term growth strategy by [removing silos](https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/), disrupting the status quo, and defining growth marketing strategies. CGOs also focus on the external factors that may impact your business such as market dynamics, customer feedback, and new opportunities for growth. On a day-to-day level, the Chief Growth Officer’s role may look similar to a CEO’s as they work cross-functionally on high-level strategic planning to increase business goals and roll out these growth initiatives through the organization. The CGO’s biggest supporter is often their CEO. Growth executives look beyond short-term sales and marketing strategies toward sustainable growth. ### Responsibilities of a Chief Growth Officer Here’s a quick breakdown of some of the day-to-day responsibilities of a Chief Growth Officer: - **Growth strategy.** Creating a clear long-term plan for growth that aligns with the company’s goals. - **Alignment.** Working with other departments to roll out strategy and ensure results. - **Market research.** Understanding the market, customer trends, and spotting growth opportunities. [6 high-impact strategies for smooth revenue scaling successLearn how to effectively scale your business with advice from the CRO of WeWork and the CRO of Palmetto Technology. From hiring to processes, discover the key to growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--31-.png)](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) ## How to know if your company needs a Chief Growth Officer Does your organization need a Chief Growth Officer? Here are a few things to consider before writing up a job description: - What are your growth objectives and expectations? - Do you have a growth marketing strategy? - Does your current team have all the resources you need to achieve these goals? - How would a CGO fit into these plans? If your current growth strategy is defined and you already have the resources you need to achieve it, you likely don’t need a Chief Growth Officer right now. Instead, you might consider asking your current C-suite executives and senior leaders to take on some tasks related to ensuring organizational growth. If your growth plan for the next five to 10 years is to move into a new vertical, region, or market, and your current executives are too busy to devote any more time to this plan, your organization might benefit from hiring a CGO. Another reason you might want to consider hiring a Chief Growth Officer is if you’re losing market share or need to revitalize your brand. A CGO would be able to dive into understanding why you’re losing customers and build a strategy to reduce your losses (and start growing again). When hiring a Chief Growth Officer, you must identify what projects and responsibilities you’d like them to tackle. And think ahead, after all, your new CGO will be planning toward your long-term goals. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## What is a Chief Revenue Officer (CRO)? A [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) is another C-suite executive whose focus is on growth, but a CRO is more focused on revenue growth strategy than larger business initiatives. This isn’t to say being a CRO is a less intensive role though. Chief Revenue Officers work to align sales, marketing, and customer success within their organization. This often comes with managing a [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team, and may even mean the VP of Sales and VP of Marketing report to the CRO. A CRO will focus on a one to three-year plan for increasing revenue through optimizing sales and marketing processes and streamlining the customer experience to promote sustainable growth. Want to learn more about the ins and outs of the CRO role? Check out our full article on this. 👇 [Chief Revenue Officer: Revenue growth from the C-suiteA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ## What’s the difference between a Chief Growth Officer and a Chief Revenue Officer? So what’s the difference between these two emerging C-suite roles? Here are the main three things separating the CGO and CRO roles: - Scope - Departments served - Strategy time scale Let’s take a deeper look at how to differentiate these roles. ### Scope The first difference between these roles is the scope of their responsibilities, while both executives will work on high-level business growth strategy, they have slightly different purposes. Chief Growth Officers focus on the entire company’s growth plan including product development and moving into new markets. Chief Revenue Officers, on the other hand, focus solely on the company’s [revenue strategy](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) including how to increase deals closed and customer retention rates. ### Departments served Since these roles have a different scope they also serve different functions within the business (with some overlap of course!). CGOs work with sales, marketing, product, and IT departments to align these teams with organizational-wide growth. CROs work with sales, marketing, customer success, and [revenue operations](https://www.revenueoperationsalliance.com/who-does-revops-report-to-video/) departments to align these teams to increase revenue growth. [Chief Revenue Officer vs Chief Financial OfficerWhat’s the difference between CROs and CFOs? Our CEO, Richard King, outlines the key differences between these key C-suite executives.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRich King![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--19-.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/) ### Strategy time scale While both the CGO and CRO work on long-term growth plans, Chief Growth Officers tend to work in longer time scales than Chief Revenue Officers. The average CGO will work on five to 10 year plans, while the average CRO will work on three to five year plans. ### **The differences summarised** To summarise the differences between a CGO and a CRO we’ve created this graphic. ![Chief Growth Officer vs Chief Revenue Officer; table outilining differemces between CGO and CRO; row one: blank; Chief Growth Officer; Chief Revenue Officer; row 2: Scope; Focus on entire company’s growth plan.; Focus solely on on the company’s revenue strategy. row 3: Departments served; Work with sales, marketing, product, and IT.; Work with sales, marketing, customer success, and RevOps. row 4: Strategy; time scale Five to ten year plan.; Three to five year plan.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/ROA-Infographics_CheifGrowthOfficer_vs_ChiefRevenueOfficer--1-.png) ## Do you need a CRO and a CGO? At most organizations, there’s no real need to have both a Chief Growth Officer and a Chief Revenue Officer as they are remarkably similar positions. Most companies only require one of these roles to increase growth. As for deciding which role to add to your ranks, that depends on your company’s priorities. If growing your revenue is the key goal of your org, a CRO is the way to go. But if you’re planning on expanding into a new market in the next few years, you may want to consider hiring a CGO instead. That being said, large multi-national companies may have the space for both of these roles amongst their ranks, but the key is ensuring clear expectations are set to avoid too many overlapping duties. ## Could a CRO transition to a CGO role? Or vice versa? The simple answer is yes. Both roles require similar skills, so if you have experience in one you could easily switch to doing the other if you felt like a change of pace. That’s not to say there isn’t some learning curve though as there may be some responsibilities you haven’t managed before. For example, if you’re a CRO with a sales leadership background, you might not have worked directly with a product team before. Or if you’re a CGO with previous experience as a Chief Marketing Officer (CMO) you might not have worked directly on sales strategy in the past. Overall, the strategic growth mindset, data-driven decision-making skills, and strong leadership required to do these roles successfully are transferable across these two roles. [Key insights for Chief Revenue OfficersDiscover the highlights from last year’s CRO Summit in San Fransisco. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--11-.png)](https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/) ## TLDR; - A Chief Growth Officer oversees long-term growth strategy by removing silos, disrupting the status quo, and defining growth marketing strategies. - A Chief Revenue Officer is focused on revenue growth strategy and alignment within an organization. - The main three things separating the CGO and CRO roles are scope, departments served, and strategy time scale. - Most organizations don’t need both of these roles, one is usually enough. - Both Chief Growth Officers and Chief Revenue Officers have similar skill sets so they would easily be able to transition between these roles. ## Supercharge your path to the C-suite Carve your path to the C-Suite with our expert-led masterclass. Over 6 weeks, learn from experts who've been there and done it and expedite your path to the top. 🚀 Develop exemplary soft skills required for C-suite execs, including resilience, prioritization, time-keeping, business strategies, and emotional intelligence. 💰 Recognize the typical structure of a corporate finance team and the key roles within that team. 🔍 Identify the success factors and key components of ‘disruptive leadership’ and a change management approach. ⚡ Quickly establish a company-wide vision and framework for developing and implementing a winning strategy. [Click here to become a C-Suite powerhouse](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### What is account-based marketing? URL: https://www.revenueoperationsalliance.com/what-is-account-based-marketing/ Last updated: 2025-06-12T17:54:30.000Z *This article was originally published by our sister community* [*Revenue Marketing Alliance*](https://www.revenuemarketingalliance.com/)*.* --- ABM is a B2B marketing strategy that’s rapidly grown in popularity. According to the ABM Leadership Alliance, [87% of marketers](https://www.itsma.com/research/driving-growth-with-three-types-of-abm/?ref=revenuemarketingalliance.com) who have implemented ABM report a higher ROI than any other type of marketing. Rather than wasting time selling to unqualified leads, ABM focuses on selling directly to the highest-value accounts. It’s all about efficiency, aligning your marketing and sales teams to promote long-term growth that boosts revenue. In this guide, we’ll take you through what exactly ABM is, the benefits it can provide your B2B business, and marketing tactics that utilize ABM. - **What is ABM?** - **Benefits of account-based marketing** - **Account-based marketing tactics** - **Driving revenue growth with ABM** - **Account-based marketing frameworks** - **Account-based marketing structure** - **Account-based marketing teams** - **Final thoughts** ## What is ABM? Accounts-based marketing (ABM) is a strategy that revolves around identifying your key accounts and devoting your time and resources to those that will offer you the highest value to your organization. Think of it like this: if traditional marketing is like trying to find a needle in a haystack, ABM is all about using a magnet to pull those needles out so they aren’t mixed up with the hay anymore. You weed out the less valuable leads early on to focus your efforts on those that will give you the best ROI. When you market towards these high-value accounts you’re doing one-to-one marketing, rather than doing it on a one-to-many basis, preventing you from wasting time on low-value leads. You develop content specifically for these high-value prospects, personalizing their buyer journey and tailoring all your communications, content, and campaigns to these specific accounts. The result is a much greater ROI and a boost in customer loyalty as you’re really showing how your products and services can solve their individual problems. But the effect of ABM goes beyond the sale, as you maintain a level of customer experience with each account to maximize long-term benefits and deliver consistent customer service excellence. It can be a lot of work, but the customer loyalty you gain can support your revenue stream down the line. [Motivate your team with account-based marketing attributionDiscover the best practices and challenges associated with measuring your account-based marketing efforts with attribution.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-138.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---abm-attribution.png)](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) ## Benefits of account-based marketing [84% of marketers](https://alterra-group.com/2017/01/10/keys-to-the-success-of-abm-investment-measurement-and-alignment/?ref=revenuemarketingalliance.com) say ABM has been significant to aiding them in building relationships with their existing clients and increasing their CLV, which is pretty beneficial for the growth of a B2B business! With ABM, marketers can: - Personalize their marketing approach - Improve the customer acquisition process - Align their marketing and sales teams - Speed up the sales process - Increase their ROI - Waste fewer marketing resources - Build trusting relationships with their clients - Make data-driven decisions If you want to keep track of the progress of your ABM strategy, you need to identify what’s working and what needs improvement. You need effective KPIs to track your marketing campaign, and ones that are specific to the ABM model so you can measure each element of the strategy. [Examine the difference between strategic and tactical marketingIn the dynamic landscape of marketing, two components play a critical role in achieving objectives: strategic marketing and tactical marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEve Chatfield![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMA-strategy-2.jpg)](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/) ## Is account-based marketing right for your business? Despite those benefits we’ve thrown around, let’s get this out of the way: not every B2B company will benefit from ABM to the same degree. ABM works best for marketing high-cost products and services with lengthy buying cycles, targeting prospects with high customer lifetime value. If you’re selling low-cost products with short buying cycles, you’d be better off sticking to mass marketing. ABM just isn’t worth the time and effort. You’ll also need pretty sizeable marketing and sales departments. You’ll need to be able to devote adequate resources to each account, and you’ll need a reasonable number of accounts to keep your business secure (relying on just one or two huge accounts could lead to disaster if something goes wrong). Once you’ve established your company is ready for ABM, what do you need to do to get started? ## Account-based marketing tactics To get started with ABM, you need an appropriate [ABM strategy](https://b2bmarketingalliance.com/how-to-strategize-for-abm/?ref=revenuemarketingalliance.com) for your business. You need to identify your key accounts and create a personalized marketing experience for them so you can nurture those leads. Here’s a breakdown of how to get started: ### Identify key accounts You need to find high-value clients that are worth investing your time and marketing efforts in. But who are those high-level targets? Start by compiling an ideal customer profile (ICP) of what a target account should look like, such as industry, company size, etc. Look at your already existing accounts and gather as much data as possible about them so you know who the main players and decision-makers are for each of your accounts. [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--26-.png)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) ### Build your account list Once you’ve got a better idea of who your customers are, you can put together a list of the most key ones. If you’re a small business, you’ll only have a small list to start with, but this can be a great chance to use it as a test group for your new ABM strategy. If you have a larger list, you can start to narrow it down by looking at the engagement levels of these accounts and their buyer intent. But you should continuously monitor your list and make adjustments based on which accounts are performing well. ### Create personalized content Now you need to design a marketing strategy that uses highly personalized content directed to your key accounts. Post engaging and informative content and use targeted ad campaigns to reach the right people. With email marketing, you can send personalized emails to your accounts to continually engage with them, keeping their interest high and building a long-lasting relationship with them. Keep them sweet with special promotions and offers, and keep them updated on news about your brand so they feel a part of the community. It’s essential you provide them with great customer service and take on board any feedback they might have so they feel truly valued as your customer. ABM doesn’t just happen at the marketing level, you’ll need good collaboration with the sales team as there’ll be a lot of handovers between the two departments, so these teams need to work together quickly and effectively. 72% of B2B companies that report a positive ROI from ABM[ are reported to have good alignment between sales and marketing departments](https://www.pardot.com/blog/abm-trends-what-the-best-b2b-companies-are-doing/?ref=revenuemarketingalliance.com). So, it’s crucial you all stay in each other’s good books! [Why sales and marketing alignment is crucial for revenue growthDiscover the power of an aligned revenue team and unlock strategies for aligning your sales and marketing functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--29-.png)](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) ### Target your messaging Email marketing is still highly relevant in today’s market, but it’s very competitive. To get the attention you need in all those busy inboxes, you need to use inventive approaches. The best tactic is to send highly personalized messaging in communications like emails to significantly boost the likelihood of receiving a response - in fact, [88% of users](https://snov.io/blog/email-marketing-statistics/?ref=revenuemarketingalliance.com) are more likely to respond favorably to an email if it seems like it was created just for them. This not only includes things like ensuring you’re using a customer’s name to address them but also sending them content/offers/information that your data has told you they’re likely to need. Customers that receive communications more tailored to their wants and needs are much more likely to respond than those who receive irrelevant emails. So when you’re running your multi-channel outreach campaigns, you need to be getting your target prospects familiar with your offerings and connecting with them on a human level to give you the best chance of converting them into customers. ### Develop account plans Each account will need a plan of action tailored specifically towards them, developed as a collaboration between the sales and marketing teams. They’ll need to get to know their accounts in great detail, identify the key players with whom they need to build connections within the organization, the content, and distribution channels, and an overall perspective of the shared and individual responsibilities of both sales and marketing in regards to communicating with and supporting their account. This will be where you develop how you’re going to personalize your content toward each account, allocate budget and resources, and establish the KPIs you’re going to be using to track success. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ### Build contacts and relationships ABM is all about building long-term relationships with high-value customers. Once you’ve identified the accounts, you’ll need to find ways to connect with the right individuals within the organizations. You’ll need to identify the decision-makers within the departments your products or services are intended for, as well as members of the C-suite and buying committee. These days, it’s fairly easy to identify these people in most organizations from their websites or LinkedIn pages. You’ll then need to connect with them. The simplest method is via social media. Distribute your content on channels they frequent or in groups they’re members of. Set up highly focused, targeted ad campaigns. You could even just pull the trigger and connect with them directly. Just try not to come across as “too salesy” and find ways to build the connection naturally. You can also look into events, both digital and physical that they’re attending or running. You can make plans to attend yourself, especially if the event is being pitched as a networking opportunity, or sponsor some aspect of it yourself, whether it’s a booth, talk, or any other aspect that’s relevant to your offering. You could also host your own events and invite the relevant people. This will potentially give you more control over the content they access and your ability to funnel them into the relationships you need to build with them. Referrals can be an important part of building these connections: [84% of B2B buying decisions start with a referral](https://influitive.com/blog/infographic-17-stats-about-b2b-referrals-you-should-know-but-probably-dont/?ref=revenuemarketingalliance.com). Depending on your industry and geographical location, it’s pretty likely you’ll know someone you can lean on to put in a good word for you. Once you’ve built those initial connections with the right accounts, it’s time to strengthen those relationships. You’ll be producing and sharing with them bespoke, personalized content that responds directly to their needs. Your marketing materials will focus on how your products and services will enhance their businesses. You can even look into building more direct, personal relationships with the relevant people in the account. Host events tailored towards them, whether it’s a formal business event or something slightly more casual like meals. Your communications with your accounts should be on a one-to-one basis as much as possible. Treat every point of contact as a conversation where you’re catering as much to their needs as you can (without bending over backward too much, you’re looking to be in business together, not their servants). You can use automation to fill in any gaps when you can’t be on hand to respond to them. [The importance of building a creative culture as a CMOUnearth the importance of fostering creativity as a CMO. Boost performance, attract talent, and differentiate your brand with innovative ideas!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceWill Whitham![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMO-creative.jpg)](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) ## Driving revenue growth with ABM ABM can help shorten the sales cycle, freeing up salespeople from a long, frustrating process and providing them with more time to look for opportunities. By identifying high-value accounts early on in the buyer’s journey, you can convert more MQLs into SQLs and generate more conversions. Sales can outreach to those identified high-value accounts with personalized messaging and content at an earlier stage. With such a targeted list of accounts, you can significantly reduce the time wasted on irrelevant accounts. Getting personalized messaging in front of the right kind of customers at the right time will significantly reduce the time it takes the sales team to win deals, driving business growth and revenue. According to DemandBase, companies employing ABM for more than a year had a [1](https://www.demandmetric.com/content/abm-adoption-benchmark-report?ref=revenuemarketingalliance.com)[0% increase in revenue](https://www.demandmetric.com/content/abm-adoption-benchmark-report?ref=revenuemarketingalliance.com), and 19% reported an average increase of 30%. A strategy that relies on marketing and sales working so closely together creates greater efficacy, better campaigns, and more focus, ultimately generating more opportunities and winning more high-value accounts. ## Account-based marketing frameworks Using the right framework can make moving to an account-based approach less complicated - meaning you can get started easily without (as much) fuss and hit the ground running. A popular ABM framework is the T.E.A.M. model. ### T.E.A.M. framework The T.E.A.M. framework highlights the necessary steps in an account-based strategy: target, engage, activate, and measure. When targeting you should build lists of your best-fit accounts, then break this list into chunks (using [account-based segmentation](https://www.revenueoperationsalliance.com/account-based-marketing-segmentation/)). This will allow you to develop groups of accounts to target in your campaigns. Once you have completed your targeting, you should move on to engaging and activating. These stages are about engaging and reaching out to the right people at the right time for each of your accounts. Multiple people are involved in B2B transactions, so it’s important to be engaging with the right people at the right time (when they want to hear from you and are most likely to respond well to your marketing). Your teams should use data to activate personalized marketing messages when the time is right. Lastly, it is essential to measure, otherwise, you can’t improve. Your team should use analytics tools to measure progress and results throughout your sales and marketing funnels. New insights may improve future buyers’ journeys and increase your success. [How to create an effective revenue operations roadmapThe CEO of CS2 Marketing, CEO of Syncari, and VP of Global RevOps of Neo4j discuss how to create a successful revenue operations roadmap. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/03/annie-spratt-AFB6S2kibuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) ## Account-based marketing structure The structure of your team may shift as you convert to an ABM strategy - that’s okay! This might just be a change in job roles or titles, or some hiring to plug a few gaps. Ultimately, changes to your team structure should lead to better performance. If it doesn’t work, don’t be afraid to make further changes. Here are a few positions you may want to think about filling or prioritizing when making these structural changes. ### Chief marketing officer Ensuring that top management is on board is essential to starting an account-based strategy. Your [CMO](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) will need to sign off on your account grading system and some of the other strategy decisions - so it’s best to get them on your team sooner rather than later. ### Marketing ops manager Most marketing teams use MarTech solutions - your marking ops manager will help your team integrate them seamlessly into work. Ideally, they have a good understanding of each piece of software and can help to deploy them. ### Content executive This team member focuses on content creation and optimization using data. What subject line works best? What time should content be posted? Is the content reaching the right people? These are all questions your content executive might ask (and answer). ### Paid media manager Paid ads and media are increasingly useful in any marketing strategy, including ones that are ABM-style. A PPM can help to manage and track your paid campaigns and ensure your results improve with time. However, this role isn’t always necessary if your team doesn’t expect to have a paid media budget that warrants a dedicated person to own it. ### Sales leader A manager from sales is a great addition to your ABM team as they can provide a more streamlined conduit between marketing and sales. This is important in ABM as the marketing is targeted to each valuable account. So including the sales team in planning ensures everyone is on the same page. [BDRs vs SDRs vs account executives - what sets them apart?BDRs vs SDRs vs AEs are all tasked with working with leads and prospects to close deals. But what actually is the difference between these roles?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/2.jpg)](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) ## Account-based marketing teams Your marketing team could look rather different after a change to ABM. The skills required may be slightly different and you will likely be interacting with your sales team more frequently. Let’s talk more about these changes to your team’s dynamic. ### Sales and marketing Is there an interdepartmental competition or feud between marketing and sales at your company? Not anymore. ABM requires the top level of sales and marketing collaboration. The processes in an account-based approach require frequent handovers between the sales and marketing departments. This results in a need for both teams to work together quickly and effectively. Of companies who report a positive ROI from ABM, [72% are reported to have good alignment between sales and marketing departments](https://www.pardot.com/blog/abm-trends-what-the-best-b2b-companies-are-doing/?ref=revenuemarketingalliance.com). So, say hello to your new teammates over in sales (we promise they don’t bite)! ### Skills When switching approaches you may find your team has a skills gap. This is the gap between what they can do and what they need to do in their new role. It’s important to test and check for a skills gap - there are online services that can help with this. For example, your content creator may be great at creating videos for social media but may struggle to write engaging copy. This may be a skills gap if you don’t already have a copywriter on your team. After assessing the gaps in your teams’ capabilities it’s essential to plug them. This could be through training, new hires, or external partners like freelancers, consultants, or agencies. The approach you take will depend on your budget and the size of the skills gap. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ### B2B examples Still not sure that changing your team's structure will drive results? Check out these examples from B2B companies using an account-based strategy. #### [LiveRamp](https://liveramp.com/?ref=revenuemarketingalliance.com) LiveRamp partially credits their success to the strong alignment between the marketing and sales departments and their leadership development events which promote learning and improvement. They achieved a 33% conversion rate (from cold leads to meetings) within just 4 weeks! As a result, their ABM strategy increased [year-on-year revenue by 10 times](https://www.rollworks.com/resources/guides-reports/big-book-of-abm?ref=revenuemarketingalliance.com). #### [RollWorks](https://www.rollworks.com/) RollWorks promoted collaboration within the sales and marketing teams which allowed them to come up with the perfect display ads, landing pages, and direct mail pieces. Using that momentum they sent out “over-the-line” kits to prospects who hadn’t progressed in 35 days. The team increased its appointment rate from [2.6% to 10.2% and achieved a 41% closing rate](https://www.rollworks.com/resources/guides-reports/big-book-of-abm?ref=revenuemarketingalliance.com)! [14 real-world account-based marketing campaign examplesGet inspired with 14 unique account-based marketing campaign ideas from real organizations to make a splash on your next ABM campaign![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/icon/android-chrome-192x192-137.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/thumbnail/social---14-account-based-marketing-campaign-examples--1--1.png)](https://www.revenueoperationsalliance.com/14-account-based-marketing-campaign-examples/) ## Final thoughts Marketing that focuses on individual, high-value accounts and wasting less time with cold leads will undoubtedly yield positive results. With an ABM strategy, you utilize both marketing and sales initiatives to capture the customer’s interest and nurture them on their buyer journey. Keep an eye on your revenue growth, customer engagement, retention, and sales cycle length to keep track of your ABM success. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How does the email deliverability update affect your revenue teams? URL: https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/ Last updated: 2025-08-04T16:17:01.000Z This month Google and Yahoo cracked down on spam email, and have implemented new requirements for bulk email senders. These changes may impact your organization’s email deliverability rates, so it’s important to understand the update. This article will break down the key changes to email, how this might impact your revenue teams, and some strategies to increase your deliverability rates. We cover: - [Will my organization be affected by the change?](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/#will-my-organization-be-affected-by-the-change) - [What are the email deliverability updates?](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/#what-are-the-email-deliverability-updates) - [Why did these changes happen?](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/#why-did-these-changes-happen) - [How will this impact your marketing teams?](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/#how-will-this-impact-your-marketing-teams) - [How will this impact your sales reps?](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/#how-will-this-impact-your-sales-reps) - [5 steps to increase your organization’s email deliverability](https://www.revenueoperationsalliance.com/how-does-the-email-deliverability-update-affect-your-revenue-teams/#5-steps-to-increase-your-organization%E2%80%99s-email-deliverability) ## Will my organization be affected by the change? These changes apply if your organization is considered a **bulk sender** by Google. Google defines a bulk sender as an email domain sending 5000+ emails per day to Gmail accounts. Many were worried that this would include business domains, but Google has since confirmed that this only applies to private email addresses. This means most of the disruption applies to B2C companies. However, since it can be difficult to know how many contacts in your database are personal Gmail or Yahoo accounts, you may still run into issues as a B2B business. For example, if your clients have signed up for your newsletter using their personal email you may still end up as a bulk sender. With this update, it’s better to double-check your email practices to avoid an unexpected drop in deliverability. ⚠️ Note: Sending over 5000 emails to personal Gmail accounts from a domain ****once** will result in your email domain being ****permanently** assigned bulk sender status. ## **What are the email deliverability updates?** Three major changes will impact your organization’s email deliverability: authentication, unsubscription, and spam rate. Let’s dive into the nitty-gritty details of each new requirement. ### Authentication Google and Yahoo are tightening their authentication requirements to cut down on spam. This should help to protect brands against gaining a reputation as a spammer. There are several types of email authentication: - Sender policy framework (SPF) - Domain keys identified mail (DKIM) - Domain-based message authentication, reporting, and conformance (DMARC) Google and Yahoo suggest strongly authenticating your email domain using SPF or DKIM, **and** DMARC. This means the domain in the From: header must be aligned with the SPF or DKIM. You must also set up DMARC authentication for your email domain, your enforcement policy can be set to p=none. ### Quick and easy unsubscription Google and Yahoo want to ensure it’s a simple process for users to unsubscribe from commercial emails. With this in mind, bulk senders will be required to include a one-click unsubscribe link via the email header. But that’s not all. The new requirements also instruct brands to process and act on these unsubscription requests within two days. ### Not exceed spam rate The final requirement is to keep your spam rate under 0.1% for Google and **never** exceed a spam rate of 0.3%. Yahoo also requires senders to keep their spam rate under 0.3%. This is an area where B2B organizations may struggle as [Customer.ai’s](https://customers.ai/blog/spam-complaint-rate-study) research suggests that the average B2B spam compliance is 2.01%, which is well above the new limit. Want to learn more about the changes from the source? Read [Google](https://support.google.com/a/answer/14229414?sjid=18215964741206475012-EU) and [Yahoo’s](https://senders.yahooinc.com/faqs/) FAQs. ## Why did these changes happen? These changes come as a way to improve the customer experience for Gmail and Yahoo users by reducing spam in inboxes and allowing customers to see the emails they *actually* care about. Which is a good thing if your newsletter provides value to your customers! The update also aims to protect businesses and customers from impersonation and scams. The stricter authentication requirements will make it significantly more difficult for your company’s email domain to be impersonated. In turn, protecting your employees and customers from scams and malware. [Improving CX by utilizing customer journey in your RevOps strategyUnderstanding the experience your customers are having along their customer journey can help you spot the problems hidden in your revenue organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--40-.png)](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) ## How will this impact your marketing teams? Non-compliance will currently result in a temporary warning message and an error in sending emails from your domain. After April, non-compliant messages will get rejected by Google and Yahoo. For your marketing teams, this means reduced open rates and effectiveness of [email marketing campaigns](https://www.revenuemarketingalliance.com/your-guide-to-b2b-email-marketing/), as more of your emails will be sent straight to spam folders (or fail to send altogether). If your domain is flagged this will also impact password resets, receipts, account confirmation, and event invites reaching your customers’ inboxes. ## How will this impact your sales reps? While this is not the end of outbound sales, as was suggested by some publications, non-compliance may still impact your seller’s open rates. Since the policy applies to the email domain (rather than the individual seller’s email address), your sales reps’ emails may also get blocked or go straight to spam folders if your domain isn’t authenticated, or your marketing emails have a high spam rate. If left unresolved your outbound sales will likely decline, as your sales reps struggle to reach prospect’s inboxes. [Boosting your email conversion ratesWe’re back with Aidan Casey, CMO of Paintru, who joined us for another episode of CMO Diaries to discuss her approach that’s practically doubled her email conversion rates.![](https://www.cmoalliance.com/content/images/size/w256h256/2021/02/CMO_Alliance-Colour-Logomark_tiny.png)CMO AllianceWill Whitham![](https://www.cmoalliance.com/content/images/size/w1200/2022/03/email-marketing-image.jpg)](https://www.cmoalliance.com/boosting-your-email-conversion-rates/) ## 5 steps to increase your organization’s email deliverability With this in mind, what are some ways you can improve your email deliverability after these updates? We discuss five best practices that can help you stay ahead of the spam filter. ### 1\. Ensure compliance The first and most obvious step is to try to comply with the new requirements. This means double checking that your email domain is strongly authenticated as suggested by Google and Yahoo, including one-click unsubscribe buttons, and acting on unsubscribe requests within two days. As the [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team, it may be useful for you to set up an [automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) system to unsubscribe contacts quickly and effectively to prevent human error from crashing your domain’s trust. And if you haven’t already, you should set up your company’s domain on Google Postmaster. This tool will help you to track your spam compliance rate, helping you monitor when you are above the required 0.1%, and when you are in danger of surpassing that critical 0.3% spam rate. Being aware of your spam rating straight from the source (Google) can ensure you take action before your domain is significantly affected. ### 2\. Clean up your email list When was the last time you cleaned your [marketing database](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/) and email lists? If the answer is longer than six months ago, it might be time to take another look. Sending emails to contacts who haven’t interacted with your company in the last six months or longer puts you at risk of hitting their spam filter. On a large enough scale, this can easily take you above the spam compliance limit. But don’t panic, there are lots of benefits of [cleaning your customer data](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) to reduce initiative users including increased open rates, improved targeting and personalization, and more accurate data insights. ### 3\. Add double opt-in Adding a double opt-in to your newsletter sign-ups means everyone signing up to your email list definitely wants to see emails from you. This is important as Google is prioritizing users seeing the content they actually want to see. Ensuring your customers want to see your emails and are willing to open them can help you stay out of their spam folders. ### 4\. Improve your email copy Along the same lines as our last step, improving your [email copy](https://www.revenuemarketingalliance.com/email-marketing-best-practices/) can also help your email deliverability over time by ensuring your customers want to read your emails. Providing value in your newsletters and marketing campaigns is a must to boost your open rates. For sales emails aim for one to three words in the subject line that relate to the email context and 30-70 words in the main body to improve deliverability. And try to avoid excessive follow-up emails, consider reaching out via LinkedIn before emailing again. ### 5\. Diversify domains and marketing activities Utilizing multiple email domains can help to diversify the risk of declining email deliverability, as your marketing team can easily change the domain they’re using to allow an at-risk domain to cool down. Also, ensure your marketing team diversifies their campaigns beyond email marketing. Whether it’s social media campaigns, paid campaigns, SEO, or billboards, ensuring you have other avenues to promote your product is a must. ## TLDR; - Email deliverability changes apply if your organization is considered a bulk sender by Google. - Google defines a bulk sender as an email domain sending 5000+ emails per day to Gmail accounts. - Google and Yahoo require strongly authenticating your email domain using SPF or DKIM **and** DMARC. - Bulk senders will be required to include a one-click unsubscribe link via the email header and act on these unsubscription requests within two days. - Keep your spam rate under 0.1% for Google and never exceed a spam rate of 0.3%. Yahoo also requires senders to keep their spam rate under 0.3%. Want to discuss how this has impacted your business’ email deliverability with other revenue leaders facing this problem? Our community of 2000+ RevOps pros has been discussing this in our #questions channel. Join today. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Revenue operations vs sales operations: What’s the difference? URL: https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/ Last updated: 2025-08-04T16:17:20.000Z Operations management involves optimizing processes within an organization - but what’s the difference between revenue operations and sales operations? The sales team is all about generating revenue, so aren’t they just the same thing?🤔 While there are some similarities between the functions, there are also a lot of key differences between RevOps and sales ops. Let’s dive into the underlying functions and goals of revenue operations vs sales operations. In this article we’ll cover: - [What is revenue operations?](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/#what-is-revenue-operations) - [What is sales operations?](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/#what-is-sales-operations) - [What are the key differences between RevOps and sales ops?](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/#what-are-the-key-differences-between-revops-and-sales-ops) - [Which function is best for your business?](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/#revops-vs-sales-ops-which-function-is-best-for-your-business) - [Can a sales ops professional transition to RevOps?](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/#can-a-sales-ops-professional-transition-to-revops) ## What is revenue operations? [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) focuses on driving revenue growth across departments such as sales, marketing, and customer success, by reducing blockers caused by silos. RevOps aims to increase efficiency across departments by unifying goals, data, and tech stacks. This sharing of data across departments allows for **more streamlined handoffs** between marketing, sales, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) teams. In turn, this creates a better customer experience across the [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/). Overall, the revenue operations function looks at the big picture to align teams, improve customer experience, and optimize processes by removing blockers. Want to learn more? Check out this blog… 👇 [What is revenue operations (RevOps)?Revenue operations (RevOps) is a strategic business function that aims to boost an organization’s revenue growth. Learn more about this emerging business function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ### What are the benefits of revenue operations? Some of the key benefits of revenue operations include: - [Aligned teams](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) - Shared data - [Optimized processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) - A more refined [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) - Improved customer experience (CX) ## What is sales operations? Sales operations or sales ops focuses on providing high-level support to your sales team. This involves equipping sales teams with the resources they need to succeed and reporting on the key sales data. The function aims to enhance sales practices by optimizing processes, setting goals, and creating the perfect tech stack. Sales ops can also own [territory mapping](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/), sales forecasting, onboarding, and recruitment. > Your sales ops team may even help your sales enablement team with onboarding and training! This can help save your sales department time by streamlining the sales process and removing unnecessary admin tasks from their workload. All while producing the perfect sales strategy to close deals and ensure sellers understand their [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). Overall, the sales operations function aims to help the sales team spend more time doing what they’re best at - closing deals! ### What are the benefits of sales operations? Some of the key benefits of sales ops are: - Sellers spend more time selling - [Sales forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) - Optimized sales strategy - Refined sales tech stack - Clear KPIs [How predictive lead scoring can help your businessPredictive lead scoring optimizes the sales process, maximizing the potential of your leads. This article discusses the importance of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/jorge-franganillo-QJCJYfC1uzw-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) ## What are the key differences between RevOps and sales ops? While there are a lot of similarities between RevOps and sales ops such as: streamlining processes and optimizing your tech stack, there are also a few key differences. ### Department served The most obvious difference between [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops-video/) and sales ops is the departments these functions work with. Sales operations tends to only work with the sales team, while RevOps works with sales, [marketing](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/), and customer success, as **all three of these revenue-generating functions need support**. This means that the goals and priorities might differ amongst sales ops and RevOps teams, as they have different stakeholders! ### Impact on customers By extension, these functions have different impacts on your customers. Sales ops mainly focus on sales, so can drastically increase the relationship between your sales reps and your customers up to the point a deal is closed. > However, revenue operations takes a broader approach and focuses on [improving CX](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) over the entire customer journey, from marketing and sales to customer success. This allows a seamless experience for your customers, making purchasing easier! Your customer doesn’t just disappear once a sale is completed and the prospect becomes a customer. That means your customer success team needs operations support too. [The importance of a deal desk for managing complexityA deal desk team helps to manage complex sales deals by liaising across departments to ensure complex contracts are approved promptly. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/03/Meta-image--54-.png)](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) ### Approach to revenue streams Similarly, sales operations and revenue operations take different approaches to revenue streams. Sales ops tend to focus on helping their sellers sell, which leads to **more deals closed** but doesn’t help to find new leads. RevOps on the other hand, works with existing revenue streams while also helping teams to find new ones. Their work with the marketing function helps to **bring in new audiences** and pass them over to sales. Plus, RevOps can also work with customer success to retain, and upsell to existing customers - improving CX across the [customer's lifetime](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/)! ### Metrics While some [metrics](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) may overlap between these functions, they mostly measure different KPIs. Sales ops tends to focus on, you guessed it, more sales-oriented metrics such as close rate. While RevOps tends to focus more on revenue growth, tracking metrics like ROI and revenue retention. Here are a few metrics that might be tracked by each function: ![Left column: SalesOps metrics: Close rate, Customer acquisition cost (CAC), Average sales cycle length, Time-to-closure, Cost per lead, Sales qualified leads. Right column: RevOps Metrics: ARR/MRR per segment, Renewals/Upsells %, Marketing qualified leads, Revenue retention, Customer churn rate, ROI](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA-Infographics5-1.png) ## RevOps vs sales ops: Which function is best for your business? Both of these functions can drastically improve your business’s efficiency and increase your revenue - but which one is right for your business? Typically sales ops comes first in an organization, so if you don’t yet have a sales operations team that might be the best place to start. This is because sales ops can help you to take the first steps in optimizing your sales processes. This advice is especially true if your business is still in its early stages, as you might not even have a marketing or customer success team yet! But if you: - have a larger organization with silo problems, - want to keep better track of your ROI, - or aren’t making use of your tech stack. Then a RevOps team might be a better option for your business. The [introduction of a revenue operations team](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/) can help you to reduce friction across departments, keep track of your revenue KPIs and refine your tech stack. In turn, boosting your productivity and revenue, while improving your CX. [Sales ops to RevOps: Building a strategic revenue team | ROAAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ### Fancy the best of both worlds? Thinking about incorporating both functions into your business? Go for it! If you meet the criteria above and have the budget for both teams, then adding both functions into your organization can be helpful. Sales operations can focus on supporting sellers with SQLs, while RevOps can focus on big-picture strategy. RevOps can also support marketing to drive MQLs and reduce friction when handing over to sales. ## Can a sales ops professional transition to RevOps? Yes, it’s extremely common for sales ops professionals to transition to RevOps. Revenue operations is still fairly new, and most applicants won’t have direct RevOps experience. The next best thing is often sales operations experience. These roles have similar skills and knowledge of sales processes and operations, so with the drive to learn about marketing and customer success processes, a sales operations professional can easily transition to RevOps. Skills these professionals have in common include: - Selling & sales strategy - Problem-solving - Communication - Technical proficiency - Prioritization In our [State of Revenue Operations](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) report, we discovered almost almost **one in five** (19.5%) revenue operations professionals previously worked in sales operations. This means moving from sales ops to RevOps is actually the most common career progression into revenue operations. ## Final thoughts Sales operations tends to focus on optimizing processes and strategy for your sales team. While RevOps focuses on reducing silos and improving processes across revenue streams. These are both useful functions to have in your organization and can drastically increase your productivity and revenue streams. Fancy chatting with some RevOps pros? Join us on Slack! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### What is revenue operations (RevOps)? URL: https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/ Last updated: 2025-08-04T15:31:56.000Z Revenue operations (RevOps) is a [strategic](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) business function that aims to boost an organization's revenue growth, by aligning cross-functional teams and optimizing processes. The key aspects of RevOps include operations, enablement, insights, and tools. > *“Revenue operations is the amalgamation of marketing, sales, finance, and revenue, into a symbiotic vision for the company”* > *\-* [***Jordan Shaheen***](https://www.linkedin.com/in/jordanshaheen/)*, Director of Revenue Operations at Candid* Intrigued? Want to learn more? This article provides a deep dive into all things revenue operations and highlights the benefits of implementing revenue operations in your business model! We’ll take a look at: - [Defining revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/#defining-revenue-operations) - [The need for RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/#what-is-the-need-for-revenue-operations) - [Four pillars of RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/#4-pillars-of-revenue-operations) - [Benefits of RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/#benefits-of-revenue-operations) - [Revenue operations team structure](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/#revops-team-structure) - [RevOps vs sales ops](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/#revenue-operations-vs-sales-operations) ## Defining revenue operations Revenue operations aims to align sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) teams into one centralized unit, focusing on cohesive goals that allow companies to become revenue-growing powerhouses. By breaking down individual arms of a business, RevOps opens communication and allows increased access to targets, data, and technology, enabling teams to perform collaboratively and work towards shared goals. The ultimate goal of a RevOps team is to drive revenue growth across all revenue-generating functions of the business. Prefer to listen than read? Check out this quick explainer on what RevOps is. ☝️ > *“RevOps looks at the total picture, not just from a strategy and KPI perspective, but also from the traditional people, process, technology, and data perspective. And this really helps us to ensure that everyone stays aligned…”* > *\- *Rosalyn Santa Elena*, Vice President, Global Revenue Operations at Neo4j.* [The Power of Embedding RevOps as a Strategic Function | ROAIn this article, three senior RevOps leaders share their insights into building a revenue operations function within your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--10-.jpg)](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) ## What is the need for revenue operations? Historically, businesses have run their operations through a funnel, structuring teams as independent arms that solely focus on their specific goals. From lead generation to the sales funnel, to becoming a customer. This method of business operations has proved successful. However, as markets become increasingly saturated, and competition within industries rises, it has never been more critical for companies to drive toward customer retention and revenue growth as a team. Different departments within a company can often get absorbed in their own short-term goals, making coordination challenging. Though departments attempt to work toward a common goal, they can unknowingly slow progress by moving in different directions. --- 💰 Are you being paid fairly? Our ****Revenue Operations Salary Report** can help you benchmark your salary and negotiate your next pay rise with confidence. [****See the data.**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) --- To compensate, revenue operations steps in to **promote a unified, long-term approach to revenue generation** across sales, marketing, and customer success functions. However, the need for RevOps is more than its benefit to the internal business. According to [Salesforce](https://www.salesforce.com/blog/customer-engagement-research/?ref=revenueoperationsalliance.com), 76% of customers expect consistency when interacting with varying departments of the company; however, 54% of customers feel that when communicating between different departments, it often feels like they’re interacting with entirely separate companies. Ultimately, this leads to poor customer retention and can hamper the overall company image. Therefore, it’s no wonder that [Gartner](https://www.gartner.com/en/newsroom/press-releases/2021-05-17-gartner-predicts-75--of-the-highest-growth-companies-?ref=revenueoperationsalliance.com) predicts that by 2025, 75% of the highest-growth companies in the world will deploy a RevOps model. ## 4 pillars of revenue operations Still not sure what RevOps involves? Don’t panic - there are four things you need to know about revenue operations: operations, enablement, insights, and tools. Let’s talk about each of them. ![4 pillars of revenue operations: Operations - Standardize processes and increase efficiency. Enablement - Help teams succeed via training opportunities. Insights - Provide a data-driven approach to strategy. Tools - Manage the tech stack and CRM. ](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA-Infographics3.png) ### Operations Operations is the name of the game. RevOps teams look to standardize processes across sales, marketing, and customer success teams to help align those teams and increase efficiency across the revenue function. ### Enablement The second element of RevOps, [enablement](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/), is all about helping teams to succeed by providing the right resources and [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) opportunities. This includes maintaining rich databases of information to assist each revenue team with their roles and creating L&D programs and incentives to promote continuous learning. RevOps teams may even work with sales enablement to plan sales team training and enable sales reps to close deals more efficiently. Check out this podcast episode with [**Christian Palmer**](https://www.linkedin.com/in/christian-palmer/), Global Revenue Enablement Manager at Riskified, discussing the importance of RevOps and enablement functions working together to train and empower sales teams. 👇 ### Insights Speaking of databases, revenue operations teams help to provide a [data-driven](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) approach to strategy and revenue growth through insights. This data can be utilized across departments to understand lead generation, customer churn, and much more. Plus, these insights into your revenue function allow for more informed decision-making. [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ### Tools Finally, RevOps manages tech stacks and tools to ensure they all play nicely together. Organizations can have 10+ tools in their arsenal, and that can get messy quick. It’s the revenue operations function that irons out inefficiencies and ensures a [single source of truth](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/) for revenue data. RevOps teams can also implement [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) tools into their workflow to further increase efficiency. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## Benefits of revenue operations We’ve learned what it is, but what are some of the benefits of implementing RevOps? ### Predictable business growth Without RevOps, we can’t monitor the customer lifecycle as closely as we can post-alignment. When departments share data, tools, tech, and open communication, businesses can focus on targeting each stage of the customer journey with a unified approach. By using reliable data taken across departments, you can identify the pitfalls and strengths of your business. Using this data makes it much easier to make changes, achieve your business goals, and [grow revenue](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/). The[ RevOps Difference Report](https://www.pedowitzgroup.com/wp-content/uploads/2022/05/The-RevOps-Difference-from-The-Pedowitz-Group.pdf?ref=revenueoperationsalliance.com) concluded that 88% of companies with aligned teams met or exceeded their revenue goals, and 16% far exceeded these goals. ### Management of resources When departments work as independent puzzle pieces, opportunities to cut down on business expenditures go unnoticed. It's costly to have each department use the same tools, all on different accounts. When multiple departments are using different tools to do the same thing, it gets expensive and hard to keep track of. After RevOps is implemented, departments begin sharing tools and tech - streamlining the purchase, [implementation](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/), and management of different tech and its usage and cutting costs throughout the business. [5 steps for effective RevOps process improvement | ROAThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) ### Increased transparency Nobody enjoys a lousy working environment - friction between departments is draining for management and the workers within teams. [Aligning your teams](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) by implementing open communication, visibility, shared tools, and tech allows departments to better appreciate what each other does. [The Pedowitz Group](https://www.pedowitzgroup.com/wp-content/uploads/2022/05/The-RevOps-Difference-from-The-Pedowitz-Group.pdf?ref=revenueoperationsalliance.com) found that 34% of aligned teams stated that the most significant benefit to alignment was the improvement of employee experience. Alignment = greater accountability + improved company culture ### Better customer experience Alignment equals a better understanding of what customers like and don't. All departments communicate with the customer in the same way, creating a more accurate strategy for communication. Customers don't enjoy mixed messages, so when your company aligns, you’re more cohesive. What does this mean for your business? - Accurate marketing messaging that your customers will actually interact with. - Cohesive brand messages across departments. - No more mixed messages - a more unified voice across departments. - Happier, better-understood customers who enjoy interaction with you. - Strategy based on data, meaning less revenue wasted with unsuccessful marketing, sales, or CX campaigns. ![Benefits of RevOps: predictable business growth, management of resources, increased transparency, better customer experience](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA-Infographics4.png) ## RevOps team structure ### How many people are in a RevOps team? [**44.4%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of RevOps professionals say they work in a team of two to four. While **22%** of revenue leaders work as a solo RevOps function. Just under one-fifth **(19.5%)** of our RevOps teams are a team of five to nine, leaving only **17.1%** of revenue operations professionals working in a team of 10+. > *These statistics are from our* [*State of Revenue Operations report*](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/)*.* ### Roles and responsibilities of the RevOps team According to [**Doyle Slayton**](https://www.linkedin.com/in/doyleslayton/), VP of Sales and Growth at Worca, the five key roles and responsibilities of a RevOps team are: - Building alliances - [Streamlining processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) - Data governance - Performance analytics - Aligned tech stack You can read more about these five competencies here: [5 key steps to RevOps successDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar tells you the 5 key steps to RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-key-steps-to-revops/) ### Who does revenue operations report to? [**30.4%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of revenue operations professionals report to their [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) (CRO), who works cross-functionally with sales, marketing, customer success, and RevOps to optimize revenue growth. But what if your organization doesn’t have a CRO? In that case, RevOps may report to VP Sales or CMO, however, this isn’t ideal as reporting within sales or marketing can lead to bias within the RevOps team. Ideally, if your company doesn’t have a CRO yet your revenue operations team should report directly to the CEO. This allows RevOps to stay impartial to other departments’ problems, making them easier to prioritize and solve. This is the case for [**25.6%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of RevOps leaders according to our recent State of Revenue Operations report. ### Where does RevOps sit in the org structure? As previously mentioned, RevOps should sit separately from sales, marketing, and customer success, as a unique function that collaborates with each of the revenue-generating functions. Here is an example of how this looks compared to a more traditional, siloed approach: ![Siloed operations team structure vs RevOps team structure in the revenue function](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA-Infographics.png) By allowing RevOps to sit alone, your team can benefit from an external perspective when optimizing processes and managing change. This also allows revenue operations professionals to focus on their own long-term targets instead of being pulled into short-term revenue-boosting activities. That’s not to say there isn’t a time and place for those short-term pushes - it’s just that RevOps strategies to streamline workflows, manage data hygiene, and implement automation tools focus more on the long-term impact on revenue streams. [Create the perfect revenue operations structureGetting your RevOps team structure right is key to building and scaling a successful revenue operations organization. Learn more about building your team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Meta-image--64-.png)](https://www.revenueoperationsalliance.com/create-the-perfect-revenue-operations-structure/#building-a-scalable-revenue-operations-team) ## Revenue operations vs sales operations While RevOps and [sales ops](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) may sound nearly identical, there are some key differences between the two ops functions. Here is a summary: - **Department served:** Sales ops only work with the sales team, while RevOps works with sales, marketing, and customer success teams. - **Impact on customers:** Sales ops can increase the relationship between your sales reps and your customers during the sales cycle. However, revenue operations focus on improving CX over the entire customer journey. - **Approach to revenue streams:** Sales ops only focus on closing deals, not generating new leads, while RevOps works with existing revenue streams and also helps teams to find new ones. - **Defining success:** Sales ops tends to focus on sales-oriented metrics such as close rate. Whereas RevOps tends to focus more on revenue growth, tracking metrics like revenue retention. Sales ops and RevOps also use different metrics to measure success - we summarized this in this table. 👇 ![sales operations metrics vs revenue operations metrics](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA-Infographics5.png) Here's some bonus insights from revenue operations expert[**Leore Spira**](https://www.linkedin.com/in/leorespira/), Director of Revenue Operations at Blink Ops, on how RevOps differentiates from sales operations. > *“I think* [*revenue operations*](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) *leaders become experts and see the full picture from the macro-level, instead of the micro because sales operations are just one step in the process, one milestone.* > *“Sales is now just one piece of the puzzle, and revenue operations is the full puzzle.”* 💡 Learn more about the differences between these two operations functions in [this article](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/). ## Final thoughts With some of the biggest and best companies in the world adopting RevOps, it is no wonder it has taken the operations world by storm. Hopefully, this article has firmed up your understanding of this emerging function. Want a place to discuss all things revenue operations? Get all your questions answered by RevOps experts. Share, collaborate, and network - Join our community today! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Improving CX by utilizing customer journey in your RevOps strategy URL: https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/ Last updated: 2025-08-04T15:32:35.000Z Can’t work out why your prospects are dropping out of your sales cycle and your churn rates are sky-high? It might be time to analyze your customer journey. Understanding the experience your customers are having along the way to purchase can help you spot the problems hidden in the cross-functional gaps of your revenue organization. So get your detective hat on and build yourself a [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) strategy based on your customer journey. This article covers: - Mapping your customer journey - Identifying the characteristics of effective journeys - Taking action - Measuring your CX - Iterating and updating ## Map your customer journey Your [customer journey](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/) is the path your customers take to purchase and beyond. The stages of the buyer journey include: - Awareness, - Consideration, - Decision, - Purchase, - And post-purchase. If you want to improve your customer experience, you need to understand your customers. What are their goals? Their pain-points? Their aspirations? Another key aspect of their experience? The customer journey. Mapping your customer journey involves listing touchpoints, holding cross-functional meetings, and building a blueprint so you can easily see how your customers move through your sales funnel. If this seems complicated, don’t panic. We have an entire article dedicated to this process. So go read that and come back here once you’ve mapped out your organization’s customer journey. 👇 [How to map the customer journey for revenue operations successRevOps teams should create customer journey maps to gain insight into all revenue functions and improve their organization’s customer experience. Learn how.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--38-.png)](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) ## Identify characteristics of effective journeys Okay, so now that you understand how your customers are moving from the awareness stage to making a purchase and beyond, it’s time for you to analyze which routes lead to purchase and advocacy, and which lead to pre-sales dropouts or fast [churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/). Use as much customer data from your [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) as possible to find these patterns within your sales funnel. It may be more helpful to utilize a data analysis tool, or an [AI software](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) to help you pull out these insights. This allows you more time to understand what the findings mean for your organization. Hopefully, after analyzing your customer data, you’ll spot patterns amongst your customer journey paths to help you build a strategy. For example, a high dropoff rate if the time between a demo call and follow-up email is over a week, or a high churn rate if customers don’t download your brochure. Or your most satisfied customers were introduced to their account manager or [customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) (CS) rep before purchase. Your organization is always going to lose customers, but by identifying strong and weak points within your customer journey, you can make improvements to your customer experience and win and retain more customers. [Empower your employees with a customer-centric cultureDrive business success by empowering employees to maximize every customer interaction. Foster a culture of customer-centricity now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGrace Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CSC-leadership.jpg)](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ## Take action Now that you understand the problems your organization faces, you can start to take action towards a smoother customer journey and better customer experience. There are three common ways of resolving issues along the customer journey depending on the problems you discover: headcount, alignment, and technology. Let’s dive into each of them. ### Resolution 1: Headcount You may realize one of your teams is short-staffed, and that this is causing issues for your customer journey. The easiest way to resolve this is to advocate for more headcount in this department. For example, your customer success reps might take too long to respond to customer questions because there are only two reps serving thousands of your customers. This would help to justify hiring more CS reps. Or you may discover a [data maintenance](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) problem leads to sales reps calling the wrong prospects and losing deals. This may require you to consider increasing your RevOps headcount if your team is already stretched thin. [Sales ops to RevOps: Building a strategic revenue teamAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ### Resolution 2: Alignment You may also discover your revenue organization’s weakness is a lack of [cross-functional alignment](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/). For example, your marketing team isn’t passing marketing qualified leads (MQLs) over to sales quickly enough to result in a sale. There are lots of ways to increase alignment across your revenue teams, like having shared revenue goals, regular meetings, and shared strategies. Aligning your sales, marketing, and CS leaders around the [customer journey](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) should be fairly straightforward, since they should’ve all agreed on the framework. ### Resolution 3: Tech stack and tools Another common problem is not having the [right tools](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) to automate your workflows. Setting up proper [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) can save your teams time, allowing them to focus on delighting your customers. Also, if you have a duplicated data issue, a tool can fix this more quickly and effectively than manual data cleansing. ## Measuring customer experience Once you’ve implemented these changes, it’s important to track their impact on your customer experience and satisfaction. To do this, you should use interaction-based [metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) such as net promoter score (NPS) and customer satisfaction score (CSAT). **NPS** measures customer satisfaction and loyalty, with higher scores indicating greater satisfaction and loyalty. **CSAT** is a measurement of how satisfied your customers are with their experience using your product or service. This indicates when customers are likely to churn or become advocates. If your NPS and CSAT scores are improving after implementing your process changes, then you know your initiatives are working, but if there’s no improvement or these metrics decrease, you should dive deeper into the issue. You can also track your customer retention rate and customer churn rate to understand how many customers are staying with you long-term, as this is another indicator of satisfaction. Ideally, your customer retention rate should increase after your initiatives. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## Iterate and update Just like how your customer journey may change over time, your strategy must also continuously change. Iteration is crucial to staying ahead of any problems within your customer journey. Using data-driven insights, you should seek to understand your customers’ pain points, and tweak your customer journey to resolve these potential drop-off points. Likewise, if your alignment efforts are unsuccessful, you may want to take another approach to solve the problem. Gradual updates to your customer journey’s approach can help keep your customer’s experience smooth and enjoyable. Happy customers = increased sales and retention. ## Final thoughts Your customer journey might be the key your organization is missing to unlock revenue growth. Analyzing it can be an excellent way to gain insights into your customer experience and help you understand their pain points along your sales cycle. By implementing customer journey information into your revenue operations strategy, you can use data to understand where your customers are dropping off and how to resolve this problem to increase customer satisfaction and number of won deals. --- **Want to discuss your ideas with your peers? Join our community of 2000+ revenue leaders on Slack. 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Becoming unstoppable as a working parent with Mallory Lee URL: https://www.revenueoperationsalliance.com/becoming-unstoppable-as-a-working-parent-with-mallory-lee/ Last updated: 2024-04-26T10:06:12.000Z This week on RevOps Unboxed, Sandy Robinson talks to Mallory Lee, VP of Revenue Operations and Business Operations at Nylas about all things consulting, business operations, and being a working parent. [ Listen on Spotify ](https://open.spotify.com/episode/6ZON8TepAvwliJootzpqCl) [ Listen on Apple Podcasts ](https://podcasts.apple.com/gb/podcast/becoming-unstoppable-as-a-working-parent-with-mallory-lee/id1683513622?i=1000644509733) ## About our guest, Mallory Lee Mallory is an experienced revenue operations and business operations professional with experience both in-house and as a consultant. She first started as a consultancy to allow her the flexibility to work part-time as a new mom. Before moving into RevOps, Mallory worked in marketing and marketing operations. You can follow Mallory on LinkedIn [here](https://www.linkedin.com/in/mallorylee/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Ones to watch in 2024 URL: https://www.revenueoperationsalliance.com/revops-ones-to-watch-24/ Last updated: 2025-02-05T12:42:07.000Z Here at ROA, we wanted to highlight the hard work of revenue operations professionals – that’s why we’ve collaborated with our community to recognize the revenue leaders who are making waves in the wider RevOps community. Each one is a revenue trailblazer who’s changing the game when it comes to revenue growth and GTM strategy. If you’re looking for the revenue operations professionals who need to be on your radar this year, this is the place to be. Big congrats to those featured, and without any further ado, let’s dive in! --- ## A-G ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/imani%20chopin.jpeg) ##### #### Imani Chopin ###### Sr. Director of Revenue Operations and Enablement ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/brinks%20home.jpeg) Imani is an experienced professional in Revenue Operations for SaaS and IoT companies. And has been described as “integral to introducing the concept of RevOps to Brinks Home.” Her expertise has allowed her company to become revenue-minded and think beyond the sales cycle. Catch Imani speaking at our [ Revenue Operations Summit ](https://events.revenueoperationsalliance.com/location/austin/) in Austin next week to get your C-Suite on bought into a RevOps mindset. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/imanichopin/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/tierney%20didier.jpeg) ##### #### Tierney Didier ###### Senior Director, Revenue Operations and Analytics ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/live%20person.jpeg) Tierney has been described as “a laser-focused leader.” She focuses on efficiency and empowerment to drive bottom-line revenue and opens opportunities for RevOps to solve problems in her organization. With 15+ years of sales experience, Tierney spends her time giving back through mentoring and sharing her experience. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/tierneydidier/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/roy%20fisher.jpeg) ##### #### Roy Fisher ###### Director of Incentive Programs ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/similar%20web.png) Described as “a RevOps Star,” Roy contributes to the wider RevOps community by sharing informative job postings and insights. He fosters a culture of learning and mentorship by sharing his wealth of knowledge on LinkedIn. Roy continues to make a positive impact on the revenue operations space with his open-minded approach to learning and his consistent support for others' success. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/roy-fisher-9b237b27/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/beau%20gardner.jpeg) ##### #### Beau Gardner ###### Head of RevOps ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/planhub.webp) Beau has 10+ years of experience in operations management and has been described as “a rising talent” in RevOps who has had a big impact on the RevOps industry over the last few years. He has a unique understanding of the role HubSpot plays in RevOps. Beau has thrived in his role at Planhub and has contributed his knowledge and expertise to the RevOps community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/beaugardner/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Sara%20Guillotte.jpeg) ##### #### Sara Guillotte ###### Senior Manager, Sales & Marketing Operations & Analytics ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/arkestro.jpeg) Sara’s mission is to leverage data quality, marketing automation, and analytics to support the growth and retention of Arkestro's customers, and subsequently has “blown the team away in her ability to be forward-thinking.” She has been described as “passionate” and having a “get-it-done” attitude to her work and is certainly one to watch in the coming year. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/saraslane/) ## H-J ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Jordan%20Henderson.jpeg) ##### #### Jordan Henderson ###### Director of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/riverside%20company.jpeg) Jordan is an experienced revenue leader with an extensive background in revenue operations and sales leadership. Perhaps best known for his RevOps memes, Jordan also shares his insights in an easily digestible format on LinkedIn and collates open job postings on his website to help the community advance. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jordanmichaelhenderson/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jeff%20ignacio.jpeg) ##### #### Jeff Ignacio ###### Head of GTM Operations and Growth ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/regrow.svg) Jeff is a passionate and results-driven revenue leader who shares his knowledge and insights into revenue operations and sales topics on LinkedIn and via his newsletter. He’s a widely respected GTM operations professional who is happy to help and mentor fellow operations pros. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jeffbethechange/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/christina%20j.jpeg) ##### #### Christina J. ###### VP of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jitterbit.png) Christina has a “proven track record in driving revenue growth through strategic operational efficiency.” And takes a data-driven, innovative approach to problem-solving, which is a perfect fit for optimizing the revenue processes and enhancing overall organizational performance. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/christina-j-a76b024/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/tana%20jackson.jpeg) ##### #### Tana Jackson ###### Global Director of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Chronicle_Heritage_Logo.jpg) Tana has a wealth of expertise and knowledge in revenue operations and has been described as “pouring herself into the details of the work, training, and people.” She’s engaged in the revenue operations community to mentor others and further her knowledge. And some would go as far as saying “everything she touches is a success.” [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/tana-jackson2/) ## K-R ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Sid%20Kumar.jpeg) ##### #### Sid Kumar ###### SVP RevOps ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/hubspot.png) With over 20 years in the technology industry, Sid has extensive experience driving revenue growth, increasing profitability, and new customer acquisition. He is a trusted subject matter expert in high-velocity GTM models and regularly speaks at events to share his expertise with the wider RevOps community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/siddarthkumar/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/greg.jpeg) ##### #### Greg Larsen ###### VP of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/eltropy.svg) Greg has an extensive background in sales and RevOps leadership and continues to push for RevOps integration into the C-Suite. He has been described as “the kind of leader that changes the entire culture of an organization with positive, personal engagements.” Greg spends his time mentoring and sharing knowledge with the revenue operations community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/greglarsen1/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Sandip%20Patil.jpeg) ##### #### Sandip Patil ###### VP of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/cornerstone.png) Sandip has strong experience in leading global RevOps initiatives and is described as “going beyond just numbers to make a significant impact on his organization's revenue trajectory.” He’s a leader in the field of revenue operations and brings innovative ways to drive business growth and shares these insights with the community. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/sandippatiltbird/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/scott%20peyser.jpeg) ##### #### Scott Peyser ###### SVP of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/clari.jpeg) Scott is an energetic, results-driven leader with a reputation for building overachieving teams in the technology industry. His focus has been leading from the front in driving change and building a fun, inclusive culture empowered to challenge, nimble enough to quickly adjust, and led by a clear charter for success. Scott shares this wealth of knowledge with the wider RevOps community through his LinkedIn presence. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/scottpeyser/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Sandy%20headshot.jpeg) ##### #### Sandy Robinson ###### SVP, Revenue Operations & Enablement ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/PatraLogo_Black&Red_RGB%20(1).png) You may recognize Sandy as the host of [ RevOps Unboxed](https://www.revenueoperationsalliance.com/tag/podcasts/), but she’s also been described as “a revenue operations rockstar.” She’s a passionate and inspirational RevOps leader who contributes her wealth of forward-thinking knowledge to the community through her online presence and work on the podcast. Considered an “extraordinary expert in the field” by her peers, she was the most voted-for professional on this list. 👏 [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/sandyrobinson/) ## S-W ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/anni%20scheleicher%202.jpeg) ##### #### Anni Schleicher ###### Director, GTM and Field Readiness ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/salesforce.png) Anni is a RevOps and GTM leader known for providing authentic senior leadership and transformative business solutions. She utilizes a combination of creativity and strategic thinking within Salesforce to drive significant value for her team and sellers. Anni has a unique ability to identify opportunities for enhancement and implement solutions that positively impact revenue streams. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/annischleicher/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jordan%20shaheen.jpeg) ##### #### Jordan Shaheen ###### Head of Revenue Strategy and Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/candid%20logo.png) At only 29 years old, Jordan has a breadth of operational experience and is passionate about giving back to the community through knowledge-sharing and collaboration. He is hugely involved with the RevOps community and is always happy to help out or discuss operational challenges. Catch Jordan speaking at our [Revenue Operations Summit](https://events.revenueoperationsalliance.com/location/newyork/) in New York this March. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jordanshaheen/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Shantanu%20Shekhar%20.jpeg) ##### #### Shantanu Shekhar ###### Senior Director, GTM Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/gong.jpeg) Shantanu strategically drives GTM at Gong and isn’t afraid to jump in and get his hands dirty. He has been described as having “mastered the revenue operations field” and spreads awareness of the value of RevOps far and wide. Shantanu is raising the next generation of revenue operations talent and is a “top speaker in the domain.” [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/shantanushekhar/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/jeremy%20stein.jpeg) ##### #### Jeremy Steinbring ###### Founder ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/revonyx_logo.jpeg) Jeremy has almost a decade's worth of experience in customer success, CRM maintenance, and revenue operations. He is described as having “a big heart” and an unmatched willingness to help others. He mentors and gives back to the community through RevOps and posts extremely useful content. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/jeremysteinbring/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Michael%20Tiang.jpeg) ##### #### Michael Tiang ###### VP of Revenue Operations ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/bandwidth.png) Michael is a strategic revenue operations leader with global experience across industries. Currently based in London, he is described as “selfless in offering his time and expert advice to others in RevOps,” and regularly shares his knowledge with the revenue operations community at industry events. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/michaeltiang/) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/Laura%20Wheeler.jpeg) ##### #### Laura Wheeler ###### Founder ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/OTW24/rengade_operations_logo.jpeg) Laura has a world of operations and enablement experience which allows her to successfully bring cross-functional departments together. She has been described as being “at the forefront of thinking in the RevOps space.” Laura truly cares about elevating others’ careers and giving back to the revenue operations community through mentorship and speaking engagements. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pranoti-Tests/Snippet-sample-images/linkedin.svg) ](https://www.linkedin.com/in/wheels-revops/) --- A **huge congratulations** to our RevOps marvels – keep inspiring! And thank you to all those who voted. Until next time. Got some thoughts on our selection? Get in touch and let us know – share your views with us on our [social channels](https://www.linkedin.com/company/revenue-operations-alliance/), or the [community Slack](https://www.revenueoperationsalliance.com/revenue-operations-community/) channel. Thinking about 2025’s list? We are too! We’ll be opening up nominations very soon (watch this space!), but if you know someone who should be included already, contact [r.stewart@revopsalliance.com](mailto:r.stewart@revopsalliance.com) [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### “I now feel energized and motivated for the next year.” - Nikolai Podvolotski, CyberCube URL: https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/ Last updated: 2024-02-05T15:06:50.000Z > *“The two-day Revenue Operations Summit was a *transformative experience*, seamlessly blending insightful sessions and practical workshops to provide an unparalleled opportunity for learning and networking.”* **Nikolai Podvolotski**, GTM Operations Analyst at **CyberCube**, travelled from Estonia to attend our Revenue Operations Summit in London last year, alongside his London-based team. We caught up with Nik to find out more about his experience attending the summit. Nik is an experienced and enthusiastic team leader with exceptional interpersonal and motivational abilities and is prepared to significantly contribute to CyberCube’s company’s goals. He prides himself on taking command of an operation or project and then guiding it to new performance levels. The discussion centered around these key topics: - [How he found out about the Revenue Operations Summit in London](https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/#how-nik-discovered-the-revenue-operations-summit-in-london) - [The value he gained from attending the event](https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/#the-value-nik-gained-from-attending-the-event) - [The benefits of attending as a team](https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/#the-benefit-of-attending-the-revenue-operations-summit-as-a-team) - [His key takeaways from the summit](https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/#nik%E2%80%99s-key-takeaway-from-the-summit) - [The benefits of attending an in-person event](https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/#the-benefit-of-attending-in-person-events) - [What he’d say to someone considering attending a Revenue Operations Summit ](https://www.revenueoperationsalliance.com/case-study-nikolai-podvolotski/#what-nik-would-say-to-someone-considering-attending-a-revenue-operations-summit) ## How Nik discovered the Revenue Operations Summit in London Nik’s team at CyberCube were “internally thinking about how we can optimize all our processes.” When they realized “we are not the only ones in the market who struggle to find new solutions”. Around the same time, they discovered the Revenue Operations Summit in London, Nik continues: “Most of my team members are London-based, so we decided to participate. > “To be honest, the Revenue Operations Summit was **super insightful**, and a *really* great event. We’re hopefully going to attend again next year.” ## The value Nik gained from attending the event > “I think the most important thing is I realized we aren’t the only small RevOps team. “Because RevOps is not as old as other departments and it's been historically under C-suite or leadership level shoulders and evolved from bigger companies having their analytics to being a dedicated department. The nice thing was to listen to people and understand what challenges they have. “Being in the room with 50+ individuals who are literally in the **same situation as you** was great. “The event did a great job in bringing different people from different regions in Europe, and also from different industries and company sizes - which is vastly important. “It was really interesting to listen to a presenter whose RevOps department includes around 1500 people. Which is insane, when there are just the three of us, and we're trying to *basically* do the same things. So, on the scale, it feels different, but it's actually the same, just there are more people focused on dedicated areas.” The event also gave Nik “a **long-term vision** of how my career can grow.” After checking the jam-packed agenda, Nik wasn’t sure how much networking he would be able to fit in. Luckily, he soon discovered lots of opportunities to connect with speakers and attendees of the event. He elaborated: > “Everyone attending was super nice. I met a lot of different people, which was great.” ## The benefit of attending the Revenue Operations Summit as a team “The timing was good for us because our calendar year ends in December. So, we were wrapping up what happened this year and putting together some plans for next year.” Nik continued by mentioning how the ideas from this event will help to inform his team’s planning and implementation for next year, including their tech stack: > “We met different vendors during the breaks, and we’re still having demos, to understand the different kinds of potential implementations for next year. “Since we were all at the event together, we could spread out. There were some demos that we participated in together, but there were some I took the charge on or my colleagues the charge on. And we had the opportunity to engage with different people, gather the data, and then share it internally afterward.” ## Nik’s key takeaway from the summit Nik starts by saying a key takeaway is that he’d “definitely like to participate more in events like the Revenue Operations Summit.” Another key takeaway Nik mentioned was the realization that revenue operations communities exist and can help him further his knowledge. > “I work closely with engineers, and they have a big community, all around the world. So I would say that the key takeaway is that there are people with the same positions, roles, and challenges as me and my team.” ## The benefit of attending in-person events > “It's an opportunity to understand and discuss the tools everyone is using and what was a game changer for them. “Most of the tools, we knew already, but there were some that we’d never heard of. And those are *actually* really good tools. The RevTech environment is always evolving and growing, so we could add those new tools to our list to compare. “It’s also a way to understand the when and how of the RevOps strategy overall.” Nik expressed that it was important to have insights into how other organizations run their RevOps initiatives and strategies, especially in contexts his company hasn’t faced yet. “For example, to have insights into how one company acquired another one. What are the key challenges they have? And what they did do to prevent that? And how they managed to change based on what's happening on the market. > “I would say overall, gathering insights and understanding if we are at the right performance level, or if maybe we need to add something more.” ## What Nik would say to someone considering attending a Revenue Operations Summit > “Be open, and go for it.” Nik continues: “I participate in many different events, and I *really* enjoyed the summit in London. I'm definitely going to ask my company to organize attending another Revenue Operations Summit because it's insightful and interesting. > “I now feel energized and motivated for the next year.” ## Feeling motivated to attend our next summit? In 2024, the Revenue Operations Summit is coming to a city near you. Join us in Austin, New York, San Fransisco, and London, for an action-packed two-day event of revenue operations expertise. What are you waiting for? [Join us at the next event](https://events.revenueoperationsalliance.com/) ### 10 game-changing tips from revenue operations experts URL: https://www.revenueoperationsalliance.com/10-game-changing-tips-from-revenue-operations-experts/ Last updated: 2025-08-04T15:33:20.000Z In the dynamic world of [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/), staying ahead means constantly adapting and learning. So if you're keen to enhance your understanding or refine your approach to RevOps, you're in the right place! Today, we're excited to share some hand-picked, exclusive tips, straight from seasoned professionals who have navigated the complexities of RevOps and have some truly invaluable insights to share. Whether you're well-versed in RevOps or just beginning to navigate its waters, this collection of expert advice is like a guiding light on the path to success. Prepare to gain new perspectives and actionable strategies that can help you make a real difference in your organization's approach to RevOps. Let's get started! ## **1\. Embrace continuous learning** The RevOps field is ever-changing, making [continuous learning](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) vital. This approach isn't just about keeping up with trends; it's about being prepared for the unexpected, understanding new [technologies](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/), and adapting strategies to meet evolving market demands. Staying curious and informed helps you anticipate changes and position your organization for success. **John Hunt**, **Head of Enablement at Zappi** emphasizes how regular learning translates to results: “By continually learning and upskilling, I've been promoted at every job I've held with increased pay and responsibilities.” 🎓 Want to get RevOps certified? Our Revenue Operations Core course will help you to develop your skills and stand out in the job market. [Enquire now.](https://certified.thealliance.io/course/revenue-operations-certified-core) ## 2\. Prioritize effectively In the vast realm of RevOps, it's easy to get overwhelmed. As one expert puts it, "Don't do it all - choose a maximum of 3 pillars to focus on at any one time, and execute those well." This advice underscores the importance of not spreading yourself too thin. By identifying and concentrating on a few key areas, you can drive significant improvements, ensure resource efficiency, and maintain a clear focus on what truly impacts [revenue growth](https://www.revenueoperationsalliance.com/revops-best-practices/). **Jordan Shaheen**, **Head of Revenue Strategy and Operations at Candid** offers this solution: > *“Do your best to* [*prioritize*](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/) *work on harder, higher-value projects that will make the biggest difference now and in the future, rather than getting buried in the endless parade of daily tasks and requests.”* ## 3\. Build and maintain internal relationships RevOps isn't an isolated function; it thrives on [collaboration](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/). "Your leadership has to be your trusted partner. It doesn't work otherwise." This tip highlights the necessity of forging strong relationships within your organization. By understanding and aligning with various departments, you can ensure that [RevOps strategies](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) are integrated seamlessly into the broader business objectives, leading to more cohesive and effective outcomes. **Jordan Shaheen** highlights why connecting across departments is *integral* for RevOps: > *“In revenue operations, you can't be egocentric, you can't be focused on recognition, instead, you need to be focused on the business moving forward.”* ## 4\. Master the art of saying 'no' > *"Learn to say no and prioritize."* In RevOps, you'll face a barrage of tasks and requests. Knowing which ones align with your strategic goals and which ones to defer is *crucial*. This skill not only helps in managing your workload but also ensures that you're always working on projects that offer the highest [return on investment](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) and align with long-term business objectives. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## 5\. Take ownership and initiative In the world of RevOps, being proactive is key. This means not just waiting for instructions but actively seeking out opportunities to improve processes and systems. Taking ownership shows your commitment to the role and can lead to more trust and autonomy from leadership, allowing you to make a more significant impact. Expert **Jordan Shaheen** suggests getting the word out: > *“You need to control the organization to get them to make the right decision. Guide them to decide on what you think is the solution that makes the best sense.”* ## 6\. Dive into networking Networking truly pays dividends. **John Hunt** encourages making connections inside and outside your company: > *“Don't be afraid to put yourself out there. I think it's really important that you're connecting with people around the world. It’s great to be able to engage with folks like that, and you get out of it what you put into it.”* Plug into the global [RevOps community](https://www.revenueoperationsalliance.com/revenue-operations-community/) to stay on top of [trends](https://www.revenueoperationsalliance.com/revenue-operations-trends-for-2024/) and best practices. 📌 Fancy networking IRL in 2024? Our Revenue Operations Summit is going global - discover your nearest event [here](https://events.revenueoperationsalliance.com/). ## 7\. Outcome-oriented approach In RevOps, it's crucial to focus on the impact of your actions. "Focus on outcomes, not output." This mindset shift from merely completing tasks to achieving meaningful results ensures that every effort contributes to the broader business goals, whether it's increasing revenue, improving [customer satisfaction](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/), or streamlining operations. ## 8\. Effective communication is key Clear and effective communication is the cornerstone of successful RevOps. Whether it's explaining complex [data insights](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/), articulating strategy, or collaborating across departments, the ability to communicate clearly and concisely is invaluable. It ensures that everyone is on the same page and working towards common goals. Expert **John Hunt** recommends always overcommunicating context: > *“Make sure to send pre-reads with an appropriate amount of time to read it or a video of context ahead of time. Instead of everyone showing up at a meeting and spending 12 or 15 minutes getting context, and then you only have 15 minutes to make decisions on it – we want everyone to have the context to come up with a point of view.”* The emphasis should be on alignment, ensuring messaging and goals align at all levels - from frontline reps to the [executive suite](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/). ## 9\. Data-driven decision making In today's data-driven world, [leveraging data](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) intelligently is non-negotiable in RevOps. It's about interpreting data correctly, understanding what it signifies, and using it to inform strategic decisions. However, it's equally important to balance data with practical, real-world insights. **John Hunt** emphasizes why locking these down early is critical: > *“If you try to start on something and jump into it without a plan to get to the end of the initiative, you're gonna be in trouble.”* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) A massive [**56%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of RevOps professionals named manual [data cleansing](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) as their biggest time waster, causing delays across organizations. **Greg Larsen**, **VP Revenue Operations at Eltropy** suggests investing in solutions to address this early: > *“The insertion of* [*AI*](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) *into the revenue operations stack, and all of the automation and efficiency gain that it can provide is massive.”* ## 10\. Resilience and adaptability The final tip is about resilience and adaptability. "Stay curious, be resilient. It takes time to get there, and only the ones with these [skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) will survive." The ability to adapt to changing circumstances and bounce back from setbacks is crucial in the fast-paced world of RevOps. This resilience, coupled with a willingness to learn and grow, is what sets successful RevOps professionals apart. ## Conclusion These expert tips offer a comprehensive guide to excelling in the complex and ever-evolving world of revenue operations. By embracing continuous learning, prioritizing effectively, building strong relationships, focusing on impactful outcomes, and leveraging data wisely, you can navigate the challenges and opportunities of RevOps with confidence and expertise. Remember, RevOps is about more than just processes and data; it's about strategic thinking, relationships, and adaptability. Implement these expert tips to drive growth, enhance efficiency, and achieve your business goals in the dynamic RevOps world! --- For more revenue operations insights to help you thrive in your career, check out our **State of Revenue Operations** report. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/ROA_State_of_RevOps_Report_2023_CTA.png)](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) ### Chief Revenue Officer: Revenue growth from the C-suite URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/ Last updated: 2024-09-16T14:14:30.000Z The hottest new C-suite position, Chief Revenue Officer (CRO) is gaining a lot of attention lately. And with McKinsley suggesting Fortune 100 companies that have a CRO-like role show **1.8x higher revenue growth** than their peers, it's no wonder the role is gaining popularity. But what does this role involve and how does it differ from other roles within the executive team? In this article, you’ll discover: - [What a CRO is](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/#what-is-a-cro) - [What a CRO does](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/#what-does-a-cro-do) - [How a CRO differs from other C-suite roles](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/#cro-vs-cxo) - [When it's time to add a CRO to your org](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/#when-to-add-a-cro-to-your-organization) - [How to become a CRO](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/#so-you-want-to-be-a-cro) ## What is a CRO? A CRO is a member of the executive team, responsible for revenue generation processes across the organization. Often referred to as the CEO’s deputy, the CRO seeks to create alignment between revenue-generating functions so they all pull in the same direction: long-term [revenue growth](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/). These revenue-generating functions include sales, marketing, and customer success (CS). Depending on the organization, CROs can also have finance and [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) reporting to them. A Chief Revenue Officer will have an overview of sales performance, market processes, and demand generation in order to strategize competitive advantage in the market and [improve revenue performance](https://www.revenueoperationsalliance.com/what-is-revenue-performance/). ### Who does the CRO report to? Typically, the CRO reports directly to the CEO of an organization, as this allows the CRO to be unaffected by the pulls of sales and marketing departments' targets and priorities. Often the VP of Sales and VP of Marketing may report to the CRO to provide even more visibility into the revenue-generating departments. --- [Key insights for Chief Revenue OfficersDiscover the highlights from last year’s CRO Summit in San Fransisco. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--11-.png)](https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/) --- ## What does a CRO do? A CRO has many responsibilities within an organization including long-term strategies for revenue growth, assisting with omnichannel marketing strategies, creating sales strategies, and owning revenue predictions. And that’s not even scratching the surface - let’s dive in. ### Grow revenue As the name may imply, revenue is a huge part of a CRO’s responsibilities. A CRO shouldn’t just enable revenue teams to produce the best results and meet their revenue targets, but they should also seek out new paths to generate revenue and [build the path](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) to get there. To do this a CRO may create a standardized approach to sales outreach, monitor the revenue pipeline, and brainstorm creative new ways to close deals. CROs may also assist the CMO or Head of Marketing in creating multi-channel lead generation campaigns. Usually, the CRO will also help to set high-level KPIs for each revenue-generating function, alongside the respective leadership teams. Since CROs are also looking to create new revenue opportunities for the business, they may become involved with the [GTM strategy](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) and work with product development and marketing teams to optimize product positioning and refine pricing strategy. They may also be involved in discussions with [key enterprise clients](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) to increase customer satisfaction and retain their business. **TLDR:** CROs are involved in all revenue generation and growth aspects, from sales outreach to lead generation campaigns, GTM strategy to pricing strategy. --- [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--26-.png)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) --- ### Align teams But how does a CRO work across so many departments seamlessly? Easy, they work towards alignment and visibility across revenue-generating functions like sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/). In short: they break down silos. > CROs can’t always take on this mammoth task themselves though, why do you think CROs often start the ball rolling by hiring a RevOps team? For a CRO to work effectively, sales, marketing, and customer success teams must sing from the same metaphorical hymn sheet. The CRO must have visibility into the workings of each function and pull the strings towards long-term revenue growth. A key mechanism of this is setting shared targets and [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) between these functions. Without this visibility, it would be near impossible to ensure alignment across these functions. Luckily, CROs often employ RevOps teams to assist with these alignment goals. This function can align revenue teams through [processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) and shared databases. Learn more about the benefits of revenue operations [here](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/). **TLDR:** CROs aim to align sales, marketing, and CS teams so they all pull towards the same revenue goals - sometimes this requires assistance from a RevOps team. [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ### Plan strategy And as if that wasn’t enough, CROs are also responsible for short and long-term revenue strategy. On the sales side, this means being on top of [sales forecasts](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) and making data-driven strategic decisions surrounding selling strategy, pricing, and revenue targets. While, over on marketing a CRO might be involved in defining market segments, driving lead generation strategies, and breaking into new markets. All while balancing the GTM strategy and aiding customer success teams in retaining customers, reducing churn, and creating a smooth and enjoyable customer experience. We’re exhausted just thinking about it! A CRO may also oversee any enablement initiatives to ensure sales reps have the resources they need to sell. **TLDR:** CROs build strategic, data-driven short and long-term plans for rapid revenue growth. [The Power of Embedding RevOps as a Strategic Function | ROAIn this article, three senior RevOps leaders share their insights into building a revenue operations function within your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--10-.jpg)](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) ## CRO vs CXO But what differentiates a CRO from other C-suite executives? Let’s explore the differences between CRO, CFO, CSO, and CMO! 👇 ### CRO vs CFO A[ CFO’](https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/)s responsibilities include budgeting, accounting, planning, and operations for profitability. Whereas a CRO’s responsibilities are to accelerate revenue growth by identifying, assessing, and converting sales into revenue. This means that CFOs are typically finance and profit-orientated - often looking to cut down on expenses to improve the organization’s profitability. While CROs focus on revenue growth and ROI, to boost recurring revenue. ### CRO vs CSO vs CMO When comparing the CRO role to Chief Sales Officer or [Chief Marketing Officer](https://www.cmoalliance.com/top-responsibilities-for-cmos-in-2024/) roles the difference is pretty clear. CSOs and CMOs focus on the sales and marketing team results respectively. This leads to a more siloed approach and can lead to short-term goal-chasing. Whereas the CRO can [align the sales and marketing teams](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/), creating cross-functional visibility and creating a longer-term plan for revenue growth. --- [Chief Growth Officer vs Chief Revenue Officer: What’s the difference?The Chief Growth Officer role is the fastest-growing job title in 2024, but what’s the difference between a CGO and a Chief Revenue Officer?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--41-.png)](https://www.revenueoperationsalliance.com/chief-growth-officer-vs-chief-revenue-officer-whats-the-difference/) --- ## When to add a CRO to your organization According to McKinsley, start-ups are hiring CROs earlier than ever before. This may be due to the huge benefits they can bring to internal alignment and revenue growth. That being said, if your business isn’t prioritizing selling or lead generation yet, it might be too early to hire a CRO. Companies in early product development are unlikely to see a huge benefit from a CRO hire until it’s time to focus on selling. Once your product has gone to market, a CRO is a fantastic hire to increase your revenue growth and align your revenue teams from the beginning. ## So you want to be a CRO? Looking to take the next step in your career and become a CRO? Keep reading to find out what skills are needed to fill the shoes of this C-suite position. ### Skills for successful Chief Revenue Officers Here are the top five [skills](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) that are a must for CROs: - **Leadership and communication skills:** As an executive position, CROs must be able to provide strong leadership for teams and communicate clearly with internal and external stakeholders about revenue predictions and targets. - **Analytical and data-driven:** Being a CRO means making data-driven strategic decisions, meaning the role requires strong analytical skills. - **GTM experience:** CRO’s have a large role in finding new GTM opportunities for new revenue streams, so any experience in this area is a huge benefit. - **Selling skills:** Since CROs work closely with the sales team and their selling strategy, having strong selling skills is a must. - **Cross-channel marketing skills:** Similarly, since CROs work closely with marketing teams and strategy, it’s important to have some marketing skills. [Exploring the revenue operations career path | ROAThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## Final thoughts The CRO is a C-suite executive that focuses on all aspects of the revenue cycle, so oversees sales, marketing, and customer success teams within the business. Their main responsibilities include growing revenue, aligning teams, and planning strategy. With the help of the RevOps team, the CRO ensures revenue growth by aligning the revenue-generating functions. --- Carve your path to the C-Suite with our expert-led masterclass. Over 6 weeks, learn from experts who've been there and done it and expedite your path to the top.👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### Sales forecasting for revenue operations: Methodologies and approaches URL: https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/ Last updated: 2025-08-04T15:35:12.000Z We all wish we had a crystal ball, I mean who wouldn’t like to know the future? 🔮 It would be great to predict the future, especially when it comes to your sales. Though the crystal ball might not exist *quite* *yet*, there is a way you can predict the future for your business. 👀 **Forecasting is an important element of any business’s strategy** \- accurately predicting your revenue for Q4 while still in Q2 is super helpful in determining your strategy! In this article, we’ll explore what forecasting is, and how you can use it to your advantage as a RevOps pro. We’ll look at: - [What sales forecasting is.](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/#what-is-sales-forecasting) - [How you can utilize forecasting in your RevOps function.](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/#how-can-a-revops-pro-utilize-forecasting) - [Choosing the right sales forecasting technique.](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/#what-are-the-different-forecasting-methods) ## **What is sales forecasting?** **Sales forecasting** uses historical data and statistical models to predict future revenue trends and sales outcomes. It involves analyzing past patterns and using them to inform decisions about your sales pipeline and future revenue growth [Forecasting is not an exact science](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/), and **no technique can guarantee 100% accuracy**. Unforeseen circumstances and challenges are common in the world of sales and revenue, and forecasting can’t necessarily account for these. However, by getting your forecasting right, you’re able to spot trends and make predictions that directly affect your product or service. And in turn, your long-term revenue growth. ### **Why is sales forecasting important?** An accurate sales forecast can use many data points to predict your sales reps' conversion rates and close rates. You can use this information to predict your revenue, and plan your [revenue operations strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/). But that’s not all your sales team can use these predictions to better understand their targets and impact, while your sales leaders can refine sales strategy and advocate for additional headcount. Your sales managers can also work with your enablement function to train your sales reps if the sales forecast isn’t met. Overall your revenue forecast is important to back up your revenue strategy and ensure your organization meets its long-term revenue targets. [Becoming a data-driven revenue machine | ROAGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ## **How can a RevOps pro utilize forecasting?** There is an obvious answer to this question: by using it to forecast sales. But, that’s not all forecasting is useful for, especially as a [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professional. By making sure your [process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) is right, you can not only predict future revenue but also influence other parts of your day-to-day responsibilities, including: - **Resource allocation**: By forecasting demand, you can ensure you have the right resources in place. This includes staffing levels, inventory, production capacity, and more. - [**Budgeting**](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/): Forecasting can allow you to create realistic budgets that align with your revenue goals. - **Risk management**: By predicting future outcomes, you can identify potential risks and take steps to mitigate them. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ## **What are the different forecasting methods?** There is no ‘one size fits all’ method for forecasting. Each method is formed of different methodologies that encompass varying techniques and focus on several aspects of the forecasting process. However, it’s important to familiarize yourself with each type of forecasting method to allow you to choose the most [practical approach for your business](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/). We’ve explained some of the most popular sales forecasting methods below. ### **Time-series forecasting:** This technique **uses historical data to identify patterns and trends in data over time, and to predict future values based on these patterns.** Time-series forecasting methods include moving averages, exponential smoothing, and autoregressive integrated moving average (ARMINA) models. #### ****Pros:** - Time-series forecasting is useful for predicting clear patterns that change over time. - Can handle a wide variety of data types, including continuous, categorical, and binary variables. - Time-series models are relatively simple to interpret, making them a useful tool for communicating results to those of us who are not data experts. - Can be automated and incorporated into businesses process for ongoing monitoring and decision-making. #### ****Cons:** - May not work well if the data is noisy, unclean, or has outliers. - It assumes that past patterns will continue into the future, which isn’t always the case. - Can be challenging to incorporate external factors such as changes in market conditions. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) ### Qualitative forecasting: Qualitative forecasting is a **technique that uses expert opinions or subjective data to make predictions about future outcomes**. Qualitative methods include market research, surveys, and of course, expert opinion. #### ****Pros:** - Qualitative forecasting can be useful when historical data is limited, or unavailable - especially in the realm of startups or younger businesses. - Incorporates expert opinion or subjective information, which can be valuable when predicting outcomes in complex or uncertain environments. - Flexible and adaptable to changing circumstances and emerging trends. - Can help identify potential risks and opportunities that might not be evident in historical data. #### ****Cons:** - Qualitative forecasting can be subjective and is prone to bias, particularly if expert opinions are heavily relied upon. - Difficult to quantify the level of uncertainty or margin of error associated with qualitative forecasts, meaning risk can be high. - Potentially less accurate than quantitative techniques that rely on historical data and statistical models. - Challenging to verify the accuracy of qualitative forecasts and to track their performance over a long period of time. ### **Regression analysis:** Using historical data, like time-series forecasting, **regression analysis uses data to identify relationships between variables and predicts future outcomes based on these relationships.** **Let’s look at an example of regression analysis:** Let’s say a company wants to predict how changes in its marketing spend will impact sales revenue. The company collects historical data on its marketing spend and sales revenue over the past several quarters. It also collects [data](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) on other potential predictors, such as website traffic, social media engagement, and customer demographics. Using regression analysis, the company can identify which predictors are most strongly associated with changes in sales revenue while using the information to see the impact on total revenue, whilst accounting for other predictors. For example, the company may find that there is a strong positive relationship between marketing spend and sales revenue, but that this relationship is moderated by changes in website traffic. --- [Rolling forecast best practices: Bridging the gap between strategy & executionWhat’s the difference between a rolling forecast and a static one? How can rolling forecasts help you to optimize your revenue strategy? Keep reading to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceSabrinthia Donnelly![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--30-.png)](https://www.revenueoperationsalliance.com/rolling-forecast-best-practices-bridging-the-gap-between-strategy-execution/) --- When there is a clear relationship between variables and enough data to build a reliable regression model, regression analysis is a great way to forecast. However, **regression analysis does make assumptions about data** \- that it is linear, that variables are independent, and that errors in the model are distributed. When using regression analysis, it’s important to check the assumptions of regression before using the technique. ### **Machine learning (ML):** [Machine learning (ML)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) uses **algorithms and statistical models to analyze and learn from data, and to predict future outcomes based on analysis.** ML methods include neural networks, decision trees, and random forests. #### ****Pros:** - Ability to handle large and complex data sets with many different variables, making it useful in complex systems or customized data sets. - Ability to learn from the past, allowing accurate and precise forecasting. - Detect patterns and relationships that may not be apparent to traditional statistical methods, leading to more accurate and informative forecasts. - Flexible, adaptable, and can be modified to suit different types of data and forecasting issues. #### ****Cons:** - ML models can be complex and difficult to interpret, making it difficult to understand how the model arrived at its forecasts. - Requires large amounts of data in order to be efficient, which can, for some companies, be difficult to obtain. - Overfitting the data, meaning it becomes too specialized to the particular dataset used for training, leading to inaccurate forecasts when applied to new data. - Expensive to train and implement, and requires significant AI knowledge and expertise. ### **Predictive analytics:** Predictive analytics **combines statistical analysis, data mining, and machine learning to identify patterns in data and make predictions about future outcomes and trends.** There are many similarities between [predictive analytics](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) and ML. ML is often used as a tool within predictive analysis to help identify patterns and relationships in data that can later be used for forecasting. **So why is it listed separately?** Well, there are some differences between the two approaches. **Machine learning is a subset of artificial intelligence** that involves training algorithms to learn from data and make predictions or decisions based on that learning. Whilst **predictive analysis is a broader approach** that uses data, statistical algorithms, and machine learning techniques to identify the likelihood of future outcomes. Machine learning is focused on building models that can learn and improve over time, while predictive analysis is more focused on using data to make predictions about future outcomes. Both can be successfully applied to forecasting; however, choosing a model might **depend on your future use of it and what your company needs out of its forecasting tool.** [Flat data isn’t good enough: why you need to analyze changing data - Katerina Ostrovsky | ROASandy chats with Katerina Ostrovsky, Global Head of Revenue Operations at JellySmack, to discuss RevOps data and how to analyse it.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/ROA_RevOps_Unboxed_Podcast_Assets_-3.png)](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/) ## **Final thoughts** Forecasting is crucial, that’s why most, if not all, companies use it as a revenue management tool. From improving the allocation of resources to keeping you sane in the midst of sudden global change - forecasting can make your company’s journey a whole lot easier. There are so many methodologies to explore when it comes to forecasting, so make sure you choose the correct approach for your business. Hopefully, this guide will help you create a revenue forecast that works for your team! --- # **Unlock RevOps metrics mastery.** Take your revenue operations metrics game to the next level with our expert-led certification. And gain the necessary knowledge to measure your RevOps impact with confidence. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2025/07/metrics_cert.png)](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) [Learn more](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) ### Why more RevOps tools won’t solve your problems with Jeremy Steinbring URL: https://www.revenueoperationsalliance.com/why-more-revops-tools-wont-solve-your-problems-with-jeremy-steinbring/ Last updated: 2024-04-26T09:54:24.000Z This week on RevOps Unboxed Sandy Robinson chats with Jeremy Steinbring, Founder of RevOnyx, to discover why more tools won't necessarily solve your revenue operations problems. Jeremy explains why you should focus on your business' underlying issues before turning to tech. [ Listen on Spotify ](https://open.spotify.com/episode/3GuM8HzBo5H3VxDTxOpdJv) [ Listen on Apple Podcasts ](https://podcasts.apple.com/gb/podcast/why-more-revops-tools-wont-solve-your-problems-with/id1683513622?i=1000642780832) ## About our guest, Jeremy Steinbring Jeremy Steinbring is the Founder of RevOnyx, a revenue operations consultancy. He is an active member of the RevOps community and has almost a decade's worth of experience in customer success, CRM maintenance, and revenue operations. You can follow Jeremy on LinkedIn [here](https://www.linkedin.com/in/jeremysteinbring/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). [More on RevTech](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ### How to map the customer journey for revenue operations success URL: https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/ Last updated: 2025-08-05T07:02:43.000Z Your customer journey is key to creating an excellent [customer experience](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) for your prospects. But it can also lead to high dropoff rates within your sales funnel if you aren’t careful. An uncoordinated or frustrating customer journey means your customers are less likely to make it to purchase. Instead, they’ll turn to your competitors with a better customer experience. The first step in optimizing your customer journey is to map it out. This allows visibility across your revenue function so your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) strategy can better align your teams. In this article we’ll cover: - [What a customer journey is](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/#what-is-a-customer-journey) - [Why customer journey maps are important in RevOps](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/#why-are-customer-journey-maps-important-in-revops) - [How to list key touchpoints](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/#list-key-touchpoints) - [How to create your customer journey map](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/#creating-your-customer-journey-map) - [Communicating your customer journey internally](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/#communicate-customer-journey-across-your-organization) ## What is a customer journey? A [customer journey](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/) tracks the many touchpoints a customer interacts with pre- and post-purchase. Usually, a customer journey involves multiple stages: awareness, consideration, decision, purchase, and post-purchase. During each of these stages, your customers have different needs and preferences. The B2B cycle can be even longer than this and span across multiple business units, making full-funnel visibility difficult. That’s where customer journey maps come in… ![Customer journey map: awareness, consideration, purchase, retention, advocacy](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/ROA-Infographics_Customer_Journey--1-.png) ## Why are customer journey maps important in RevOps? Mapping this journey from awareness to post-purchase helps you understand your customers better. When you know the path your customers take to purchase, you can create smoother handoffs and transitions to reduce dropout rates. If you can predict your customer’s next move, then you can meet them with the information they need at the right time and place. This will significantly improve your customer experience and lead to improved sales, and retention rates. Visibility into the entire customer journey can highlight key transitions or touchpoints that require improvement. You may even discover an easy solution to a previously hidden [revenue-draining problem](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/). Revenue operations professionals are in a unique position to oversee the creation of a customer journey map. Overseeing all revenue functions, marketing, sales, and customer success, allows RevOps teams visibility into all areas of the journey. While sales, marketing, and customer success leaders may argue over whose fault a poor transition is, RevOps can take a birdseye view of the project and help to align the entire [GTM function](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/). [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Benefits of customer journey mapping Here are some additional benefits of mapping your customer journey: - [Competitive advantage](https://www.competitiveintelligencealliance.io/niche-competitive-advantage/) over competitors with a poorer customer experience. - Smooth customer journeys lead to happy customers, higher revenue, [low churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) rates, and positive word-of-mouth marketing. - Understanding the weak points in your customer journey allows your teams to better exploit [digital tools](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/). - Visibility into all aspects of the sales cycle allows resources to be allocated strategically to sales and marketing teams. - Taking a customer-centric approach stimulates collaboration and [alignment](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) across your revenue function. [Revenue operations, data, metrics, and customer experienceBy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## List key touchpoints The first step to [improving your customer journey](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) is understanding it. But since B2B [sales cycles](https://www.revenueoperationsalliance.com/dealing-with-fragmentation-in-revenue-operations/) are so complex, you should start with an exhaustive list and pare down from there. This should be a collaborative process, so here are our best practices for [brainstorming](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) with other teams to create a complete customer touchpoint list. ### Collaborate with revenue leadership To start the process of building your [customer journey map](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/#powering-customer-journey-excellence-from-start-to-finish) you have to trace your customer’s steps through your purchase cycle. Since revenue operations don’t solely own the customer journey, you should collaborate with the entire GTM function to start your research. Reach out to sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) leadership and ask them to list every step in a customer’s journey. This will likely give you a long list of small steps a customer can take on the path from awareness to advocacy. Hopefully, these steps will help you to see all the handoff points across your customer journey, helping you to identify potential friction points later on. [Chief Revenue Officer: Revenue growth from the C-suiteA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### Ask your sales team You may also want to ask your [sales reps](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) how they see the customer journey. The sales team is often the first human interaction customers have with your brand, so this team has a unique insight into the minds of your clients. The sales team will also have insights into pain points your customers face during your [customer journey](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/), as well as common sticking points or drop-off points in the sales cycle. These insights can help you to understand where your current customer journey needs improvements. ### Go straight to the source If you have the time and resources, you may also want to speak directly to your customers. Your buyers have already made their way through your customer journey, so will know what path they took to purchase, and which touchpoints weren’t up to standard. Frame the conversation around wanting to improve the customer journey for current and future customers. Many buyers (or sales drop-outs) are likely to want to help out and detail their experiences. The satisfaction of your current customers can also give you an indication of how well your buyer journey is currently performing. [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) ## Creating your customer journey map Once you have your extra-long list of customer touchpoints you can work to reduce, and map them out into a usable resource. Start by creating a blueprint… ### Create a blueprint Creating a blueprint in a simple spreadsheet can help you to more clearly visualize how your customers progress through the buyer journey. Each column should represent a stage in your customer journey. You can also split these stages into categories based on its stage in the general customer journey: awareness, consideration, decision, purchase, and post-purchase. This may help to keep things clearer. In each row, you should detail information about each stage. Some examples of information to note down are: - **The goal of the stage.** What do you want your customer to do next? - **Exit criteria.** What will stop your customer from progressing? - **Advancement criteria.** How will your customer move to the next stage? What transitions are involved? - **Internal actions.** What actions must your reps take? What handoffs are required? - **External actions.** What specific actions must the customer take? - **List any relevant objects, fields, and reports in your** [**CRM**](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/)**.** This will help you to identify what to look for in your database. During this process, reduce touchpoints to the key stages they’re part of and consolidate similar steps in the journey. This will give you a solid blueprint to help with your [implementation of improvements](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/). ### Ask GTM leadership for feedback After you’ve drafted your blueprint you should seek more feedback from your GTM leadership in each department to ensure you’ve accurately described each stage in the customer journey. This also helps to ensure leadership are all on the same page. This not only helps to quality check your work before releasing it internally, but this step also helps to gain [buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) from your sales, marketing, and customer success leaders, so they can champion any changes to follow. [Becoming a wartime RevOps leader and proving your ROIExplore what it means to be a wartime RevOps leader with Fullcast.io’s Dharmesh Singh and Tyler Simons, and learn how it can help you prove your ROI to leadership.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/05/photo-1600165642369-f609e6a2daa2.webp)](https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/) ## Communicate customer journey across your organization Once you’ve finalized your customer journey map, you can share it with your revenue teams using handouts. This will allow your teams to align around this journey and [visualize](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) the handoffs along the process. You may want to provide an overview of the entire customer journey as well as separate pages focusing on each department’s responsibilities across the journey. Particular attention should be paid to areas where there’s a handoff between departments - the process for the transition should be detailed in communications. Your [revenue enablement](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) team should help you train and educate your teams on this new resource and any new processes that arise from its implementation across your organization. [Improving CX by utilizing customer journey in your RevOps strategyUnderstanding the experience your customers are having along their customer journey can help you spot the problems hidden in your revenue organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/Meta-image--40-.png)](https://www.revenueoperationsalliance.com/improving-cx-by-utilizing-customer-journey-in-your-revops-strategy/) ## Final thoughts Mapping your customer journey is an important step towards improving your customer experience across your sales cycle. While RevOps plays a big part in this process, a collaborative approach should be used to avoid missed touchpoints. Overall a map of your customer journey can help to align your revenue teams and point out the issues within your organization’s processes. Thus guiding your revenue operations strategy. Looking to connect with likeminded RevOps pros? Join our Slack community today. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### 7 best practices for vetting a RevOps tool URL: https://www.revenueoperationsalliance.com/7-best-practices-for-vetting-a-revops-tool/ Last updated: 2025-08-04T15:36:10.000Z [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams are often looking to solve tech stack problems and unify revenue tools into a neat collection of tools. But vetting these tools can be a tricky process fraught with blockers, deep dives into specs, and long sales cycles. While no RevOps tool process will be the same, we’ve highlighted some of the best practices to keep in mind when trying to purchase your dream revenue tool. We cover: - Assessing the need - Factors for selecting the best tool - Dealing with complexity - Testing and evaluating - Reading case studies and reviews - Gaining leadership buy-in - Evaluating and reassessing before renewal ## Assess the need Not every problem can be solved by adding a shiny new tool. Some problems are caused by inefficient processes, cross-functional misalignment, or even having many tools in your [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/)! So it’s important to understand if there’s a need for a new tool in the first place. Start by understanding what problem you want to solve. You may want to [brainstorm](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) other solutions for this problem to give yourself more options. It’s important to gain other points of view for this process, as adding a new tool can be time-consuming and expensive so your team should be sure it’ll solve the problem. Once you’ve decided adding a new RevOps tool is the right move, you should consider what the requirements for the solution are. [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) ## Factors for selecting the best tool Many factors will determine which RevTech tool is best for your organization. [Budget constraints](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), your CRM software, and your use case may all impact your decision. Let’s explore these factors in turn. ### Cost Tools are expensive, [81.6%](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of revenue operations professionals report the majority of their budgets go to software costs. Depending on the size of your company and your needs, the cost may be a restricting factor when it comes to choosing the right tool. ### Function Since you’ve assessed the need for your new software solution you should know what problem it should solve. But you might also want to think about what specific functions the tool will need to meet your needs. It’s also worth assessing if the tool’s functions overlap with an existing software you’re already using, as this may allow you to replace an existing tool with a multi-functional solution. ### Current and future applications When looking at implementing a new tool you should consider both your current and future use case for the technology. Only considering your current situation will result in short-term thinking and could be detrimental in the long run. Think [strategically](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) about where your organization will be in a year and whether this solution will still suffice. For example, if your sales team is growing quickly but your software only supports 10 sales rep accounts, you’ll quickly outgrow this tool and have to start the vetting process again. [7 steps for crafting a winning RevOps strategyWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) ### Integration Not all tools integrate well together, so this is something to consider when vetting a new solution. If the technology to connect a new tool to your existing tech stack isn’t available, you likely aren’t maximizing the [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) and shortcuts available to you with other tools. For some tools integration might be super important, like if you are looking for a plug-in to pull data from your [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), it needs to integrate with your existing tech stack. But for other tools such as a sales content storage system, you might not be so fussy about integrations. ### Open API If integration and data sharing between tools is a big priority for your tools, you may want to consider software with an open API. This means your applications will have more flexibility to share information and will reduce roadblocks if this is a use case you require. ### Ease of use Another factor to consider is how easy the tool is to use and how intuitive it is. If the tech makes a sales rep’s job harder and more complex, it might not be the best fit, especially if there’s a big learning curve. Big changes to workflows that are inconvenient to your team’s workflow may result in resistance to the change. And tricky-to-master tools will use up more of your [enablement](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) team’s resources to train your team. [Game on: Get your sales team pumped with these 5 training competition ideasDebbi Varela talks us through five training competition ideas for your sales team, to enable their success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDebbi Varela![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/22.png)](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ## Dealing with complexity [Tech stacks](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) can become a tangled web of tools quickly, which is why it’s important to manage complexity before your tools get tied in knots. Complex systems can end up creating inefficiencies and be hard to manage if they aren’t properly maintained. ### Single source of truth When your customer data is spread across multiple tools or databases it can be difficult to know where to look for the most up-to-date information. By maintaining a single source of truth and using [data hygiene](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) principles you can reduce data complexity in your organization. ### Test, evaluate, improve To reduce inefficiencies within your tech stack you should regularly assess if your tools still work with the rest of your tools, and perform well. If your software ends up causing inefficiencies down the line, it might be time to replace it with one that suits your new requirements. Making adjustments when needed can help to keep your tech stack efficient. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ### Avoid piling on tech As we mentioned before, piling on technology for the sake of it isn’t going to solve your problems. The outcome will be complex webs of tools that are confusing to use. You may even end up with overlapping functionality and essentially pay twice for the function. > *If you don’t need a new tool, don’t add one. Simple.* ### Automate Small repetitive tasks such as updating information in your CRM are tedious and often forgotten, so wherever possible you should try to automate these tasks. Your existing CRM may have features for this, or you may need an add-on. But one thing we know you won’t regret investing in is a robust automation system that *actually* saves your sales, marketing, and customer success teams time. The more time they save on tedious tasks, the more they can spend generating revenue. [Unlock the power of revenue operations automationLooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--7-.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ## Testing and evaluating If the tool offers a free trial, free version, or beta test then it’s useful to take full advantage of this. Ask a few people on each team who will use the product to test it out for a certain period. This will allow for more **accurate feedback** as these team members know the ins and outs of their role and how they would use the new tool. Some questions to ask these stakeholders are: - Did you find this tool easy to use? - Did you find this tool intuitive to use? - What is your favorite feature of this tool? - What is your least favorite feature of this tool? - How does this tool compare to our current solution? - How could this tool be better for your use case? - Would you be satisfied if this tool was added to our tech stack? - Are there any other thoughts on this tool that you’d like to share? This feedback of the good and the bad from multiple stakeholders can help you to evaluate the fit of the new tool in your organization. ## Look at reviews and case studies It is also a good idea to look through reviews and case studies, especially if you can’t try out the product before purchase. Case studies can help you understand how other organizations have used this tool to succeed, but it’s important to remember that these were curated by the brand. > *With this in mind, remember to also seek out reviews on third-party websites such as Trustpilot to get a full picture of what customers think.* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ## Gain leadership buy-in Purchasing a new revenue tool is much easier when you have [leadership buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/). This buy-in for your tech stack project can allow you to get budget approval much quicker than if you’re pulling teeth for support. With support, you can also ask for assistance in negotiating contract terms and completing any admin tasks associated with the purchase cycle. This will make this process much smoother and easier to manage. Leaders who support the project can also help manage change once the tool is rolled out in your organization. This can lead to your teams adopting the new tool, and its benefits quickly. Plus, your revenue streams can also benefit from your new tool’s ROI quickly! ## Evaluate and reassess before renewal Before letting your contract renew, evaluate the ROI of the tool over the time you’ve used it and assess if it’s doing everything you needed it to when it was purchased. While during your contract term, you may be stuck with one solution, when your contract is set to renew you have an opportunity to change providers if your needs have changed or the revenue operations tool didn’t live up to the hype. If the tool still works for your business you can feel confident in renewing your contract, but if there are some red flags, you might want to reassess your options. [The ultimate guide to revenue operations metrics and KPIsFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## Final thoughts Hopefully, these principles will help you to determine the best tool for your revenue teams to thrive in their roles and produce revenue growth. Just remember to assess which tools are working regularly, as one dysfunctional tool may be stopping your organization from hitting your revenue targets. Want to discuss your tech stack troubles with your peers? Our growing Slack community of RevOps professionals is the place for you. **Join now! 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Master the core fundamentals of revenue operations URL: https://www.revenueoperationsalliance.com/master-the-core-fundamentals-of-revenue-operations/ Last updated: 2024-01-17T16:00:00.000Z Become a well-rounded revenue operations professional proficient in both theoretical knowledge and practical application. This RevOps course includes learnings from industry-leading experts, actionable tried-and-tested frameworks, and ongoing community support. [Get certified!](https://certified.thealliance.io/payment?product%5Fid=revenue-operations-certified-core) 🎓 Be fully equipped to construct, manage, and optimize a RevOps function, utilizing metrics and data analytics for ongoing process improvement. 💻 Gain insights from Revenue Operation experts in our fireside chats. 🏅 Show off to your peers after gaining your official Revenue Operations Core certification. ## Course overview The fundamental pillars of revenue operations not only impact all areas of the function, but they impact your sales, marketing, and customer success teams too. This course clears up the ambiguity around RevOps, allowing you to build, manage, and optimize a RevOps team, and apply data insights with confidence. You’ll learn: 🧠 What revenue operations truly means 🙏 How to build an impactful RevOps team 🔑 The keys to tracking your team’s success 📈 How to enhance the function in your organization And much more. Whether you're just stepping into your first revenue operations role or already in a RevOps role and looking to solidify your practical knowledge with the theoretical. This revenue operations course covers everything you need in one place. ## By the end of this course, you'll be able to - **Streamline data.** Understand key metrics and KPIs that drive RevOps success and be able to analyze data to make informed business decisions. - **Operationalize revenue operations.** Have the skills to set up a RevOps team, including roles and responsibilities, workflows, and technology stack. - **Optimize the customer lifecycle.** Develop and implement RevOps strategies that align with each stage of the customer lifecycle to ensure sustained revenue growth. [Get certified!](https://certified.thealliance.io/payment?product%5Fid=revenue-operations-certified-core) ## Learn from industry experts like: **🌟 Sandy Robinson,** SVP of Revenue Operations at Patra. **🌟 Guy Rubin,** Founder & CEO at ebsta. **🌟 Kristina Diederich,** Vice President of RevOps at Varicent. **🌟 Christian Palmer,** Global Revenue Enablement Manager at Riskified. **🌟 Jeremy Steinbring,** Founder at RevOnyx. **🌟 Joseph Aurilia,** Senior Vice President of Operations at Cyware. ## What you can expect from Revenue Operations Certified ![](https://fast.wistia.com/embed/medias/fk34cnuih8/swatch) ### Looking to learn as team? If you're looking to get a team of three or more certified, then speak to Tom about team rates on [t.madden@pmmalliance.com](mailto:t.madden@pmmalliance.com). 💡 ****P.S.** If you need help convincing your boss, we've done the hard part for you. [****Convince your boss.**](https://docs.google.com/document/d/1IEMTR2XKO1V-fvu0Z%5FPOB5pNOM9Wgw39-v3CclZTTh0/edit?usp=sharing) ## What's included when I enroll? An awful lot of bang for your buck, that's what. Here's a glimpse of what you'll gain: ### Content Gain access to a robust curriculum covering the full spectrum of RevOps knowledge. From mastering data insights to unifying teams for revenue growth – we’ve got you covered. ### Exams Marked exams at the end of every module to test your knowledge and get you Revenue Operations Core certified. ### Bonus footage Hours of bonus footage and fireside chats, crammed with expert insights from organizations like **Spotify, Andela, Calendly, LinkedIn, and more.** ### Templates Plenty of templates and frameworks are ready for your use. Take them away and utilize them within the RevOps strategy at your organization. ### Coursework A variety of coursework tasks to consolidate your learning and practice your new revenue operations skills. ### Access Lifetime access to all the content, fireside chats, templates, and more. Return to course content whenever you need to – we’ll be here. [Get certified!](https://certified.thealliance.io/payment?product%5Fid=revenue-operations-certified-core) ## **FAQs** #### Who’s this course for? 🧑‍🎓 Anyone new to the revenue operations scene who is looking to kick-start their career. If you’re seeking expert guidance on the core principles of revenue operations – you’re in the right place. Or if you’re a business exec or startup founder interested in understanding how a revenue operation's framework can improve your business’ efficiency and revenue, this course can show you the revenue operation's way. #### How does the course work? 💻 The course is 100% online and entirely self-paced. Once you enroll, you’ll work through the modules in chronological order and be invited to take part in activities. At the end of each module, you’ll be presented with mandatory exam questions and if you pass all these, you’ll become Revenue Operations Core: Certified! #### What happens once I’ve completed the course? 🏅 Sit an exam for each module to earn your certification, then share your accomplishment with your peers on LinkedIn. As for the content – you’ll have lifetime access. So you can always revisit the information if you need a quick refresher. ### What do RevOps practitioners most like about their role? URL: https://www.revenueoperationsalliance.com/whats-the-best-part-of-revenue-operations/ Last updated: 2025-08-04T15:37:11.000Z [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) has rapidly emerged as a game-changing function for high-growth companies. But what exactly makes RevOps professionals passionate about their work? We interviewed RevOps leaders across tech, [SaaS](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/), and services companies to uncover their favorite parts of the job. Their insights revealed three major themes around the most rewarding aspects: **strategic impact**, **problem-solving**, and **cross-functional collaboration**. Let’s explore why each area creates such engaging and fulfilling RevOps roles. ## Strategic impact The #1 praise from over **75%** of leaders was around RevOps having an integral, strategic role in guiding business growth. As **John Hunt**, **Head of Enablement** at **Zappi**, shared: “I love being able to identify an initiative, and actually make it come alive, all the way through impacting the bottom line.” RevOps provides a unique vantage point to deeply understand company-wide objectives, spot opportunities, and drive strategic programs that accelerate revenue. **Jordan Shaheen**, **Head of RevOps** at **Candid**, expanded: “My favorite aspect of revenue operations is getting to be involved in so many different parts of the business.” > *“We constantly have the full picture context. We constantly get to dabble in new things and help out in new ways. For me, that's what excites me and makes RevOps a meaningful job that's never boring.”* Rather than focusing on specific tasks, RevOps empowers professionals to connect the dots continually. They guide high-level decision-making based on the bird’s eye view of the business. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- Many leaders shared that it’s deeply gratifying to translate that comprehensive perspective into tangible business impact. As one innovator put it: “The best part is being able to find patterns and data that point to the best possible direction to move our GTM strategy.” By maintaining focus on overarching goals versus day-to-day minutiae, RevOps unlocks major value through growth initiatives. As another leader explained: “I love how it allows us to [prioritize projects](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/) based on the revenue impact of the organization and then carry through fully on those projects.” RevOps enables strategists to spot the most pivotal programs and ensure they achieve maximum results. [7 steps for crafting a winning RevOps strategyWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) ## Problem-solving Additionally, nearly every RevOps leader pointed to [creative problem-solving](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) as a hugely rewarding aspect. By continually assessing issues, spotting patterns in data, and brainstorming solutions, RevOps provides an outlet for intellectual engagement whilst driving real financial results. **Greg Larsen**, **VP RevOps** at **Eltropy**, described it best: “I'm scanning the organization constantly for problems to solve.” Whether tackling process kinks, tech limitations, ineffective enablement, poor alignment, or bottlenecks in the [customer journey](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/), RevOps delivers constant variety. As one innovator put it, “the amount of unique problems to solve”, is what makes RevOps so exciting. Unlike repetitive roles focused on specific tasks, RevOps empowers professionals to flex their intellectual muscles on diverse challenges. One leader shared that their favorite activity is: “Researching, developing, & implementing new revenue initiatives.” By pioneering original ideas tailored to their company’s needs, RevOps cultivates fulfilling innovation. Additionally, several called out the thrill of bringing an initiative from concept to reality as a driving force for their passion, **John Hunt** followed this up, stating: “I love being able to identify an initiative, and actually make it come alive.” Seeing programs morph from plans to scaled implementations with measurable impact creates deep engagement. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## Cross-functional collaboration Furthermore, the wide scope of the role exposes RevOps professionals to diverse teams and initiatives where they can serve as the connective tissue for all departments. Respondents appreciated this breaking down of silos and by bringing together different perspectives and specialized expertise, RevOps is able to foster an environment of collaborative innovation essential for revenue growth. Unlike isolated roles, RevOps offers a comprehensive view of the organizational puzzle. As one VP stated, “It connects the dots”, allowing you to get “to know all sides of how our business works, enabling teams all around.” Seeing how each piece comes together to drive the bottom line provides a truly unique and unmatched satisfaction. Additionally, several leaders highlighted that the cross-functional nature delivers perpetual learning, with one respondent’s favorite aspect being the “breadth and ability to go both wide and deep.” --- [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) --- With ongoing exposure to diverse teams and projects, RevOps enables intellectual growth in a range of areas from sales methodology to pricing strategy to customer segmentation and more. For the lifelong learners, RevOps unlocks new skill-building opportunities each day. It also opens up the opportunity for relationship building, with respondents noting this as one of the best parts of RevOps - the people. As **Greg Larsen** leads, “I’m helping the people at the company achieve their goals, and achieve the success that they have. I'm minimizing the roadblocks and the difficulty of succeeding for others. > *“I love to see the impact it has on people's individual careers, individual roles, individual successes, and that's what drives me to RevOps.”* [Why sales and marketing alignment is crucial for revenue growthDiscover the power of an aligned revenue team and unlock strategies for aligning your sales and marketing functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--29-.png)](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) ## Final thoughts There you have it – insider views into why RevOps pros feel fulfilled and driven day in and day out, highlighting just what sets RevOps apart. It empowers professionals to comprehensively guide company strategy, flex analytical muscles to overcome obstacles and enable teammates through cross-functional collaboration. Want to discover more insights like this? **Get your copy of our State of Revenue Operations report now! 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/ROA_State_of_RevOps_Report_2023_CTA.png)](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) ### How to build a winning revenue operations tech stack URL: https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/ Last updated: 2024-09-02T13:44:21.000Z An organization's tech stack is at the heart of its efficiency - but often these clusters of tools become overgrown and messy. This can lead to inefficiencies and wasted budget. Luckily, [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams can be the answer to all the [CRO’s](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) problems. But it’s not that simple… While one of the pillars of RevOps is tools, untangling this web of tools can pose quite a challenge. That’s why we’ve outlined this comprehensive guide to building a revenue tech stack. Including: - Why a RevOps tech stack is so important - Challenges of building a tech stack - Key RevOps tools required - Types of solution - How to build a winning RevOps tech stack ## Why a RevOps tech stack is so important A revenue operations tech stack [streamlines revenue processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) by allowing sales, marketing, and customer success teams to manage the revenue process effectively. Your RevOps tools can [foster alignment](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) between these revenue-generating functions by easily sharing customer information and data. By using the same tools your teams can also better understand cross-collaborative processes. At the end of the day, your revenue function wouldn’t run without the help of [technology](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/), and a poor or misaligned tech stack can cause blockers and slow down your sales pipeline. On the other hand, optimizing your tools can boost your teams’ efficiency, improving your customer’s experience across the [customer journey](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/), and ultimately leading to increased revenue growth. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## Challenges of building a tech stack You’ll face many challenges when building a new tech stack, this section will outline a few to be aware of so you can mitigate problems down the line. ### Integration There are loads of tools out there and while they might function great in isolation, you may find they don’t integrate with your other tools quite as nicely. Finding tools that can seamlessly integrate into each other is the true key to an effective revenue operations tech stack. Sometimes you might need to sacrifice a tool's functional quality to gain a more integrated and streamlined tech stack overall. ### Cost Some tools are pricier than others but for the most part, tools are expensive. So building a tech stack of multiple tools can eat up your [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) quickly. This is why you should consider your priorities in a tech stack before buying. And be prepared to search for a cheaper solution. ### Complexity Handling lots of integrations and tools in your tech stack can get complicated, especially if it isn’t clear what the purpose of each tool is. Dumping tools on top of each other isn’t a viable solution to any problem and will result in a tangled mess of solutions. Try to solve each of your tech stack needs as simply as possible and consider each function of your current tools before purchasing something new. Overlapping functionality can create confusion and waste resources. It’s also worth noting how much maintenance a new tool will require and if you have the resources to manage this. For example, CRMs typically require regular data maintenance, and depending on the size of your organization this might constitute a full-time role. ### Changing needs Another challenge of building a tech stack can occur when your organization is going through a big change or regularly changes project scopes, as these changes may mean your tool requirements change too. When building your revenue operations toolbelt it’s important to consider your functional requirements for the long-term and how they might change - especially if you’re signing a long contract. ### Executive decisions While it might seem easier to make an executive decision about which tools to implement and then roll the new tech out, this isn’t ideal. When big sweeping decisions are made by leadership without incorporating the teams that’ll be affected by the change, you may encounter pushback. By involving some stakeholders in your research and allowing them to provide feedback on potential options you can avoid resistance and make more informed decisions. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ## Key RevOps tools required There are lots of types of tools out there with different use cases and functions. This section outlines the areas of a RevOps tech stack that will build the foundation for any additional tools you need. ### Customer relationship management (CRM) system Arguably the most important revenue operations tool is your [customer relationship management system](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) or CRM. This database holds all your prospect and customer information and allows our revenue teams to easily view and share customer insights. Your sales reps will use this tool to monitor prospects and track their pipeline, your marketing team will use this database to send emails and monitor campaigns, and your customer success team will use the CRM to track customer interactions and prevent churn. Since your CRM is so important at maintaining and storing [accurate data](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data) (and should be a single source of truth for data insights), your choice of CRM will likely impact some other tech stack decisions. Some revenue tools will integrate better with certain CRM systems, so you may want to take this into account when building your stack. ### Automation [Automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) is key for saving time and improving your revenue efficiency. Choosing the correct tools for your needs is equally important. Consider which tasks you’d like to automate and research the best tools to meet those needs. A few tools might need to be used to ensure the best results for your teams. [Marketing automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation) tools are especially useful for creating automated email campaigns and scheduling social posts. [Unlock the power of revenue operations automationLooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--7-.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ### Customer success and support Customer success tools help to monitor post-sales engagement to allow your team to track at-risk accounts and prevent churn. Your team can also do the opposite, find your top users and ask them for a review or case study, or pass an upselling opportunity to sales. For your [customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) tool to be effective it should seamlessly sync with your CRM data. ### Sales enablement Your sales and sales enablement teams will likely need a few tools to upskill your sellers effectively. One of these tools might include a [content management system](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) to share [sales battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) and up-to-date product information. For more information on sales enablement tools check out [this guide](https://www.salesenablementcollective.com/sales-technology-hub/). ### Reporting and analytics Without accurate data insights, you can’t make strategic, data-driven decisions. Reporting and [analytics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) tools can streamline your data processes and allow up-to-date and valuable insights to appear on relevant dashboards for each revenue team. These [dashboards](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) should be intuitive to use to allow your marketing, sales, and customer success teams to understand their metrics, and allow leadership to track sales performance. ### Forecasting [Revenue forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) is another important part of data-driven decision-making and determines revenue strategy but manual forecasting is time-consuming and can lead to inaccuracies. Which is why most organizations have a forecasting tool in their tech stack. A sales forecasting tool allows you to easily predict what deals in the sales pipeline will close and generate revenue. This tool uses your CRM data to create these forecasts so your chosen forecasting tool must integrate well with your CRM. [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ## Types of solution If that wasn’t complicated enough… On top of thinking about the types of tools you’ll need in your tech stack, you’ll also need to consider what type of solution your company needs. There are a few decisions to make so let’s assess your options. ### Full-suite vs best-of-category The first decision is whether you need a full-suite or a best-of-category solution for your business. Not sure what those mean? Let’s define these terms: Full-suite solutions are multifunctional tools or multiple tools made by the same company, built to integrate seamlessly. **Pros:** One tool serves as multiple tools in your tech stack. Tools are built to work together so no integration problems, and only one bill. **Cons:** Tools aren’t specialized and aren’t necessarily best in class for any specific function. May be difficult to change tools or adjust payment terms if you want to change tools in the future. Best-of-category solutions on the other hand, are niche tools with one specific use case. But these tools tend to be the best tool for that use case as that’s their sole focus. **Pros:** The tool is the best one for the job, and gives you flexibility to customize your tech stack with all the specialized tools you need. **Cons:** Integrating these tools together can be complicated - especially as the number of tools in your stack increases. There’s a good chance your tech stack will include both types of solution but it’s definitely important to understand and weigh up before purchasing a new tool. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) ### Build vs buy Another consideration is whether you want to build or buy your solution. Not everyone will have the option to build a unique tool to suit your needs - but if you work in an enterprise organization or a niche industry it may be worth considering. **Mike Lee**, Senior Director of Global Revenue Operations, at Reality Labs, **Meta** suggests a nuanced approach to this question. In some situations, a custom solution may be beneficial, in others a generic best-in-class solution will do. At Meta, Mike decided on a custom solution for their planning system and continued to use their existing CRM system. Learn more from Mike [here](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/). [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--27-.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) ## How to build a winning RevOps tech stack With all those factors considered, it’s time to start planning and implementing your new revenue tech stack. This section breaks down the steps to get all your tools in a row. ### Roadmap and requirement mapping Mapping out your current tech needs and any future requirements will be useful for creating a strategic approach to your tools. This [roadmap](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) will allow you to visualize how your tools integrate, what purpose they serve, and highlight gaps in our current capabilities. You should also map out the requirements each element of your tech stack should meet, including functions, pricing, integrations, and any other important factors for your use cases. From this, you can easily scope out which tools suit your needs. ### Build alliances Building and implementing new software into your organization affects many stakeholders, by building alliances with these key people you can get your job done faster. Here are some ways you can build alliances: - Gain buy-in from executive leadership to get the budget approved ahead of time. - Build friendships with a few members of your revenue teams who will be affected by the change to advocate for the tool. - Brief your enablement team before the change so that they can prepare training materials. - Communicate with your IT procurement department so your tool purchases will be speedy and pain-free. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ### Scope implementation To ensure your [implementation process](https://www.revenueoperationsalliance.com/revops-tech-stack-procurement/) runs smoothly, it’s crucial to plan out the timeframe for the project. This should include who the key stakeholders are at each part of the project to keep your teams accountable. You should also consider the time for training on the new technology. ### Integration assessments Integration into your tech stack is a key consideration that should be thoroughly researched when purchasing a new tool. If there isn’t yet a way to connect your new software to your existing tools, you may end up causing more headaches than you’re solving. ### Test before purchase Remember earlier when we said to reach out to revenue team members? Now is their time to shine! Ask your sales, marketing, and customer success allies to test out the new tools for their use case. Getting a few opinions about the effectiveness of a tool from those who will *actually* use the software is a great way to scope the right tool for your organization. A tool may tick all of the boxes on paper, but if it’s clunky to use your sales reps may be left unsatisfied with the change. ### Purchase cycle Once you’ve made the big decision it’s time to get your final sign-offs and jump into the purchase cycle for your chosen tool! Congrats - you’re almost at the finish line. ### Enablement Building your dream revenue operations tech stack is all well and good, but if no one knows how to utilize the new software, your hard work will go to waste. While it’s tempting to celebrate once your new tools are implemented - don’t miss this crucial last step. [Enablement](https://www.revenueoperationsalliance.com/making-enablement-work-in-remote-settings/) ensures that your sales, marketing, and customer success teams receive appropriate training and support to ensure they can make the most of the new tools, and reap the benefits of efficiency promised. [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ## Final thoughts Building your RevOps tech stack can be challenging but with enough planning and consideration, you can align your revenue function and increase productivity in your organization. Got some specific tools questions? Our community of revenue operations experts would be happy to help. **Join the conversation today!** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Aligning sales and marketing to achieve revenue growth with Tina Wung URL: https://www.revenueoperationsalliance.com/aligning-sales-and-marketing-to-achieve-revenue-growth-with-tina-wung/ Last updated: 2024-04-26T09:50:52.000Z In this episode of RevOps Unboxed, Tina Wung, VP of Growth Marketing and Revenue at Nisum, discusses why alignment between your sales and marketing teams is crucial to growing your revenue streams. [ Listen on Spotify ](https://open.spotify.com/episode/3DyvfIHTqNKJG6ME4UDNWe) [ Listen on Apple Podcasts ](https://podcasts.apple.com/gb/podcast/aligning-sales-and-marketing-to-achieve-revenue/id1683513622?i=1000641172326) ## About our guest, Tina Wung 20+ years in growth companies and blue-chip Consumer Packaged Goods companies, at the intersection of brand, digital innovation, and emerging technology. Tina Wung is a seasoned brand marketer now building growth marketing and demand generation organizations in fast-growing technology companies in Silicon Valley. She has leadership experience at companies ranging from the Fortune 100 to startups. For the past 2 decades, she has helped steward some of the world’s most iconic brands at top consumer goods companies - Anheuser-Busch InBev (ABInBev), Mondelez International, MillerCoors, KraftHeinz, Kellogg, and P&G. Now, as Global Vice President of Growth Marketing and Revenue for Nisum, a leading technology consulting firm, she helps bring business and human impact through technology transformation for the captains of industry. You can follow Tina on LinkedIn [here](https://www.linkedin.com/in/tinawung/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). [More on alignment](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/) ### Nominate your RevOps Ones to Watch in 2024! URL: https://www.revenueoperationsalliance.com/ones-to-watch-survey-blog/ Last updated: 2024-02-28T08:26:00.000Z Here at ROA, we wanted to highlight the hard work of revenue operations professionals - that’s why we’re launching our Ones to Watch 2024! We’re shining a spotlight on the RevOps stars you need to know about this year. 🌟 [Nominate now!](https://productmarketingall.typeform.com/to/kIs19qJf) Whether it’s because of their valuable insights, willingness to help others, the way they share resources and the latest trends with the community, or more - these are the people you **need to have on your radar** in 2024\. But we need your help! This report can’t happen without the revenue operations community nominating its brightest stars. Who do you think deserves to be highlighted, recognized, and appreciated? Let us know by nominating right here! 👇 Nominations will close on the **31st of January 2024** so don’t leave it too long to vote for your favorites! ### “Phenomenal content, engaging speakers, and actionable insights.” - Chris Lobdell, GoodData URL: https://www.revenueoperationsalliance.com/case-study-chris-lobdell/ Last updated: 2024-01-09T14:35:28.000Z We caught up with **Chris Lobdell**, Chief Revenue Officer at **GoodData**, after he attended our [Chief Revenue Officer Summit in Chicago](https://events.revenueoperationsalliance.com/location/crochicago/). He wanted to share some of his learnings from this exciting event. Chris is a senior sales leader with 20+ years of experience spanning enterprise technology sales, SaaS sales, digital media sales, sales engineering, and software development. Before his current role at GoodData he served as Vice President of Enterprise Sales at Salesforce and Chief Revenue Officer at Ahalogy. Chris discusses his thoughts on: - [The value he gained from the Chief Revenue Summit in Chicago](https://www.revenueoperationsalliance.com/case-study-chris-lobdell/#the-value-chris-gained-from-the-chief-revenue-summit-in-chicago) - [The value CROs can gain from attending Chief Revenue Officer Summits](https://www.revenueoperationsalliance.com/case-study-chris-lobdell/#the-value-cros-can-gain-from-attending-a-chief-revenue-officer-summit) - [His favorite sessions from the event](https://www.revenueoperationsalliance.com/case-study-chris-lobdell/#chris%E2%80%99s-favorite-sessions-of-the-day) - [His key takeaways from the summit](https://www.revenueoperationsalliance.com/case-study-chris-lobdell/#chris%E2%80%99s-key-takeaways-from-the-event) - [What he’d say to someone considering attending a CRO Summit](https://www.revenueoperationsalliance.com/case-study-chris-lobdell/#what-chris-would-say-to-someone-thinking-about-attending-a-chief-revenue-officer-summit) ## The value Chris gained from the Chief Revenue Summit in Chicago The CRO of GoodData confessed that he “gets invited to a lot of CRO type events”, so was initially on the fence about attending. But, he changed his tune quickly and admitted “I'm really glad I did attend”. Overall, he found the Chief Revenue Officer Summit in Chicago “incredibly valuable and really helpful”, explaining further that there was a lot of tactical information shared, right from the first presentation. The first presenter, Warren Zenna, Founder of The CRO Collective, “shared a diagram of all the various responsibilities that go into the CRO function. And it was really helpful to map out all the things a CRO is supposed to do.” Chris also found the “very specific information around enablement plans” presented by Gail Behun, Director of Revenue Enablement at LivePerson “really helpful”. > *“Overall, I thought the Chief Revenue Officer Summit was a really good event. I enjoyed being there, and I thought the event was very useful. Especially because I think there was a *good network effect* there.”* ## The value CROs can gain from attending a Chief Revenue Officer Summit Chris mentions that being a CRO is a challenging role, as he puts it: > *“The average tenure of a CRO is 17 months, so in some ways, events like this are almost *emotional support groups* for what is arguably one of the most challenging jobs in the C-suite.* > *“The CRO role is referred to as the ‘ejection seat’ for many reasons, but the main one is we’re the first to get fired when things go south because we're leading sales, and therefore, failure is on us.”* “So the tactical learnings were very useful.” Chris also emphasizes the value of discussing similar problems with fellow CROs. ## Chris’s favorite sessions of the day While the Chief Revenue Officer Summit in Chicago hosted a variety of presentations Chris clearly had a couple of favorites where he discovered the most value. Chris mentioned that he took a lot away from the event, elaborating that: > *“The CRO framework that Warren presented and delved into was interesting.* > *“And in terms of what is actionable for me? I think that session going to make me more accountable as the Chief Revenue Officer as it allowed me to better define my job description.* > *“In a lot of situations as CRO it's like, ‘Okay, give me customer success, marketing, and sales, and go.’ But it isn’t always clear how you drive operational alignment across those different functions, and get them all working in such a way that they're no longer siloed. And that was a big focus for Warren's presentation.”* Chris also emphasized that he enjoyed Gail’s session on sales enablement, and gained a lot of value from what she had to say. > *“Gail’s presentation was awesome. She was really good, you can just tell she knows exactly what she's doing.* > *“I actually took photos of around half of her presentation because it was *incredibly valuable and relevant* to what I was doing.”* ## Chris’s key takeaways from the event When summarizing his takeaways from the summit, Chris said: > *“The biggest takeaway for me is that there is a concerted effort right now in the market to ensure CROs go above and beyond just being a strong sales leader who happens to run marketing customer success.* > *“Because if you look at the CRO role, a lot of times companies create the CRO function, and view that as the next evolution of the SVP of sales, when in reality it’s a far different role than just running sales.* > *“There's a lot more orchestration that needs to occur. I think that was my big takeaway from the event.”* ## What Chris would say to someone thinking about attending a Chief Revenue Officer Summit When we asked Chris what he’d say to someone considering attending a Chief Revenue Officer Summit he said: > *“Absolutely attend. Especially, if you are a CRO or CEO as there aren’t many events for CROs out there.”* While in attendance at the Chief Revenue Officer Summit in Chicago, Chris described the event as having “phenomenal content, engaging speakers, and most importantly, actionable insights we can apply immediately to our business.” ## Fancy attending our next CRO summit? If you feel like networking with like-minded CROs and revenue leaders this year, we have just the thing for you. Our Chief Revenue Officer Summit is heading to New York, San Fransisco, Chicago, and London in 2024! Looking for more info? We've got you. 👇 [See the dates! 🗓️](https://events.revenueoperationsalliance.com/) ### The 7 most critical skills for success in a RevOps role URL: https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/ Last updated: 2025-08-04T15:37:49.000Z Need to hire a new RevOps professional for your team? Or looking for your next role in revenue operations? Either way, we outline the top seven skills required for RevOps pros. Looking for something in particular? Skip to learn more.👇 - [Analytical and problem-solving skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#analytical-and-problem-solving-skills) - [Communication and collaboration skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#communication-and-collaboration-skills) - [Technical and software proficiency](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#technical-and-software-proficiency) - [Project management and organization skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#project-management-and-organization-skills) - [Selling skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#selling-skills) - [Strategic thinking](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#strategic-thinking) - [Continuous learning](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/#continuous-learning) ## Analytical and problem-solving skills [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professionals have to be analytical to ensure [data-driven](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) decision-making. This means analyzing, understanding, and communicating data to others, as well as taking actions based on the data. Creating dashboards for [data visualization](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) and ensuring data hygiene in your company’s CRM are all tasks that require strong analytical skills. As for solving problems, isn’t that the job description for RevOps? Resolving bottlenecks and broken workflows is the bread and butter of revenue operations, so being able to solve problems effectively is a must. Due to certain constraints that you might come up against, you may need to come up with a few different solutions to the problem to satisfy your stakeholders in sales, marketing, or [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/). [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## Communication and collaboration skills Alignment and cross-functional collaboration are key in RevOps. That’s why it’s essential to communicate effectively and work well with others. How can you [align other teams](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) and break down silos, if you can’t work with others yourself? Clear communication can [mitigate conflict](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) that may arise when you’re making changes to teams’ processes and workflows. Letting your colleagues know when the change is happening and why can be the difference between a failed launch and successful process adoption. **Edtience Tenbrook,** Senior Director of Sales Operations at **Quorum**, discussed the importance of collaboration and communication on our podcast, [RevOps Unboxed](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/): > “\[Collaboration\] is definitely a valuable skill set in this role. You’re working with operations folks, product, finance, sales, customer success, marketing, and all these different people have different personalities too. > “In different silos, they work in different cultures, like marketing always has its own fun culture. So you have to be able to communicate and bring them together for the common goal.” ## Technical and software proficiency Having sufficient technical knowledge is key to a successful RevOps career. Optimizing [technology](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) workflows and removing inefficiencies is a huge part of the role, so you need to know these systems like the back of your hand. On top of this, revenue operations teams also work with [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) software to make everyday tasks easier and more efficient for teams - this requires a certain amount of technical skill. The role also involves maintaining [databases](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) and CRM data, which will require technical skills in the system your company uses. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## Project management and organization skills Revenue operations involves successfully running lots of projects all at once, while managing an onslaught of new requests. How do you cope with that? Project management skills and a bit of organization, of course! A successful RevOps professional must be able to plan out and execute projects effectively to support stakeholder needs. Many teams may need RevOps help - so you will need to stay organized to avoid mix-ups. Plus being able to [prioritize](https://www.revenueoperationsalliance.com/10-game-changing-tips-from-revenue-operations-experts/) projects is key to making a difference to revenue growth - you can’t be everywhere at once, so choose your projects wisely. 💰 Are you being paid fairly? Our ****Revenue Operations Salary Report** can help you benchmark your salary and negotiate your next pay rise with confidence. [****See the data.**](https://www.revenueoperationsalliance.com/revenue-operations-salary-report/) ## Selling skills Since RevOps teams work closely with sales reps to optimize the sales pipeline, it’s essential to have selling skills or experience. This shows the sales team you empathize with their problems and will help to create a good working relationship with them. In-the-trenches sales experience uniquely qualifies you to understand the ins and outs of the sales workflow and make those processes smoother and more efficient. All those annoying pain points you experienced as a sales rep? Time to solve those problems for your sales team. But don’t just take our word for it, **Brad Rosen**, President at **Sales Assembly**, provides his insights into the role of selling in RevOps: > “Learn to sell. If you don’t know what a salesperson goes through and how hard the job is firsthand, you will struggle to build the cross-functional relationships necessary to be successful.” [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## Strategic thinking Revenue operations involves a lot of strategic planning, from [GTM strategy](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) to sales and marketing strategies to customer retention strategy. Therefore, it is important to possess good strategic thinking skills. What solution will produce the best ROI? How could you increase lead generation? What resources are needed to close deals more effectively? All of these questions require a strategic, long-term plan to effectively produce revenue growth over time. ## Continuous learning RevOps is a quickly evolving industry where there’s always something new to learn - that’s why continuous learning is a must. Keeping up-to-date on industry trends and best practices is key to being the proactive RevOps leader your team needs. This might include reading blog posts or [books](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/), listening to [podcasts](https://www.revenueoperationsalliance.com/tag/podcasts/), attending [industry events](https://events.revenueoperationsalliance.com/), or taking [online courses](https://certified.thealliance.io/course/revenue-operations-certified-core). **Karli Brophy**, Senior Manager, RevOps Processes at **HST Pathways**, sums it up best: > “Stay up to date on the trends. RevOps is ridiculously fast at evolving. Our field is so dynamic. Attend webinars, go to networking events, connect with people on LinkedIn, etc. Try to get a mentor, even if it's unofficial. > “Invest in professional development: If the company won't pay for you, take advantage of free webinars or free training. If they will, look to get certified.” 📚 Looking to stand out in the job market? Our online course Revenue Operations Core will take your revenue operations knowledge to the next level. [Get certified now!](https://certified.thealliance.io/course/revenue-operations-certified-core) ## TLDR; Too busy to read the whole article? We get it, so here’s a quick summary of the seven skills mentioned in this article: - **Analytical and problem-solving skills -** Working with data and solving problems in workflows is key for RevOps. - **Communication and collaboration skills -** To work in revenue operations is to work with sales, marketing, and customer success, so you need to communicate effectively and collaborate with a wide range of people. - **Technical and software proficiency -** There are lots of tools to get your head around as a RevOps pro, so technical skills are a must-have. - **Project management and organization skills -** Requests come in left, right, and center - stay on top of all those projects with great project management skills and keep your tasks organized. - **Selling skills -** To work well with the sales team, it’s important to empathize with them, and the best way is to know how to sell. - **Strategic thinking -** Strategic planning is key for RevOps professionals, so make sure your strategic thinking skills are up to the challenge. - **Continuous learning -** The industry moves fast - can you keep up? Keep learning by reading blogs (like this one!), attending events, and taking courses to stay ahead of the game. --- Looking to learn more about the RevOps career path - check out this blog post on the subject! [Exploring the revenue operations career path | ROAThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) Or learn from your peers in our community of 2500+ revenue operations professionals! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How to create an effective revenue operations roadmap URL: https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/ Last updated: 2025-08-04T15:38:24.000Z *Crissy Saunders (CEO & Co-Founder, CS2 Marketing), Nick Bonfiglio (CEO, Syncari), and Rosalyn Santa Elena (Vice President, Global Revenue Operations, Neo4j) held this panel discussion at the Revenue Acceleration Festival in 2021, brought to you by our sister community,*[ *Sales Enablement Collective*](https://www.salesenablementcollective.com)*.* --- **Crissy ⚙️** Hi, everyone. I'm Crissy Saunders, and I'm the CEO of CS2\. We’re a marketing ops agency in the US on the West Coast. I have two excellent speakers with me on this panel today. I have **Rosalyn Santa Elena, the VP of Global Revenue Operations at Neo4J**. She has a tonne of experience in business and revenue operations, and she's also the host of the Revenue Engine podcast. I also have **Nick Bonfiglio, the CEO of Syncari and the former EVP of Marketo**. He's joining us with a tonne of experience on the operation side internally but is also now answering some of the biggest problems that marketing and [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) leaders have when it comes to data. We're talking about something near and dear to my heart, the **RevOps roadmap,** and how perfecting it can **clear up some chaos and keep you focused** on the right things. In the third and final part of this talk from the Revenue Acceleration Festival, Crissy, Nick, and Rosalyn discuss: - [How to create a successful operations roadmap and what to avoid](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/#how-to-create-a-successful-operations-roadmap) - [Why RevOps is outcome-based, and how this can affect your go-to-market strategy and product launches](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/#how-outcome-driven-revops-can-affect-a-roadmap) - [Incorporating data into the RevOps roadmap](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/#how-to-include-data-in-your-revops-roadmap) Let’s dive right in 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## How to create a successful operations roadmap **Crissy ⚙️** Let’s look at the roadmap. There are many different opinions on what a roadmap is and what a *good* one is. **Q: How do we craft a good roadmap?** What goes into creating a product roadmap from your experience? And what are some of the key components of that roadmap? **Nick 📊** I'm a product person, and I approach everything from the lens of needing a roadmap for every team. So the reality is that at Syncari, almost every team has a roadmap. There are **two types of roadmap**. When you're building a product, it’s about what you’re getting done this quarter. That becomes very granular in how you think about what will get done that quarter. And then, what's my out-quarters roadmap of big rocks that I want to go tackle sometime in the future? It lets you do a couple of things. One, it lets you **lock in the work** you're trying to complete that quarter without interruptions. > “We try to make as few changes as possible to the execution roadmap as opposed to the visionary roadmap that we have for the product and the company.” If you had a product stuck in bug-fix mode, **you** **can't innovate**. This applies to every other team in the organization. If you're stuck in firefighting or bug-fixing mode, you can't think strategically about the next few quarters. And so this ability to at least spend some time doing that is important. A product team wouldn’t be able to function if it didn't have that. And even when building a product, you have a back-end team, a UX team, a UI team, etc., and you're [aligning](https://www.revenueoperationsalliance.com/revops-best-practices/) all those people with your roadmap. **It's no different.** > “When you're talking about RevOps, or marketing, or sales, or whatever you're talking about, you have to have a roadmap of where you're trying to get to and everyone needs to share in that vision of where you're trying to get to.” If not, **you're going to have teams going in different directions and doing different things** but never congealing around a [strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) for the whole organization. [Why you need an outcome driven product roadmapa product roadmap can be so much more than a timeline. It can be an agile and strategic tool to help you not only keep up with a rapidly changing market, but to have the adaptability you need to get ahead of competitors.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/07/outcomedrivenroadmaps.jpg)](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) **Crissy ⚙️** And I think if we also look at the way that product teams work now, some ops teams might say, “Oh, we have a roadmap. We know what projects we're working on.” But that might just be a list of projects and tactical things that you're tracking off a list. **That's not the same thing.** > “So when we think about a roadmap, there's a vision, business objectives, and some key outcomes that our team wants to achieve.” And we're going to tie a feature to that. So that will be what goes onto your roadmap for that quarter. You can then get into more of an iterative approach because the outcomes will sometimes be long-standing. You might aim to improve your conversion rate, but you won't fix that overnight. **So you're always going to have different features you're building against**, and some of those need to be iterative. And that's also sometimes a struggle with ops, where we never return to the things we built. We'll wait until it becomes a problem or until there's a fire, and then we put that out. So when you get into more of this outcome base where you're tracking something and then iterating, you're less likely to have those “uh oh” moments later. And I think that's probably very relatable. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/join-the-community) ## How outcome-driven RevOps can affect a roadmap **Crissy⚙️** **Q: When you're focusing on the customer journey, what does the future look like for your team's roadmap?** And can you give some *examples* of some outcomes that your team would prioritize when it comes to the [customer journey](https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/) and that you’d tie your features to on your roadmap? **Rosalyn 📈** > “For one, I'd love it if we stopped talking about RevOps as being very tactical and just the combination of sales ops plus marketing ops plus CS ops”. You see that everywhere. Or even just a rebranding of traditional [sales ops](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/). > “This is a complete shift. We're not just data, we're not just tech stack, and we're not just tactical folks. We're so much more than that.” If you think about RevOps and always talk about us in the context of that end-to-end customer journey, providing that frictionless [experience](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) for the customer, and then also providing that infrastructure and that optimized, efficient, scalable revenue engine for the entire go-to-market team, then you can **think more about outcomes versus conversion rates.** Adding fields to [Salesforce](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) and updating your lead scoring model is tactical. But at the end of the day, I always think about what it is that you’re trying to get to. **We all want more revenue, faster, better conversion rates, and better win rates**. So, what are the things you can do to drive that? We always tie back to that because I look at **RevOps as being the vehicle for building out the go-to-market strategy**. You're taking that strategy, operationalizing it, and then executing it through the people, [process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), technology, and data. So for me, **it's all outcome-driven**. We obviously have project lists and tactical things that we have to get done this quarter or this year, but I'm always looking at what we’re trying to achieve to optimize deals desk, which is one of our focus areas right now. How do we revamp our quote to cash process to really speed up not only closing deals faster, but to [enable new product into the market](https://www.productmarketingalliance.com/how-to-plan-the-perfect-product-launch-gayathri-krishnamurthy-avp-of-product-marketing-at-ringcentral/)? New selling motions and things like that. So that's where we're focused. And then you break it down. And that's the thing about ops. We're very good at saying, “Here's the big picture. This is what we're trying to do.” And then breaking those into digestible, executable parts. For me, it's focusing on those big two or three [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) that the company or go-to-market is trying to achieve, and then breaking those down into what it means from a people, process, and [technology](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) perspective. [Sales-led Go-to-Market, a case study with Jarod Greene | ROAJarod Greene discusses sales-led GTM strategies and how he used this approach at Highspot.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKate Onley-Gregson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/23.png)](https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) **Crissy ⚙️** With the RevOps roadmap, I think it’s about **being clear on how we build a roadmap** that helps, especially for teams that are understaffed, or they've gathered all of the business objectives, or they're working cross-functionally with the different teams. They're still trying to figure out what's feasible and what they can do. When it comes to a roadmap, it's **also having some way to really calculate that**. So taking into a model of the ability to execute what's high, medium, and low [priority](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/). And then also, how much resource would I need? And tracking that. And also, timeliness. Can I finish that within this quarter? There are different models you can take. **Q: When you prioritize these projects for your team, is there any model that you use or any way to it say on your roadmap that will really prioritize where you should spend your time?** **Rosalyn 📈** **I always prioritize first what affects the customer.** Anything that's customer-facing is a top priority. And then secondly, **anything that affects revenue is the next priority**. And then, we look at things in terms of **high impact and low effort**. It's that matrix, the quadrant in terms of high, medium, and low of the business impact and the level of effort. You want to tackle the *high business impact, low effort* tasks first, get those out of the way, and then keep moving through those items. There are a lot of projects, but there are also a lot of things that are *low effort, but they're also very low impact*. And if they're not going to impact something that ties back to your go-to-market strategy and key objectives, then it's a low priority for me. **Crissy ⚙️** > The roadmap is aligning what your outcome is, what the feature request is, and what team this supports. Start to measure the value, the impact, and the effort, and then that will quickly be something where you can see a **sense of priority**. And some things might not make it. You can push it out into your next quarter, or just know that it's always going to be iterative. It's a breathing thing, your roadmap. It's something that you're reviewing and coming back to, and for the outcomes, too, making sure that we come back and measure that, because for ops teams, we want to show our value. Like Rosalyn said, we’re not just tactical. Building in times to look back and get feedback from your team, but also measure to the outcomes is key. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ## How to include data in your RevOps roadmap **Crissy ⚙️** Sometimes it feels like data projects can be really hard to get onto the roadmap because people can be swayed by, “Oh, we're a fast-growing company, we just need to do XYZ and **let's just tackle data later**.” **This is a huge problem because data rules everything that we do**. It's what makes your customer journey effective and precise, and that's what drives revenue. **Q: For some of your clients who are taking the approach to transform their data, how do they make that case internally and get it on the roadmap?** **Nick 📊** Where I work, we provide a single pane of glass for RevOps to control two of the three pillars. If that's people, processes, and [data](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/), we help you control the process and data together, which hasn't been done before. So we see customers coming at this from a couple of different directions. We have this mentality of ‘think big but start small,’ and going progressively across your journey and **building your roadmap for your data and key indicators along the way**. So we have companies where tackling projects would normally take them six months and three to four engineers to do that, but they’re now able to do them in a couple of weeks with our product and get their processes under control, like lead to account matching, quote to cash, routing of leads, etc. All these things that we can do on our platform are at our fingertips with a no-code platform for our prospects. People are seeing huge ROI savings of up to $600,000\. And other customers are seeing ROI increases as a result of just having better access to the information across the organization. So those are all things that are going to start coming more and more to the forefront as RevOps continues to mature strategically. --- Want to read the rest of Crissy, Nick, and Rosalyn's talk? Check it out here 👇 [Why is revenue operations important?Why is revenue operations so important to your business, and, what are some common issues revops practitioners face when building their function? Join Crissy, Nick and Rosalyn to hear their thoughts and insights.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/absolutvision-82TpEld0_e4-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/p/9013595d-d579-4ffe-967b-767fda692fe7/) ### “All the best capabilities and ideas together in one room” - Monty Fowler, Kentik URL: https://www.revenueoperationsalliance.com/case-study-monty-fowler/ Last updated: 2024-01-09T14:36:43.000Z **Monty Fowler**, VP of Revenue Strategy & Enablement at **Kentik**, recently attended our **Chief Revenue Officer Summit** in **Chicago**, where he was excited to discuss key revenue topics with his peers. He also spoke on a panel session alongside **Mike Weir**, Chief Revenue Officer at G2 and **Guy Mounier**, CEO at Aptivio, titled: “Driving GTM efficiency with data, automation and alignment”. Monty is a sales and marketing leader, and entrepreneur with more than 30 years of technology sales, marketing, and business development experience. His career has spanned industries such as telecommunications, consulting, enterprise software, IoT, and services. Today, his passion is coaching and mentoring the next generation of sales professionals to learn the art and science of selling with high integrity. We caught up with him to learn more about his experience at the [Chief Revenue Officer Summit in Chicago](https://events.revenueoperationsalliance.com/location/crochicago/). His thoughts are focused on: - [How he heard about the CRO Summit](https://www.revenueoperationsalliance.com/case-study-monty-fowler/#how-monty-heard-about-the-chief-revenue-officer-summit-in-chicago) - [The value he gained from attending the summit](https://www.revenueoperationsalliance.com/case-study-monty-fowler/#the-value-monty-gained-from-attending-the-event) - [His experience as a panelist at the event](https://www.revenueoperationsalliance.com/case-study-monty-fowler/#monty%E2%80%99s-experience-as-a-speaker-at-the-summit) - [His top takeaways from the summit](https://www.revenueoperationsalliance.com/case-study-monty-fowler/#monty%E2%80%99s-key-takeaway-from-the-cro-summit-in-chicago) - [The benefits of attending an in-person event](https://www.revenueoperationsalliance.com/case-study-monty-fowler/#the-benefits-of-in-person-events-for-revenue-leaders) - [What he’d say to someone considering attending a CRO Summit](https://www.revenueoperationsalliance.com/case-study-monty-fowler/#what-monty-would-say-to-someone-considering-attending-a-chief-revenue-officer-summit) ## How Monty heard about the Chief Revenue Officer Summit in Chicago “ROA’s event producer, **Jack Debono**, reached out to me because I’d worked with him previously and we've kept in touch. He knew I was in Chicago and reached out.” ## The value Monty gained from attending the event “It was just nice to get out of the house,” Monty joked. Before continuing: “It was really good to sit with other revenue leaders in a safe environment, where you're not worried about what we sell or who our customers are, instead we're worried about how we run our businesses. > *“I was just really impressed at how open and participative everybody was.* “And I really liked the size of the event, because even when there was a panel discussion or a presenter, the conversation seemed to naturally evolve in the room, which was great. “You can't do that when you've got hundreds of people in a room.” ## Monty’s experience as a speaker at the summit “It was great! “I thought **Warren Zenna**, Founder of the CRO Collective, did a great job of being the discussion moderator. “We were **very well prepared** for the panel session, Jack worked with us for a couple of weeks prior to the event. We had a Google Doc, where we figured out what questions we wanted to have asked. “Then as a group, we walked through who's going to talk about what because we had different interests and different experiences. We wanted to make sure we brought the right information out in the limited time that we had. “And I think we achieved that! “When we were working on the document, I was like, ‘Wow, this is way too much content to talk about in 45 minutes, but then we got through it because Warren just kept the discussion moving, which was great.” ## Monty’s key takeaway from the CRO Summit in Chicago “I think my key takeaway was two things. “One, **everybody is struggling with the same core set of challenges right now.** There's around five or six things that everybody's concerned with right now and trying to figure out. “The other thing was, I was very pleased to see how interested, plugged in, confused, and unsure everybody was about AI, generative AI, and what that means for business. “But I was also pleased to see that everybody knew it was important. They knew they had to figure out a play for it in their organization, and that the time was now. “I tried to echo that sentiment and encourage everybody there if they weren’t already playing with this stuff, and trying to figure out what value it can have for their organizations, they need to dedicate a fair amount of their time every week, to figuring that out. > *“The pace of change is so rapid, this isn't something we can just check in on every month.* “It's something you've got to look into, sign up for some newsletters, go do some reading, grab a few tools and play with them on a regular basis, bake them into your workflows, and see what value they can give. “I was very pleased to see that so many people were like, ‘Yeah, I'm already doing that,’ or, ‘Yeah, I really need to do that, thank you for bringing it up.’ “We're in an inflection point right now in the marketplace, where there's a **new capability in our hands**, that dwarfs every other technology we've ever had before. And we need to figure it out because our competitors are going to figure it out, so we better have a plan.” [How using AI can boost your revenue performanceStewart Townsend shares how utilizing AI can bring your revenue performance to new heights and keep you one step ahead of the competition.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--23---1-.png)](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) ## The benefits of in-person events for revenue leaders “I think it validates things that people are already doing. “And it gives a lot of creative energy to ‘Oh, wow, I didn't even think of that. I need to go try that.’ “These events bring **all the best capabilities and ideas together in one room** and just throws them all on the table. You can look through and take away ideas you hadn’t thought of before. “And you get to talk to the people who are actually practitioners and not just trying to sell you something. I'm going to learn even more at an event like this and get a very narrowly focused idea of what I'm missing out on. “Because I'm talking to my peers who aren't trying to sell me anything. They're just like, ‘Dude, you gotta be doing this because it’s amazing.’ It's great. > *“It's like going to church camp, everybody's just on fire, and excited.”* ## What Monty would say to someone considering attending a Chief Revenue Officer Summit “If you're a revenue leader, director or above, and certainly if you're an executive or C-level, you need to bake into your calendar three or four or five opportunities every year to do exactly this. “I would highly recommend the way ROA does it, because the size of the event is just right, for the type of topics we want to cover. “The more people you have the more diffused the information needs to be, whereas here we got really specific. > *“We dug down into some really nitty-gritty stuff in these presentations, and that's something you just *never get anywhere else*.”* ## Feeling left out? Join us at a Chief Revenue Officer Summit near you in 2024... [New York](https://events.revenueoperationsalliance.com/location/cronewyork), [San Fransisco](https://events.revenueoperationsalliance.com/location/crosanfrancisco), [Chicago](https://events.revenueoperationsalliance.com/location/crochicago/), and [London](https://events.revenueoperationsalliance.com/location/crolondon). 🌎 We'll see you soon! 👋 [Show me the dates! 🗓️](https://events.revenueoperationsalliance.com/) ### How to build a B2B marketing database from scratch URL: https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/ Last updated: 2025-08-04T15:38:47.000Z This blog was originally published on our sister site the [Revenue Marketing Alliance](https://www.revenuemarketingalliance.com/). --- Being tasked with creating a [B2B marketing](https://www.revenuemarketingalliance.com/the-fundamentals-of-b2b-marketing/) database from scratch may be daunting. And your head may be spinning with questions such as: How do you find prospects quickly? How do you verify the information? But don’t worry! Building a database is easier than you think. This article will help you understand: - The importance of a B2B marketing database - How to build a B2B marketing database - How to use a B2B marketing database ## The importance of a B2B marketing database A marketing database is important as it allows you to keep track of information about your customers and [potential leads](https://www.revenuemarketingalliance.com/what-is-lead-generation-in-marketing-a-guide/). This information is necessary for analytics, [segmentation](https://www.revenuemarketingalliance.com/customer-segmentation-what-is-it-and-how-does-it-help/), and [marketing communication](https://www.revenuemarketingalliance.com/b2b-bite-sized-leveling-up-personalized-video-neha-pujari/). Without an up-to-date B2B marketing database, it may be difficult to gain new leads or stay in touch with existing customers. ## How to build a B2B marketing database ### Target audience To start off the process of building a database you should identify your audience. Develop [buyer personas](https://www.revenuemarketingalliance.com/ideal-customer-profile-vs-buyer-personas/) by creating detailed descriptions of the types of people who are buyers of your product/service. Try to create three to five personas to give variety - not all buyers are the same! The descriptions should include information such as job title, industry, pain points, and sites they regularly visit. You may be able to use existing customer profiles to help with this or you may need to do some research into the market. Once you understand your audience you can start tracking down relevant leads. [Unlock your revenue potential with strategic Salesforce integrationsJoe Aurilia Jr. discusses how to utilize Salesforce integrations to boost revenue growth at different organizational scale levels.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--4-.png)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) ### Source leads There are many options on how to source leads and each one has its pros and cons. This section will take you through each option and provide you with the insight you need to decide which is best for your brand. It might even be worth using a combination of methods to grow an even larger database. **Manual sourcing:** This method is very time-consuming but cost-effective and allows you to take all your existing contacts and new leads and put them all together. This way also allows you to avoid some of the pitfalls of the other methods. There are many places to look when manually sourcing leads, here are some of them: - **Existing customers:** All old or current customers from your accounting system. - **Existing contacts:** Relevant business contacts from your, and your colleagues’, personal contact lists. - **Business cards:** Many people hoard business cards - use that to your advantage and capture the contacts on your database. - **Website:** Capture visitors’ details by offering them something for their email. For example a whitepaper, newsletter, or free trial. - **Research:** Comb through the web looking for the contact info of potential leads. **Rent data:** When you rent a list you don’t see the contact info, you are paying the provider to send out your email to their list on your behalf. You will only know who’s on the list if they open your email and fill out your form on the landing page. A major pro of this method is that your email account won’t be blacklisted as spam. **Buy data:** When you buy a list based on your target audience you are paying to see the contact info from the list. You can send out [messages](https://www.revenuemarketingalliance.com/how-brand-messaging-changes-for-b2b-and-b2c-companies/) to everyone on the list yourself - but be careful! Sending out a ton of emails from a list without checking it over can result in your email account being blacklisted. ### Verify data Regardless of which method you used to source your information, you need to verify all the data to make sure it is accurate, there are no duplicates and the data is clean. An Excel data check can look for duplicates and an email list cleaning service will remove any data where the domain doesn’t exist anymore, spam traps, and fake email addresses. Once clean, you should reach out to all contacts to ensure that the information is correct and if they are happy to be on the list (this is especially good practice on manual data with old customers). Checking the correctness of the list is important as B2B databases degrade at a rate of [22.5](https://www.hubspot.com/database-decay?ref=revenuemarketingalliance.com)\-[70.3%](https://www.insideview.com/project/7-reasons-to-clean-up-your-dirty-lead-data/?ref=revenuemarketingalliance.com) every year. ### Segment leads Once your data has been checked and cleaned, you may want to segment the database into buyer personas to allow better targeting of potential leads. This step is optional but will allow you to personalize your approach to communication. [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--28-.png)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) ## How to use a B2B marketing database Once you have a database set up what do you do with it? There are a few different types of marketing activity that you can use your new database for. You should aim to communicate with your database at least quarterly but monthly if you can, this will help you to stay top of mind. Communicating any less, you risk losing their attention, but any more your audience may feel bombarded and unsubscribe. ### Email marketing [Email marketing](https://www.revenuemarketingalliance.com/your-guide-to-b2b-email-marketing/) is a great way to use your database as it is virtually free. You can also send different emails to your segmented groups or [send personalized emails](https://www.revenuemarketingalliance.com/effective-tips-to-create-great-email-content/). However, you need to keep your database clean and up-to-date by removing bounced emails and unsubscribes or your account may be flagged as spam. ### Direct mail Sending a letter in the mail could cost you a few dollars each depending on size and weight, but if you send thousands in bulk the price per letter will go down. You will likely need to send a few rounds of marketing for direct mail to pay for itself. This may not be as feasible when marketing internationally as the cost per letter will increase dramatically, leaving less room for it to pay for itself. ### Telemarketing Telemarketing is the most expensive type of marketing activity using a database but can be effective in generating leads. You can hire a telemarketing company to take on this task as it can be time-consuming. [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ## Final thoughts Although setting up a B2B marketing database from scratch may seem like a long, boring task, it’s vital to keeping your customer relations healthy and generating new leads. Having an accurate record of customers allows you to effectively target and communicate with them, while also helping to avoid the risks of blacklisting. Leaving your database untouched can have serious implications for your email account, so remember to regularly check the accuracy of your database! --- **Got some hot tips on how to build a marketing database? Maybe you've got questions revenue experts can answer. Head to the Revenue Operations Alliance Community! 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### 6 high-impact strategies for smooth revenue scaling success URL: https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/ Last updated: 2024-04-26T08:35:17.000Z This article comes from the expert panel, ‘*Strategies for scaling your revenue engine and fueling growth*’, at our **2023 Chief Revenue Officer Summit**. --- Ever feel like you’re building your revenue engine while flying it? Leading experts, **Benjamin Samuels**, **Chief Revenue Officer** at **WeWork** and **Jim Pattermann**, **Chief Revenue Officer** at **Palmetto Technology Group** can relate. They’ve steered companies through steep climbs, making growth decisions in real-time, so we picked their brains on battle-tested tips for scaling without crashing. How do you rapidly expand while ensuring solid foundations? What transforms initially scrappy teams into smooth-sailing enterprises? Join us as our thought leaders share field wisdom for constructing sturdy yet agile revenue engines primed for altitude. From hiring resilient teams to optimizing systems and sustaining cultures, here’s their insider perspective! - **Thoughtful hiring and team building** - **Leadership principles** - **Structural optimization** - **Process integration** - **Promote psychological safety** - **Priority realignment** ## 1 . Thoughtful hiring and team building As Benjamin put it, WeWork was “trying to build the rocket as we were flying it.” He explained that while the charismatic CEO attracted droves of applicants, they still aimed to be analytical about each role’s needs. However, they likely over-indexed on passion and mission-orientation versus competencies like resilience, grit, and real experience. > *Rather than succumb to hiring blind spots, Jim now starts by asking: What problem are we solving for? What strengths fit best?* He admits early on just vaguely needing “somebody really good” without fully defining skill sets torpedoed new hires. “It never works out” long haul without rigorously clarifying expectations, outcomes and which “types of people” suit them. For sales, that meant ultimately differentiating between “hunters and farmers” rather than assuming “everybody can do everything.” Narrow profiles then allow for targeted recruiting and onboarding. [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## 2 . Leadership principles Speaking of culture carriers, hiring frontline managers hastily can tempt catastrophe. As Jim cautions, “If that level person isn’t the right person, it will sink your organization.” Beyond individual performance, managers mold team dynamics and effectiveness. Benjamin knows firsthand – bringing on mismatched senior leaders with inflated titles at WeWork wreaked havoc internally. Beyond seeming unfair or untenable financially, perceived incompetence in leadership erodes morale across the board. So slow down hiring managers until you land the right fit. *Side benefit?* Fewer painful performance conversations down the road. To avoid manager mis-hires, Jim now convenes “panel interviews” across multiple stakeholders when assessing senior candidates. This well-rounded perspective also minimizes blind spots. So enacting balanced vetting processes promotes fairness and fit. According to Jim, they now even incorporate “case study presentations” from candidates on hypothetical strategic situations to pressure test critical thinking. [The importance of building a creative culture as a CMOUnearth the importance of fostering creativity as a CMO. Boost performance, attract talent, and differentiate your brand with innovative ideas!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceWill Whitham![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMO-creative.jpg)](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) ## 3 . Structural optimization Particularly in [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/), siloed thinking and disorder can cripple cooperation, consistency and collective intelligence. Build in structures promoting enterprise-wide cohesion. Benjamin ultimately retooled WeWork’s org design with clearly delineated but interlinked “mandates and responsibilities” guiding teams. The aim? More independence balanced with coordination mechanisms to enable handing off accounts and sharing insights seamlessly. Like a well-oiled sports team, each player fills a particular position with tailored strengths while coordinating to execute plays. Similarly, specialized revenue squad members can fluidly hand off [accounts](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) and trade insights to collectively drive sales while retaining focus within their function. [5 steps for effective RevOps process improvementThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) ## 4 . Process integration Startups run lean, scrappy, and undocumented for pace and necessity. But process gaps can painfully surface at scale, making lack of structure a liability. Jim’s firm Palmetto saw entrepreneurial spirit enabling early victories then backfiring as complexities ballooned: “Too much entrepreneurial ability, going rogue...doesn’t necessarily fly long-term.” The solution? Incrementally instill operational guardrails while giving [culture](https://www.revenueoperationsalliance.com/managing-organizational-culture-as-your-revenue-team-grows/) room to breathe, evolve, and retain magic: “Recognize turning points” ripe for a refresh. You know that saying about designing the plane while flying it? It doesn’t seem to get easier. But with the right hires, mindset, and lean processes boosting collective IQ, revenue engines can smoothly ride growth waves instead of getting crushed. [Mastering RevOps hiring: Best strategies for building a teamJoe Aurilia Jr., SVP of Operations at Cyware provides an expert look at the top strategies for building high-performing revenue operations teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/Untitled-design--1-.png)](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) ## 5 . Promote psychological safety Counterintuitively, cultures allowing transparent failure discussions drive the highest sustainable performance. Benjamin helped engender this by establishing routines for open performance feedback, both appreciative and constructive. Rather than let issues silently fester, they implemented processes to quickly course correct. > *As he notes, "If someone is not killing it, they're told, so they can pivot."* They also emphasized collectively learning from failures given the impossibility of flawless execution at scale. Revenue leaders should adopt similar frameworks for powering through hurdles without finger-pointing. Psychological safety promotes promptly ID'ing what’s not working so energies pivot towards rallying solutions rather than assigning blame. [What is burnout and how you can prevent itIt’s important for any worker to understand what burnout is and recognize the signs, no job is worth sacrificing your mental health for.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJade Warne![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CLA-Burnout.jpg)](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/) ## 6 . Priority realignment The most formidable challenges demand a relay team be running in parallel – a nimble innovation squad dreaming up ideas paired with an operational powerhouse turning them into market reality. In startups, frontline employees wear all these hats out of necessity, making swift decisions yet rarely documenting why, so all this hard-fought knowledge vaporizes. In Jim’s case, his firm realized “too much entrepreneurial spirit” ultimately hampers scaling. Yet he avoided over-correcting to the rigid controls that snuff out creativity. The solution? Judiciously layer in “added discipline and process” for smoother coordination while ensuring culture stays receptive to disruptive thinking. Rome wasn’t built in a day. But with a resilient mindset, operational backbone and just enough independence baked in, revenue engines can smoothly scale without losing startup magic. [Motivate your sales team with effective compensation planningCompensation design is a crucial aspect of the revenue operations workload. How can you implement commission to retain top sales talent? Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--20---1-.png)](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) ## Final thoughts Well folks, that wraps our time with revenue experts Benjamin and Jim. Hopefully, their battlefront tips give you some next-level insights into how to lead growth without losing the plot operationally. In closing, remember scaling requires balancing act across factors: **Hire patiently** \- prioritizing resilience makes teams anti-fragile as complexity increases **Structure smartly** \- specialized functions still require crosstalk to enable hand-offs **Mind culture closely** \- preserve psychological safety so people raise red flags faster **Add light structure** \- guardrails smooth coordination but don't squeeze creativity Keep an eye on the horizon! Continually reevaluate what employees and customers need next from the organization. And with that parting bit of inspiration, we'll sign off. Let the revenue growth begin! --- **Looking to supercharge your path to the C-Suite? Check out our C-Suite Masters course!** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### RevOps job interview: Example interview questions URL: https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/ Last updated: 2025-08-04T15:40:12.000Z Getting that new role can be tricky in today’s job market, but practicing your interview skills can make this process much easier. That’s why we’ve outlined some common interview questions for revenue operations professionals. We also included some tips, tricks, and advice to help you blaze through your next job interview. Explore interview questions that focus on: - [Technical knowledge](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/#technical-knowledge) - [Experience](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/#experience) - [Strategic planning ](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/#strategic-planning) - [Communication](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/#communication) - [Continuous learning](https://www.revenueoperationsalliance.com/ace-your-next-revops-job-interview/#continuous-learning) ## **Technical knowledge** [Hiring managers](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) want to know if you have the right technical knowledge to perform your job effectively. And if you haven’t used the [tools](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) in their tech stack, you should show that you understand how these tools work and that you’re capable of adapting to them. ### Previous tech stack questions These are the sorts of questions you might expect to answer around your previous experiences with certain tools: - Which tools have you used previously? - What is your experience with X tool? - What is your familiarity with different [CRMs](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/)? If you have experience with a specific tool they’ve mentioned, talk about how you’ve used this tool and how involved you were with its maintenance. But if you don’t have experience with the tool they mention, don’t panic. Inform them of a similar tool you have experience with and how involved you were with it, and emphasize that you have previously adapted well to tech stack changes. By showing your expertise with a similar tool (and your willingness to learn) you can still gain the trust of your interviewer. [The top 5 tools of the AI revenue revolutionUnlock the power of the best AI tools for revenue generation, as the CRO of Podcast Hawk discusses his top revolutionary AI tools and their use cases.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--27-.png)](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/) ### Show adaptability Maybe the company you’re interviewing with is looking into changing some elements of their tech stack, so they ask something like: - Describe a time when you adapted well to a new tech stack or tool. - How have you helped teams migrate to new systems/tools in the past? The former of these questions is similar to what you might describe in the previous scenario, so describe how you have gone about adjusting to and learning a [new tool](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) in the past. You may also want to mention if you helped to champion the change within your organization. If asked the latter question you may want to outline how you helped sales, marketing, and/or customer success teams [adapt to a change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) in tech stack in the past. Give details as to the [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) you used and what the measures of success were. Don’t have experience with a software change? Try discussing how you’ve dealt with another type of change, such as a strategy change, to show transferable skills in this area. ### Tech stack maintenance Another area a hiring manager might ask about is how you’ve [maintained the tech stack](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) in a previous role. The phasing might sound like this: > *To what extent have you been involved with the maintenance of tech stack tools?* Be honest about your involvement, and reflect on how this impacted the success of your stakeholders. If you have a short example of a tech stack problem you solved in the past, mention it here and highlight its impact. [Data hygiene 101: How to clean your CRM dataCRM databases are often full of outdated or unhelpful data, leaving RevOps pros frustrated. Learn the best practices of data cleansing in this comprehensive article.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--28-.png)](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) ## Experience An interviewer will also want to know about your previous work experience and your knowledge of revenue operations strategy and responsibilities. In this section, we’ll outline a few types of questions to expect. ### Reporting One of the top three activities RevOps professionals undertake is defining and measuring [metrics and KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) with [89%](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) saying this is part of their role. So, you’ll likely be asked about reporting in a RevOps interview. Here are some ways you could be asked: - How would you go about creating a new report? - What reports would you suggest for a VP of Sales? VP of marketing? The first of these is simple, go through a step-by-step process of your thought process when [creating a new report](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/). Clarify how you would ensure the report fulfills its purpose. Here are some suggestions if you’re asked to suggest [reports](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) for a VP of Sales or Marketing: > **Sales:** Forecasting and accurate revenue predictions. > **Marketing:** Attribution or campaign ROI. ### General experience questions Here are some more experience questions that you may be asked. Consider having an example or two for each of these questions in mind before your interview so you can easily discuss your experiences. - What is your approach to a business intelligence problem? - How have you been able to decrease churn in previous roles? - Describe a time when you overcame an obstacle in your sales and/or marketing process. - What would you say are essential KPIs for prospecting? What about pipeline? - Walk me through an example of how you impacted the business. How did you discover the opportunity, execute on it, and ultimately how did it impact the business? - What is your level of proficiency at streamlining and adding efficiency throughout the revenue function? [Exploring the revenue operations career pathThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## Strategic planning True revenue operations is a strategic function - especially as you become more senior - so being able to show strategic thinking is crucial in a job interview. ### Workflow management Revenue operators are often thrown a million and one things to do so [prioritization is essential](https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/) to thrive in the role. An interviewer might test your workflow strategy by asking something like: - How do you manage your workflow? - Which kinds of tasks would require more planning? - Which kinds of tasks could you do on the spot? - What strategies do you use to stay prioritized and manage workflow? Understanding your work process and how you usually prioritize tasks can be useful for answering these sorts of questions. ### RevOps strategy Getting down to the bones of RevOps is the strategy you’ll use to create change, [optimize workflows](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), and solve problems. Here are some specific questions you might be asked about [revenue strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/): - What’s your impact analysis process for implementing change? - How do you manage your pipeline and [forecast](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) future sales numbers accurately? - Walk me through the annual planning process, including the order, who needs to be involved, and what the desired outcomes are. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Problem-solving [44%](https://www.revenueoperationsalliance.com/key-statistics-from-our-state-of-revenue-operations-report/) of RevOps professionals say problem-solving is the most important skill in a potential RevOps manager. So, it’s no surprise that questions relating to your problem-solving ability will be tested in a job interview for the role. There are two styles a problem-solving question might be asked. The first might look something like this: - You’ve made a mistake that should’ve been avoided, how would you handle it? - Tell us about your investigative approach to a problem. This style of question requires you to reflect on and describe how you would go about solving a problem. You might say that you’d clarify the problem, form initial thoughts, and test them before communicating those findings to [key stakeholders](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/). Or maybe you’d back your process up with an example. The second style of question is a situational question, where the hiring manager will present you with a problem to talk through. Here’s an example: > Looking at this \[*data set or prompt*\] on \[*specific topic, eg. global expansion, new product introduction*\] how would you solve \[*specific problem, eg. customer churn, long sales cycle*\]? For this style of question, you should carefully consider the information you’ve been given and try your best to solve the problem using your knowledge. Most interviewers keep these questions vague on purpose, so try not to ask too many clarifying questions. Instead, you might say, “Assuming X then I’d suggest Y.” This shows the interviewer how you work through problems and what assumptions you might make about a problem. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ## Communication Revenue operations professionals work with a wide range of stakeholders so you need to be able to communicate effectively to understand their problems and how to solve them. Here are some example interview questions for understanding your communication skills: - Who were your direct stakeholders previously? How closely/well did you work with them? - How would you tackle people with different communication styles? - If you get a basic question with little context (such as “My report isn’t working.”), how do you handle the response? - How would you rate your level of empathy and recognition of different communication styles? [8 career paths into RevOps \[podcast highlights\]Join us as we traverse the career journeys of eight revenue experts, and highlight the expertise of our recent podcast guests. Get inspired!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--21-.png)](https://www.revenueoperationsalliance.com/8-career-paths-into-revops/) ## Continuous learning Finally, RevOps is an everchanging role, so it’s important to keep up-to-date on the latest industry trends. With that in mind, you might be asked about how you learn and what resources you use. The phrasing of this might be: - What’s your most successful method of learning? - How do you stay on top of industry best practices? - What resources do you utilize to stay on top of industry trends? If you’re reading this blog, then it’s likely that you read our blogs and reports, listen to our podcasts, or even attend our events! These are all great things to mention if you are asked these questions. 😉 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/ROA_State_of_RevOps_Report_2023_CTA.png)](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) ## Bonus advice: The STAR method The star method of structuring your responses to interview questions comes highly recommended, no matter what field you’re interviewing for. But don’t just take our word for it, **Ahmad Atari,** Senior Vice President, GTM Strategy & Operations at BeyondTrust, also recommended this method in our Slack community. The approach is simple, simply split your responses into these categories: situation, task, action, and results. This way you can easily structure your answer to an open-ended question and communicate the most important information effectively. Let’s break down how to use this method: **Situation:** Give a brief description of the context surrounding the situation. This will paint the picture of how an interviewer should envision the rest of your answer. **Task:** Explain what your role was in this project and what your targets were. **Action:** Detail specifically what actions and steps you took to achieve your goals. This section is where you should highlight how you made an impact. **Results:** Explain what the results from your contribution were and how they benefited the project goals and the company. If you can try and give some data to support your response. ![STAR interview technique - Situation: Give a brief description of the context surrounding the situation. Task: Explain what your role was in this project and what your targets were. Action: Detail specifically what actions you took to achieve your goals, and highlight how you made an impact. Results: Explain what the results from your contribution were and how they benefited the project goals and the company.](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/ROA-Infographics_STAR_-1.png) This approach helps to keep your answers brief but specific, so you should aim to include one to two sentences for each step of the framework. ## Looking to stand out in the job market? Take your revenue operations knowledge to the next level, with our new comprehensive course. Our Revenue Operations Core certification covers: 🧠 What revenue operations truly means 🙏 How to build an impactful RevOps team 🔑 The keys to tracking your team’s success 📈 How to enhance the function in your organization And much, much more... [Get certified!](https://certified.thealliance.io/course/revenue-operations-certified-core) ### The power of creating an excellent customer journey with Sandip Patil URL: https://www.revenueoperationsalliance.com/the-power-of-creating-an-excellent-customer-journey-with-sandip-patil/ Last updated: 2024-04-26T09:43:31.000Z On this episode of RevOps Unboxed, Sandy Robinson chats with Sandip Patil, Vice President of Revenue Operations at Cornerstone OnDemand, on creating and defining your organization's customer journey. [ Listen on Spotify ](https://open.spotify.com/episode/22EWJiSGqE3YKMIvb1fgGB) [ Listen on Apple Podcasts ](https://podcasts.apple.com/gb/podcast/the-power-of-creating-an-excellent-customer/id1683513622?i=1000637686611) ## About our guest, Sandip Patil Sandip's history of success in strategic business operations directly relates to his ability to foster business relationships, execute crucial strategic initiatives that make a difference to the bottom line, and develop predictive operational analytics for future success. His professional focus on advancing company performance with strategic planning, business operations, digital marketing, market analytics, and process improvements underlines my approach to team leadership and project management. Sandip brings dynamics and strategic leadership with experience that spans across various industries such as consumer electronics, SaaS, e-commerce, telecom, and ad-tech. He combines advanced analytical skills with innovative problem-solving to translate market data into enterprise-wide, customer-focused business strategies. You can follow Sandip on LinkedIn [here](https://www.linkedin.com/in/sandippatiltbird/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). [More from Sandip](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/) ### Rolling forecast best practices: A guide for RevOps teams URL: https://www.revenueoperationsalliance.com/rolling-forecast-best-practices-bridging-the-gap-between-strategy-execution/ Last updated: 2025-08-04T15:40:55.000Z *This blog was originally published on our sister site the* [*Finance Alliance*](https://www.financealliance.io/)*.* --- ## What is the difference between a rolling forecast vs static forecast? Static forecasts are like fixed financial blueprints. You lay out expected revenues, costs, and profits at the start of the year, and even if things change in the market, the forecast stays the same. Rolling forecasts, on the other hand, are highly adaptable. For instance, if your sales skyrocket in the first quarter, you can adjust the [forecasts](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) for the following months accordingly. Having this adaptability at your fingertips can prove useful for accurate financial planning and yet many finance pros remain adamant that static forecasts are the way to go. But… are they right? Or is it time to move away from traditional methods of forecasting? We want to help you decide by diving deep into rolling forecasts, their flexibility, responsiveness to real-time data, and how these features can directly contribute to your company's strategic decision-making process. So, if you’re ready to roll with the changes in the financial forecasting landscape, let's get stuck in. ## Types of rolling forecasts There are a few main variations of rolling forecasts commonly used in financial planning and analysis (FP&A). They include: 1. **Standard rolling forecasts:** Think of this as a moving window that always covers the next 12 months. As one month ends, like when July wraps up, the forecast rolls to include the next July. It gives a constantly updated year-long view. 2. **Quarterly rolling forecasts:** Similar to standard, but we're talking in quarters here. Each quarter, the forecast period moves forward by one quarter, keeping a constant 12 month outlook. 3. **Continuous rolling forecasts:** Instead of fixed monthly or quarterly updates, this forecast operates in real-time. Whenever new data enters, it adjusts. 4. **Extended-horizon forecasts:** Some businesses like to gaze farther – maybe 18 or even 24 months ahead. Even though it's a long view, they keep it fresh with regular updates. 5. [**Driver-based forecasts**](https://www.financealliance.io/how-a-driver-based-forecast-can-help-cfos-navigate-uncertain-times/)**:** This forecasting method uses key performance drivers to predict future revenues and costs. The main drivers of a business, such as number of customers, sales per customer, marketing expenses, etc., are identified and then used to estimate future financial performance. Instead of a fixed period, like an annual forecast, a rolling forecast 'rolls' with the times. --- [Sales forecasting for revenue operationsSales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) --- You can use a rolling forecast to predict a variety of figures and areas of the business. For example… A **rolling cash flow forecast** focuses on your company's liquidity and how much cash is coming in and going out. A **rolling financial forecast** is more holistic than the cash flow version. This one encompasses *all* financial aspects - revenues, expenses, assets, and liabilities. It's the bigger financial picture that continually evolves. A **rolling sales forecast** concentrates on sales projections. It’s vital for marketing and inventory decisions. You can think of it as a pulse check on customer demand and market trends. A **rolling forecast budget** adjusts throughout the year. As situations change, so does the [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), making it a more adaptive financial tool. *FYI: You may come across the term ‘running forecast’. This is a synonym for rolling forecast, underscoring its continuous, 'running' nature. But it’s essentially the same as a classic rolling forecast.* ## The rolling forecast formula A rolling forecast formula is a straightforward concept. For every period that passes, a new one is added to the end of the forecast. So, if you're using a 12-month rolling forecast, at the end of January, February becomes your starting point, and the following January is added, maintaining a consistent 12-month outlook. ### When is a rolling forecast needed? - **Business agility:** In rapidly changing industries, where the landscape can shift in just a few months, it’s essential to have a forecast that evolves to reflect the latest conditions. - **Long-term projects:** For projects that span several months or even years, it's useful to always have a clear forward-looking window that updates regularly. - **Managing seasonality:** Businesses in sectors with pronounced seasonality, like retail or agriculture, can benefit from a rolling forecast to adjust projections in real time. ### Why is a rolling forecast useful? - **Real-time adaptability:** As businesses face unexpected challenges or opportunities, rolling forecasts can be adjusted in real time, ensuring they’re based on the latest data. - **Continuous planning:** Instead of yearly budgeting and planning, companies can continually refine their strategies, allowing them to stay ahead of the curve. - **Stakeholder confidence:** For [stakeholders](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/), whether they're investors, partners, or board members, seeing an always-current forecast can instill greater confidence in the business's management and direction. --- [How technology improves planning budgeting and forecastingTechnology is transforming financial planning and analysis (FP&A). But how? In this post, you’ll discover how technology is impacting the budgeting function and modernizing how finance professionals work.![](https://www.financealliance.io/content/images/size/w256h256/2021/06/FA_Icon_Colour--1-.png)Brian KalishFinance Alliance![](https://www.financealliance.io/content/images/2022/09/Planning-budgeting-and-forecasting.jpg)](https://www.financealliance.io/how-technology-improves-planning-budgeting-forecasting/) --- ## Who benefits from rolling forecasts? For companies that face swift currents of change, rolling forecasts help ensure they steer clear of risks and are ready to seize opportunities as they come. Let's dive into which businesses can best harness their power… ### Dynamic market players If your company thrives in environments that are always shifting due to seasonality, growth spurts, or economic swings, rolling forecasts are your best bet. An example would be a retailer that needs to frequently update sales forecasts. ### Skyrocketing startups With rolling forecasts, growing startups can keep pace, ensuring they're always ahead of the curve. ### Project-based businesses For those in the project domain - like consultants or construction magnates - revenue comes in bursts, often aligned to project milestones. [Rolling forecasts ](https://fpa-trends.com/article/rolling-forecast-7-factors-success?ref=financealliance.io)help these businesses sync their finances with their project timelines. ### Highly leveraged companies Companies with complex debt structures involving covenants should use rolling forecasts to closely monitor cash flows and covenant compliance. ### Companies with long budgeting cycles If you're used to the tradition of annual budgets, rolling forecasts offer a breath of fresh air. No more waiting a year to rejig those numbers; you can now adapt on-the-go. ### Companies adopting agile frameworks Agile teams want rapid insights to guide decisions. Rolling forecasts provide updated data more aligned with agile sprints. ## Knowing when to use a rolling vs a static forecast Recognizing the right moment to shift from a static forecast to a rolling forecast can make all the difference in financial planning. You’ll notice some cues to reveal when it’s time to leave static forecasts in the past and move to rolling forecasts. For example, if you notice your business environment or internal operations are changing more frequently than your static forecast can accommodate, take it as a sign it’s time to consider a more adaptive approach. The same goes for when your business is in a phase of rapid growth or expansion. This is a perfect example of when a rolling forecast offers the responsiveness you need. Some other signs of when to use a rolling forecast include: **Economic uncertainty:** If your industry or region faces volatile economic conditions or is susceptible to unexpected external factors (like natural disasters or geopolitical events), rolling forecasts can provide a clearer lens. **Complex projects:** Are your revenues and costs associated with long-term, complex projects? Rolling forecasts can help you keep pace with project-based financial fluctuations. **Feedback loop:** If you're consistently adjusting and tweaking your static forecasts or if there's a significant deviation between forecasts and actuals, it's an indication that a rolling model might be more suitable. **Strategic flexibility:** Businesses aiming for a more agile strategic approach, where pivots and shifts are common, will find rolling forecasts more aligned with their goals. **Stakeholder expectations:** If investors, board members, or other stakeholders demand more frequent and updated financial insights, rolling forecasts can meet this need. **Technological infrastructure:** If you've recently upgraded your financial systems or have access to real-time data analytics, you're in a prime position to harness the benefits of rolling forecasts. **Budgeting fatigue:** If the annual budgeting process feels like a drain, both in terms of time and relevance, introducing a rolling forecast can inject efficiency and relevance back into the process. **Competitive landscape:** If competitors are rapidly innovating, launching new products, or entering and exiting markets, maintaining a rolling forecast can help you stay a step ahead. Remember, while rolling forecasts offer adaptability, they also demand more frequent attention. Weigh the benefits of real-time adaptability against the resources required for regular updates. Sometimes, a hybrid model – combining elements of both static and rolling forecasts – might be the best fit. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- ## How to create a rolling forecast The way one finance team creates a rolling forecast may differ from another. But the steps are often similar, following a sequential order to help create the best possible rolling forecast model. Here are the typical steps to create and maintain a [rolling forecast for a company's finances](https://www.financealliance.io/should-you-use-rolling-forecasts-weighing-the-pros-and-cons/): ### 1\. Set clear objectives Begin by mapping out your destination. Why are you embarking on this journey of forecasting? Determine who will be relying on these projections and for what decisions. ### 2\. Choose forecast frequency Decide on the duration your forecast will cover and establish its recurring increments. For instance, if you opt for monthly increments spanning 12 months, as each month concludes, it's phased out, and a new month takes its place. ### 3\. Zoom in or out on details Depending on the vastness of your trek (length of the forecast), you might want to pack light (less detail) or be more prepared (detailed). Especially when the stakes are high, ensure precision and comprehensive detailing. ### 4\. Pinpoint key value drivers Instead of trying to conquer every aspect of the business, identify those pivotal to your journey's success. Recognize the elements that historically and currently drive value in your business and industry. ### 5\. Gather and verify data Create a rolling forecast model to analyze historical data and project future revenues, expenses, capex, etc. Identify [key cash flow drivers](https://www.financealliance.io/cash-flow-drivers-in-a-business/). Determine what data is needed from each business unit or department to populate the forecasts. This may include sales projections, hiring plans, operating costs, etc. Remember, the data you rely upon for your forecasts is your sustenance. Ensure its quality is top-notch, sourced from credible origins. ### 6\. Compile forecasts and create scenarios Foresee various paths your journey might take based on certain conditions and drivers. This foresight allows preparation for various eventualities, ensuring better adaptability. As the winds shift, adjust your path accordingly. ### 7\. Measure, assess, and adjust As you journey on, periodically check your actual path against the forecasted one. Are there any deviations? If so, work to understand the reasons and recalibrate. This continuous checking ensures you're always on the right path or equipped to pivot when necessary. You may also want to share results with stakeholders and executives. Discuss variances, opportunities, and risks. ### 8\. Move the model forward Move the model forward one period, update inputs, and compile a new forecast on the predetermined frequency. Continue to compare the actual results to your forecasts to improve the process and inform future projections. ## Tips: Creating a rolling forecast in Excel Microsoft Excel is an excellent platform for building rolling forecasts due to its flexibility and power for financial modeling. With Excel, you can leverage historical trends, driver-based modeling, and sensitivity analysis to create robust 12-month or longer rolling forecast models. The "rolling forecast excel" structure allows new data to be input each period to move the forecast forward seamlessly. Teams can use "12-month rolling forecast excel templates" tailored to their needs while benefiting from Excel's shared language and accessibility. These templates allow new time periods to be appended while previous periods drop off, maintaining a 12-month rolling projection. Some tips to help create better rolling forecasts in Excel include: - **Data gathering:** Start by collecting historical data on sales, expenses, and any other relevant metrics. - **Setup timeframes:** Decide on the forecasting period (e.g., 12 months) and set up columns for each month/quarter. - **Formulas:** Use the OFFSET and COUNTA functions to dynamically select the most recent data points. - **Drop-off logic:** Implement logic where, as a new month/quarter is added, the oldest one drops off. - **Input section:** Designate a section of the worksheet for inputting new data as it becomes available. - **Visuals:** Incorporate charts/graphs that update automatically with the rolling forecast for a visual representation. - **Scenario analysis:** Use Excel's scenario manager for what-if analysis based on different variables. - **Consistent updating:** Regularly input new data to keep the forecast current and rolling. - **Error checks:** Implement conditional formatting to highlight any anomalies or unexpected results. - **Protection:** Protect cells with formulas to avoid accidental edits, while leaving input cells open for data entry. --- [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) --- ## Why are rolling costs difficult to predict? Predicting rolling costs can be difficult because they’re influenced by multiple factors that can change at any time. The very nature of businesses, especially those operating in fast-paced environments, means that variables like demand fluctuations, supply chain disruptions, regulatory changes, and economic shifts can all impact costs. Not only that, but these variables often interplay in complex ways, making their combined effects even harder to anticipate. While rolling forecasts aim to offer a more adaptive approach to financial planning, the inherent volatility and interconnectedness of business factors can make [rolling costs ](https://www.financealliance.io/3-cash-flow-forecasting-challenges/)elusive to accurately predict. ## Rolling forecast best practices To optimize the process and get the most accurate and actionable insights, consider these 10 best practices: ### Embrace flexibility The very essence of a rolling forecast is its adaptability. Business environments change, and your forecast should be nimble enough to adjust accordingly. Instead of being anchored to fixed periods, it should flow with real-time data and updates. ### Prioritize key metrics While it's tempting to include every imaginable data point, it’s wiser to focus on the [key performance indicators](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) (KPIs) that drive your business. Determine which metrics matter most to your organization's success and build your forecast around them. ### Consistent data collection Uniformity in data gathering is paramount. Ensure that the data you use is consistently sourced, processed, and interpreted. Any discrepancies can lead to skewed results. ### Collaboration is key Financial forecasting isn’t just for the finance department. Engage multiple departments and stakeholders, as they provide varied insights that can lead to a richer, more comprehensive forecast. ### Regularly review and revise The "set it and forget it" approach won't do. Regularly compare your forecasts with actual outcomes. Understand discrepancies, learn from them, and refine your forecasting model accordingly. ### Simplicity over complexity While detailed forecasts can be insightful, they can also become overly complex and difficult to navigate. Aim for a balance: detailed enough to be actionable, yet simple enough to be comprehensible. ### Leverage technology Take advantage of forecasting software and tools available today. They can automate data collection, offer advanced analytical capabilities, and provide visualization aids, streamlining the entire process. ### Scenario analysis Forecasting isn’t about predicting a single future but understanding a range of possible outcomes. Engage in scenario planning to assess how different factors might influence outcomes. This practice helps in preparing for both opportunities and threats. ### Continuous learning Like all skills, your forecasting abilities will improve with experience and reflection. Create a feedback loop where you constantly evaluate past forecasts, learn from mistakes, and continually refine your techniques. ### Educate and communicate Ensure that everyone involved understands the purpose, process, and outcomes of rolling forecasts. Transparent communication helps align the organization around shared objectives and insights. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### “There’s no revenue operations community quite like ROA” - Jordan Shaheen, Candid URL: https://www.revenueoperationsalliance.com/case-study-jordan-shaheen/ Last updated: 2025-04-29T16:00:31.000Z While researching for our State of Revenue Operations Report, we caught up with **Jordan Shaheen**, Head of Revenue Strategy and Operations at **Candid** to discuss how his time as a Revenue Operations Alliance ambassador has gone so far. Jordan is an accomplished professional with over five years of experience orchestrating revenue operations and business development. Throughout his career, he has collaborated across departments to develop and sell new products. His expertise in revenue planning, market segmentation, and operations is demonstrated in his current leadership role, and is regularly shared within the ROA community Slack. ROA ambassador, Jordan was keen to share his experiences interacting with our community, focusing on these key points: - [How he discovered ROA and first got involved](https://www.revenueoperationsalliance.com/case-study-jordan-shaheen/#how-jordan-found-the-roa-community-and-first-got-involved) - [The value he gained from the ROA community](https://www.revenueoperationsalliance.com/case-study-jordan-shaheen/#the-value-jordan-has-gained-from-the-roa-community) - [His experience as a ROA ambassador](https://www.revenueoperationsalliance.com/case-study-jordan-shaheen/#jordan%E2%80%99s-experience-of-being-an-roa-ambassador) - [What he’d say to someone considering joining the ROA Slack community](https://www.revenueoperationsalliance.com/case-study-jordan-shaheen/#what-jordan-would-say-to-someone-considering-joining-the-slack-community) ## **How Jordan found the ROA community and first got involved** “I was approached by Jack Debono *(Head of ROA)*, a year ago about speaking at the Revenue Operations Summit in New York earlier this year. “Once I started doing research and getting involved with the community, it really just **skyrocketed from there**. “I love meeting new people in the industry. I love picking people's brains and hearing other people's ways of thinking about different complex problems. “As revenue operators, we face many of the same issues, across tonnes of industries, whether it's med, tech, SaaS, or even traditional logistics, all kinds of companies in the startup world are facing very similar problems. “So it's great to have that community to run ideas by people, meet new people, and just be able to continue to **grow your network and your intellectual toolbox**.” 🎤 Check out the highlights from Jordan’s panel discussion at our Revenue Operations Summit in New York [here](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/). ## The value Jordan has gained from the ROA community “Joining the community has made me respect different approaches, more than I did before. While I don't seek to have the perfect answer, I trusted my gut a lot, being a part of the community has led me to understand that my gut is not always right. “My gut is based on my own toolbox, but almost any problem that's ever happened, someone else has faced before. By realizing that, I've been able to seek out resources and talk to experts on the topics or issues I'm facing. “It's really enlightened me and broadened my horizons on how to fix complex problems in the industry, without letting my own bias play into it and hurting the ultimate result.” ## Jordan’s experience of being an ROA ambassador “Being an ambassador has been **amazing**. > “One benefit is getting to be involved with the other ambassadors, getting to chat with them, learn from them, and pick their brains. “All the ambassadors are amazingly successful, smart people and individuals, so that's been a great aspect of being an ambassador. “It's also allowed me to have an ‘in’ to interact with the entire ROA community. I try to reach out to every member who posts in our #introduction channel. “I want to meet them, introduce myself, and see how I can help them. I chat with them and see where they are in their career. - Can I learn from them? - Can I guide them? - Can I offer them some tips and tricks that I have? “It's really allowed me to get involved with the community. I've also driven people to the organization, getting them to join because I truly believe there is no revenue operations community out there quite like ROA. > “It's an honor to be part of it, and I love to continue driving people to the ROA community so that they can benefit in the same ways I have.” ## What Jordan would say to someone considering joining the Slack community > “Just join! “Don't worry about anything, just [sign up](https://www.revenueoperationsalliance.com/revenue-operations-community/). “Even if you're a quiet in-the-corner observer, once you start to see how friendly people are and you start to see the amazing content that comes up in conferences, virtual webinars, blogs, case studies, you will feel increasingly comfortable with it. “Whether you dive in headfirst and start immersing yourself entirely, or take a slow calculated approach, you will become immersed in the greatness that the community has to offer. “You can find value in a variety of ways depending on how you learn and what you're looking for. > “There really is something for everyone.” ## **Want to get involved?** **Join our growing Slack community of 2000+ revenue operations professionals!** Make sure you post a short introduction in our #introductions channel to be welcomed in by Jordan and the rest of our community. [Sign me up!](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Why sales and marketing alignment is crucial for revenue growth URL: https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/ Last updated: 2025-08-04T15:41:18.000Z Take your sales and marketing teams out of the ring! 🥊 There’s no need for so much friction between these two functions - they should be working towards the same goal: **revenue growth**. Aligning your sales and marketing can help your teams achieve [**24%** faster growth rates and **27%** faster profit growth](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/). To resolve this historic feud, [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams must step in and streamline processes between marketing and sales functions. We cover: - [What is sales and marketing alignment?](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/#what-is-sales-and-marketing-alignment) - [What are the benefits of sales and marketing alignment?](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/#what-are-the-benefits-of-sales-and-marketing-alignment) - [Aligning sales and marketing strategy](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/#aligning-sales-and-marketing-strategy) - [Best practices for aligning sales and marketing teams](https://www.revenueoperationsalliance.com/why-sales-and-marketing-alignment-is-crucial-for-revenue-growth/#best-practices-for-aligning-sales-and-marketing-teams) ## What is sales and marketing alignment? Sales and marketing alignment is the process of creating shared goals and processes to improve communication between these two crucial revenue functions. These teams are often siloed - especially as your organization grows. However, this siloed approach to revenue can cause inefficiencies and lead to both teams pulling in different directions, resulting in stagnating growth. Uniting marketing and sales around common goals can improve your revenue strategies and boost team performance. 💡 ‘Smarketing’ is a term used to describe sales and marketing teams that are so aligned they act as one team. ## What are the benefits of sales and marketing alignment? So what exactly are the benefits of aligning your sales and marketing teams? These benefits include: - Better customer experience - More effective and productive teams - Better customer data - Easier attribution - Smoother processes and handoffs - Improved revenue growth Let’s explore these further! 👀 ### Better customer experience When your customers reach out to your company through different touchpoints they assume their information is being passed over and they don’t want to answer the same question over and over. Which is often the case if sales and marketing don’t collaborate. By keeping good customer records in the same place and communicating cross-functionally, you can improve your [customers’ experience (CX)](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/). [Boost customer satisfaction: Aligning sales and customer successAlign sales and customer success teams by implementing handover processes to streamline the customer journey and increase revenue retention.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--24-.png)](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) ### More effective and productive teams When sales and marketing work together they can better understand your customers and what they respond to. This can make your revenue teams more effective at converting customers through the sales cycle. ### Better customer data When your sales and marketing teams share information on your customers, you gather a 360 view of the customer journey and your personas. How much of your customer data and insights are split across different [databases](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) or functions? How often do your sales and marketing teams communicate customer insights to each other? [Alignment](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/) allows you to see the full picture and helps you to understand your customers that much better. It also helps you to improve how you market your products, which in turn, leads to increased revenue. [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ### Easier attribution When no one talks to each other it can be difficult to know which marketing actions led to a sale. Attribution can be more easily determined when sales and marketing teams talk to each other about what campaigns were running when leads came through the funnel. Proper attribution can also lead to better [resource allocation](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) when your teams can collaborate and communicate more effectively with each other. ### Smoother processes and handoffs Alignment creates [smoother processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) for sharing information and handing off lead information. Often marketing qualified leads (MQLs) can get lost when they’re passed to sales - a smooth handover process can allow these leads to be nurtured and followed up with sales. ### Improved revenue growth Sales and marketing [alignment](https://www.revenueoperationsalliance.com/alignment-customer-journey-and-technology/) can improve revenue streams by improving customer retention rates, generating more qualified leads (that are nurtured!), and creating more streamlined processes for your teams. Struggling with stagnant revenue? Try aligning your sales and marketing teams before making drastic changes to your business. [Is revenue operations the new key to unlocking growth?Leore Spira discusses changing organizational structures and explains the benefits, structure, and challenges of the RevOps functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/02/kelly-sikkema-Nel8STCcWy8-unsplash--2-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) ## Aligning sales and marketing strategy Okay, there’s clearly a lot of benefits of sales and marketing alignment - but how do you break down these silos and create harmony in your organization? Here are our steps to align these two revenue functions. ### Shared goals and strategy The first step in aligning your sales and marketing teams is to give them some common ground. A shared goal and strategy can help to get these teams excited to work together and tackle this new goal. The goal can be related directly to revenue like doubling new revenue in the next quarter or something more specific like converting 10% of MQLs into sales. Both of these goals require marketing and sales action. You can also align the [strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) and approach teams will be using to achieve business goals by breaking down the silo and encouraging teams to work together. [RevOps best practices for successful business growthFrom aligning teams to streamlining processes, and everything in between. We highlight the best practices for revenue operations pros to increase revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--12-.png)](https://www.revenueoperationsalliance.com/revops-best-practices/) ### Agree on processes Another aspect of alignment is ensuring everyone agrees on the processes used by both teams. This may include how sales and marketing team members communicate with each other, how data is inputted into your [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), or how to qualify a lead. When these processes are agreed upon in advance, friction between these teams can be minimized from the start. ### Structure your team for success How you structure your teams can impact how your teams gel together. Your marketing team should have clear guidelines on the roles that belong to them - namely top of funnel awareness and lead generation. The same is true of sales they should be clear on the expectations of their role - bottom of funnel conversions and closing deals. There should also be reps who focus on reviewing and qualifying MQLs only. This can ensure no element of the sales funnel is forgotten and no leads slip through the cracks. ### Focus on the customer journey By focusing on the entire [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) you can align your teams around CX. Instead of a harsh line in the sand of marketing vs sales focusing on the full sales cycle allows your teams to understand how your customers feel about your processes and adjust accordingly. If you have a super intense awareness phase where prospects get blasted with loads of emails, then transition to a purchasing phase with limited contact from sales (or vice versa) they may feel confused. ### Create a feedback loop Creating an intuitive way to share feedback between teams will allow better communication and ensure nothing is lost in a pile of messages. A way to share information may be to have a dedicated cross-functional channel or email chain where all of this information is shared. ### Invest in revenue enablement By investing in [revenue enablement](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/), you can train your teams effectively to ensure they’re performing at their best. This enablement may also help them to adjust to any changes to their workflow from process changes. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ## Best practices for aligning sales and marketing teams Now you understand the strategies to align your marketing and sales teams, here are some best practices to set yourself up for success. ### Meet regularly Having regular meetings with sales and marketing leaders present can allow collaboration on strategy and a smooth handover of information and performance metrics, leading to smoother collaboration. ### Collaborate on content Marketing teams make loads of [content](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) for sales teams to utilize when selling, but most of it goes untouched. By collaborating on content creation, sales teams can get the resources they *actually* need and marketing can stop wasting time on unnecessary content. [The importance of building a creative culture as a CMOUnearth the importance of fostering creativity as a CMO. Boost performance, attract talent, and differentiate your brand with innovative ideas!![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceWill Whitham![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2023/07/CMO-creative.jpg)](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) ### Share reporting and analytics By sharing [reporting and analytics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) both functions can understand how well they are meeting their joint goals. This can help to reduce negative feelings between departments as previously marketing may have felt that sales weren’t pulling their weight (or vice versa). ### Celebrate wins To boost morale between teams and ensure everyone feels appreciated, ensure you make an effort to shout out team members (or project teams) who have performed well. Bonus points if you have a way your teams can share the learnings of their success to the wider team so they can gain insights into the success. ## Final thoughts Overall, RevOps teams strive to align the revenue functions. This is especially important when considering how impactful sales and marketing alignment is for generating, qualifying, and converting leads. Aligning your sales and marketing teams is a great way to boost revenue growth. --- **Join our growing community of 2000+ members on Slack!** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The top 5 tools of the AI revenue revolution URL: https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/ Last updated: 2024-06-07T15:07:03.000Z *This article comes from *Stewart Townsend*’s talk, ‘Boosting revenue performance with AI: Real-world strategies and use cases’, at our *2023 Chief Revenue Officer Summit*.* --- Imagine having a tireless virtual assistant, an all-star sales coach, and a predicting analytics whiz all rolled into one. Sound too good to be true? Well as **Chief Revenue Officer** at **Podcast Hawk**, I'm here to tell you this AI-powered revenue dynamo is very real - and it's already transforming outcomes for leading companies worldwide. In this article, I want to share how [AI is boosting revenue performance](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) across the customer lifecycle - from automated lead gen to predictive retention. When strategically woven into your operations, these AI technologies act like a revenue game-changer - achieving impossible efficiencies, delivering 1:1 engagement at scale, and revealing growth opportunities through data. [How using AI can boost your revenue performanceStewart Townsend shares how utilizing AI can bring your revenue performance to new heights and keep you one step ahead of the competition.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--23---1-.png)](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) Skeptical? I don't blame you. But the real-world results achieved by the AI solutions profiled here will change how you think about driving revenue growth **forever**. As an expert in [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/), I'm often asked about the top AI tools that can boost performance across the revenue cycle. In this article, I'll highlight some of the most impactful AI solutions and share real-world examples of how leading companies are using them. My goal is to introduce you to AI technologies that can drive gains in efficiency, personalization, and data-driven insights. When applied creatively, these tools can truly accelerate revenue growth. So let's dive in! I'll cover these use cases and tools: - [Lead generation: Anthropic](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/#lead-generation-anthropic) - [Lead nurturing: Jasper.ai](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/#lead-nurturing-jasperai) - [AI-powered sales coaching: Gong](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/#ai-powered-sales-coaching-gong) - [RFP response automation: RFP.ai](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/#rfp-response-automation-rfpai) - [Customer retention: ChurnZero](https://www.revenueoperationsalliance.com/the-top-5-tools-of-the-ai-revenue-revolution/#customer-retention-churnzero) ## Lead generation: Anthropic One of the first places to leverage AI is top-of-funnel lead generation. A powerful solution in this space is **Anthropic**. Anthropic’s AI platform can make outbound calls and have natural conversations to qualify leads based on a script. This [automates lead qualification](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) and saves countless hours of manual calling. The AI can respond appropriately in real time without individually recording messages. Here is an example dialogue: > 🤖 **AI:** "Hi James, I'm calling from Acme Co. I saw you were interested in our new VisionPRO product pre-launch but didn't end up preordering. I wanted to check if you had any other questions I could answer about VisionPRO before the full launch next month?" > 👤 **Prospect:** "Honestly I'm all set, it's just a bit too expensive for me right now." > 🤖 **AI:** "No problem, thanks for the feedback! Before I let you go, could I just ask - what made you decide against preordering when you initially looked at VisionPRO?" This conversational approach allows Anthropic’s AI to engage prospects, uncover motivations, and pass on promising leads to sales. This is a huge win for top-of-funnel velocity. Anthropic is representative of a new breed of AI lead gen solutions that act as virtual assistants to qualify leads. Others like Conversica can engage prospects over email and text as well. The key is finding ways to use AI to scale those high-touch, human conversations at the top of the funnel. This [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) helps teams focus their energy on the warmest, most sales-ready leads. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## Lead nurturing: Jasper.ai Further down the funnel, AI excels at lead nurturing through [personalized content at scale](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/#how-to-utilize-ai-in-your-workflows). One tool purpose-built for this is **Jasper.ai**. Jasper.ai is an AI writing platform that can generate a limitless number of personalized emails to nurture and engage prospects. The AI handles the repetitive work of crafting tailored messages, freeing up human time. It ensures every prospect gets a unique, relevant email. Jasper.ai can track opens, clicks, and replies to optimize messaging as well. This helps [marketing and sales teams](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) scale personalized lead nurturing campaigns that would be impossible manually. With Jasper.ai, teams can nurture every lead like their most important customer. Prospects get an individualized experience, accelerating conversion to sales. Jasper.ai frees up teams from manual busywork to focus on building relationships. [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) ## AI-powered sales coaching: Gong Within sales conversations themselves, tools like **Gong** leverage AI to help reps have better dialogues. Gong records sales calls and analyzes them using AI to surface insights on optimal questioning strategies, objection handling, and more. Gong then provides real-time coaching to reps based on this aggregate data, nudging them toward proven best practices during live calls. For example, if a prospect focuses on pricing, Gong could suggest via on-screen tips: > **"Try asking more about their usage and needs first before discussing pricing. This will frame your offer around value."** Guidance like this helps reps navigate difficult conversations gracefully. The AI identifies patterns human reps may miss, leading to improved conversion rates over time. Gong is not the only solution in this space, Chorus.ai also offers similar functionality, recording and analyzing calls to improve rep performance. This category of AI [sales coaching](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/) tools levels up seller skills faster than traditional [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/). Reps get real-time guidance during the most teaching-intensive moments - live sales calls. [Partnering RevOps and revenue enablement \[podcast highlights\]Understand how revenue operations and enablement teams can work together to drive growth. Featuring expert insights from Christian Palmer and Paul Butterfield.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--15-.png)](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) ## RFP response automation: RFP.ai Responding efficiently and accurately to RFPs is critical for [revenue teams](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/). **RFP.ai** uses AI to dramatically compress response timelines. RFP.ai auto-populates company, product, and partner information into response templates. This leaves reps free to focus on crafting differentiating content. The platform also validates responses for completeness and consistency, reducing errors. By accelerating and de-risking RFP responses, teams can improve quality and win rates. Tools like RFP.ai save massive amounts of tedious manual work assembling responses. The AI handles the busywork while humans focus on high-value areas. This allows teams to respond to more RFPs without sacrificing quality or overworking staff. ## Customer retention: ChurnZero On the customer retention side, ChurnZero applies AI to identify at-risk accounts for proactive retention. ChurnZero analyzes usage patterns, engagement metrics, and other data to spotlight customers with high [churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) risk. This enables account managers to address issues preemptively. The AI also prescribes specific recommendations for preventing customer loss, such as upsell offers, engagement campaigns, or account management strategies tailored to each customer. This data-driven approach to retention helps companies keep more customers happy long-term. ChurnZero is achieving 95%+ accuracy in predicting churn with some clients. ChurnZero is part of a new generation of AI-powered customer success tools. Others like ClientJoy and Churn Buster use predictive analytics to flag at-risk accounts and drive retention. The major advantage is time - armed with AI, teams can anticipate and solve problems before customers even complain. [Becoming a data-driven revenue machineGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ## The bottom line The revenue impact of AI tools like Anthropic, Jasper.ai, Gong, RFP.ai, and ChurnZero is game-changing. When woven thoughtfully into operations, AI can drive efficiency, personalization, and intelligence to accelerate growth. Of course, there are other important AI solutions on the market, and new ones emerging every week. But these examples give a sense of the tangible value AI can unlock across the revenue cycle - from lead gen to retention. However, some caution is still needed, there are important legal considerations regarding copyright, data privacy, and responsible AI practices that teams should keep in mind. AI is not a silver bullet, but rather an amplifier of human intelligence when applied strategically. With an informed approach, AI-enhanced revenue operations can become a core competitive advantage. The efficiencies, personalization, and insights it enables are like rocket fuel for growth. ## Final thoughts And that's a wrap! I hope these real-world examples give you a sense of the vast possibilities as AI becomes revenue's new secret weapon. At Podcast Hawk, we're already seeing serious revenue gains from AI. It's turbocharging lead gen, enabling 1:1 engagement at scale, and giving our team superhuman insights. We're just getting started tapping into these tools as a growth engine. --- **Supercharge your way to the C-suite with our comprehensive leadership course. Join a cohort of business leaders and executives in our C-suite Masterclass.** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### Measuring the KPIs that matter for GTM teams with Greg Larsen URL: https://www.revenueoperationsalliance.com/measuring-the-kpis-that-matter-for-gtm-teams-with-greg-larsen/ Last updated: 2024-04-26T09:37:03.000Z This week on RevOps Unboxed our host Sandy Robinson talks with fellow ROA Ambassador, Greg Larsen, VP of Revenue Operations at Eltropy. They discuss the importance of measuring the KPIs that *really* matter for GTM teams. [ Listen on Spotify ](https://open.spotify.com/episode/6uNm4jNVJHiJqb8BIO6QmO) [ Listen on Apple Podcasts ](https://podcasts.apple.com/gb/podcast/measuring-the-kpis-that-matter-for-gtm-teams-with/id1683513622?i=1000635682686) ## About our guest, Greg Larsen Over the last 15+ years, Greg's been involved in building & scaling SaaS organizations of all sizes. He has a passion for creating a positive company culture, helping others succeed, and sales strategy. A key lesson that he's learned through his experience is that in an ever-changing world, the will to succeed is the single most important factor. Those who truly want to succeed, and are willing to prepare and sacrifice to succeed, will eventually succeed. You can follow Greg on LinkedIn [here](https://www.linkedin.com/in/greglarsen1/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). [More from Greg](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) ### Data hygiene 101: How to clean your CRM data URL: https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/ Last updated: 2025-08-04T15:42:51.000Z **Imagine this:** a sales rep logs into your customer relationship management (CRM) database and types a new client’s information in manually. In a rush, the rep makes a few typos, no worries, they can fix it later *(spoiler: they won’t)*. Continuing on this thread, your marketing team set up an email campaign using CRM data, but why are half of the emails bouncing? We only audited our data a few years ago… We’re sorry for this *truly* *chilling* imagery - we know unmanaged databases can be upsetting for many [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professionals. But if you logged into your CRM database right now, what would you be met with? The likely answer for most companies is a mess of unstructured, outdated, and duplicated data. Don’t worry - we’re here to guide you through the process of cleaning your CRM data, and implementing strategies to mitigate some common mistakes. Prefer to watch? Check out our YouTube video! This article answers these questions: - [What is data cleansing?](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/#what-is-data-cleansing) - [How does data become unclean?](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/#how-does-data-become-unclean) - [What are the effects of poor data hygiene?](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/#what-are-the-effects-of-poor-data-hygiene) - [How do you clean your CRM database?](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/#how-do-you-clean-your-crm-database) - [How do you maintain a clean database?](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/#how-do-you-maintain-a-clean-database) ## What is data cleansing? Data cleansing (or data cleaning) is the process of **identifying and removing incomplete, messy, inaccurate, outdated, or duplicated data** from your [database](https://www.revenueoperationsalliance.com/how-to-build-a-b2b-marketing-database-from-scratch/). In other words, the process of cleaning dirty data sets. Anything from incorrect formatting on a phone number to an outdated job title is considered dirty data. This unhelpful data can mean your sales reps miss an opportunity or can’t contact a new lead. Dirty data can also lead to uninformed decision-making. [Unlock your revenue potential with strategic Salesforce integrationsJoe Aurilia Jr. discusses how to utilize Salesforce integrations to boost revenue growth at different organizational scale levels.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--4-.png)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) ## How does data become unclean? There are many ways data can become dirty from human error when inputting a contact to simply a customer changing company. Here are some common types of dirty data and how they arise. ### Outdated data A large amount of data becomes outdated every year. People get promotions, change companies, move house to another area, or simply change phone numbers. Without proper upkeep of these details, your contact info is going to deteriorate in quality fast. ### Duplicate data Duplicate data can occur when a sales rep inputs a contact without realizing that they’re already in your CRM. This can also happen if a customer fills in a form with different information than what you already have on file. This can lead to multiple versions of the same contact in your CRM - and no way to tell which info is correct! [Database governance vs database management for RevOpsDiscover how to keep your CRM up to code with database governance and database management best practices from RevOps pros.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/02/2-2.png)](https://www.revenueoperationsalliance.com/database-governance-vs-database-management-for-revops/) ### Missing data If you’ve ever filled in a form but left a field blank then you’ve contributed to missing data. Missing data is simply information you don’t have about a customer - this may occur if they miss a field in a form, or if you have multiple forms that ask for different information. ### Invalid data Whether it’s a phone number containing letters or a birth date in 3023 - there’s something not quite right about this data… 🤔 Invalid data is incorrect in one way or another and was likely just a mistake or typo not caught by your CRM system. ### Incorrectly formatted data There are lots of ways to write the same information - but your CRM doesn’t always understand that. So data that’s been inputted by different [sales reps](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/), in different ways may become difficult to use over time. Incorrect formatting is a problem of its own, but can also cause other problems like duplicate data if your system doesn’t recognize data as being the same because of those format differences. [The art of the deal: Mastering major account relationshipsLearn how to manage your enterprise accounts with personalization and empathy. Discover insights from the CROs of Cube Logic and Lionfish Cyber Security.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceNatallia Hunik![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--26-.png)](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) ## What are the effects of poor data hygiene? There are many reasons why poor data hygiene is bad for your revenue streams, here are a few: - You can’t contact leads if you have the wrong information. - Emails could be **sent to spam** if you use the wrong name or pronouns. - Less successful campaigns due to high bounce rates or poor targeting and personalization. - Gain a **negative brand perception** if you get important details such as a customer's name wrong. - Ineffective optimization of segments. For example, if a customer no longer lives in the targeted area. - Time wasted on campaigns set up to fail. - [**Uninformed decision-making**](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) based on problematic data. [The ultimate guide to revenue operations metrics and KPIsFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## How do you clean your CRM database? So, cleaning your data is pretty important - but it may seem like a daunting task, especially if it’s been a while since your CRM has been maintained. We’ve broken the process down into seven key steps to help you get started cleaning your CRM data. ### 1\. Organize contact records The first step in cleansing your CRM data is to organize your records. It’s useful to group multiple contacts from the same company and ensure their job titles are correct. You can also categorize data by any factors that may be useful to your revenue teams, such as lead status, location, or job title. Then you should ensure any email addresses that bounce or haven’t interacted in many years are removed from your database. This may feel like a loss - but really you’re just creating a more **engaged database**! ### 2\. Standardize fields The key step in cleaning your CRM database is to standardize the fields used with drop-down menus as much as possible. This step mitigates a ton of human error in data input, making your data more reliable. Plus has the bonus of saving your sales reps time as they can quickly select the right input instead of manually typing the information in. No more spelling mistakes, no more formatting errors *\- hello clean data!* 😍 💡 Ensure you think critically about what fields are required in your CRM database. You may find that some fields are redundant or simply unnecessary - while it’s good to have information on your customers too much information can make your CRM messy and full of gaps. ### 3\. Remove duplicates and fill in the gaps Next, it’s time to start removing duplicate information and identifying any missing data that needs to be filled. To remove duplicate data, you must identify which information is correct. This may involve validating email addresses to see which ones bounce or calling numbers to see which one is answered. While this can be time-consuming, it means having more accurate data in your CRM that can be used for outreach. Once duplicates have been removed, you can assess which contacts have missing information and attempt to fill this. Research on LinkedIn or company websites may help fill in these details. ### 4\. Data audit After these steps have been completed you can start to reap the rewards of having a clean CRM. Now is a great time to audit your data to identify your most likely customers based on your data and identify or adjust your customer segments. This can make email workflows easier to build and allow your teams to better understand what your [ideal customers](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) look like based on accurate insights. [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ### 5\. Automate, automate, automate [56%](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of revenue operations professionals say manual data cleansing is the biggest time waster in their role, so we think it’s time to implement automation into your routine data hygiene tasks. Tools can be used to automatically detect duplicate records or remove internal contacts from your CRM. Some [automations](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) can even reassign or flag contacts who are assigned to inactive sales rep accounts - so that prospects can be followed up with. These automations can help save your team time while also helping to keep your CRM cleaner. ### 6\. Use an integrated platform Your CRM is looking great! But there’s a good chance there’s some stray data on a spreadsheet or other platform that hasn’t been moved over yet… It’s best to use an integrated platform to ensure all your data is kept in one place - but this may take some persuasion. Some sales reps may see uploading info straight to the CRM to be extra work - especially when they have their own makeshift system. Use [change management strategies](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) to ensure a smooth transition and gain access to all of your company's data. ### 7\. Hygiene management You’ve finally completed your data cleansing! Or maybe not… Unfortunately, it’s not that simple. Data hygiene is a continuous process as data is added (and becomes outdated) every day. So, it’s time to [set up a process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) for maintaining your database long-term. This may mean reviewing your data every six months or so to clean up and remove outdated data. Hopefully, with updated processes data cleansing will become an easier maintenance task with time. [How using AI can boost your revenue performanceStewart Townsend shares how utilizing AI can bring your revenue performance to new heights and keep you one step ahead of the competition.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--23---1-.png)](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) ## How do you maintain a clean database? Your data may be clean for now - but it likely won’t stay that way! Here are our top tips for maintaining clean CRM data in the long term, and some insights from experts in our community. ### Standardize processes Ensuring there are standardized processes for adding data to your CRM can help mitigate errors in data entry or updates. We spoke about drop-down menus earlier but these are especially helpful in removing errors. Another way to standardize your CRM process is to outline when a contact should be removed from your database, this could be a length of time since they last engaged, or a set time after they churn or the deal is lost. Chances are if they haven’t interacted in years, churned, or were lost as a lead over a year ago, they aren’t likely to be a useful contact in your database. Standardizing this process provides clearer guidelines for removing contacts, and can be helpful in cases where your rep says, “This contact might be helpful one day”. > *“Most disagreements between revenue leaders in growing organizations can be curbed by having a single source of truth for data and documented standard operating procedures.”* > *\-*Greg Larsen*, VP of Revenue Operations at Eltropy* ### Simplify forms Another way to help your data maintenance is to simplify and standardize your forms. By only asking for the details you *actually* need from leads, they’re more likely to fill in the form correctly. > *“This may seem obvious, but the best way to get the worst data is to add extra steps and clicks to your users’ day.* > *“Bake the data entry into existing processes, leverage tool integration to meet them where they work, and critically, review each data point to ensure relevancy. This will minimize disruption for the end user and eliminate extra steps, resulting in real, valuable data.”* > *\-*Alysson Pehoski*, Director of Revenue Operations at Field Nation* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Restrict admin access Restricting who has admin access to your CRM can help avoid accidental changes or deletions within your system. A sales rep may accidentally deactivate a duplicate checker or another automation if they don’t understand what it does. To avoid this, ensure only those who need admin access have it - this may mean reducing this access to the revenue operations team and a few CRM admins. ### Maintain a single source of truth Maintaining your CRM as the single source of truth in your organization can help avoid incorrect data by stopping other software from editing or overriding information in your database. > *“One thing you'll see a lot when you're looking into the* [*Salesforce ecosystem*](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) *is the idea of having a system that’s a single source of truth. (This could be Salesforce or another CRM.)* > *“In that, if anything disagrees with that system or branches off of that system, then your single source of truth is what takes priority.* > *“And it's more of a kind of a philosophical approach to how you integrate, your different teams. Your silos, your external systems are what is the one thing that everything talks to and everything goes through.”* > *\-*Marin Page*, Senior Salesforce Business Analyst at Soliant Consulting* 🎧 Listen to more insights from Marin on her episode of [RevOps Unboxed](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/). ### Archive old data If there’s information in your system that you don’t currently need but may in the future you can archive this data. Archiving data is similar to packing up your seasonal wear and putting it in a cupboard. It’s still available when you need it but it takes up less space to store and will allow you to search the data without relying on backups or regathering the information. ### Frequent data cleaning Lastly, the key to maintaining a clean database is to clean your data regularly. Every six months you should reevaluate your processes and check for duplicated or outdated data to remove. ## Final thoughts Data hygiene is crucial to maintaining a useful CRM database and should be a priority for revenue operations teams. Your CRM can’t run itself - the help of specialized admins is recommended for smooth running. Want to discuss specific CRM problems with people who've been there and done that? Join our Slack community to talk shop with 2000+ likeminded revenue pros! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### State of Revenue Operations Report 2023 URL: https://www.revenueoperationsalliance.com/state-of-revenue-operations-report-2023/ Last updated: 2025-08-04T15:44:26.000Z ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/ROA/state%20of.png) State of Revenue Operations Report 2023 Welcome to our first-ever RevOps industry report! 🤩 Dive into key statistics that highlight the impact RevOps is having on organizations across industries, and uncover blockers that are affecting your fellow revenue operations professionals. **Get the report. 👉** ## **Key findings** Here’s a peek into what we discovered: - Over half **(59.8%)** of organizations have only had a revenue operations function for one to two years. - **51.3%** of our revenue operations professionals agreed that recurring revenue is the most important metric for engaging leadership. - **40.2%** of RevOps teams have no budget allocation at their organization. - Only **18.3%** of RevOps professionals say revenue operations is understood internally in their company. ## **What’s in it for you?** The RevOps community has been asking for actionable data they can use to boost their knowledge, better understand their industry, and back up their initiatives to their leadership team – and we’ve delivered. This extensive industry report will provide you with data to help you to: 💰 Back up your budget request 👥 Justify hiring more team members 🎓 Understand where to focus your upskilling efforts 🔮 Predict the future of the revenue operations landscape [ Show me the data! ](https://share-eu1.hsforms.com/1e2NH2jF1RymEqzqf9tKOPQ2b1vun) ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/05/Newsletter_Upsell_Footer_ROA.png) ## **What’s inside?** This report provides a full view of the revenue operations function including roles and responsibilities, team size, metrics, tech stacks, and much more! Plus quotes from revenue leaders at **Zappi**, **Candid**, and **Eltropy**. Here’s a preview: > *“If you don't do a good job of mapping out the resources needed to achieve that nirvana state, then oftentimes, you are the *last person to get budget*.” *\- Greg Larsen*, Eltropy* > *“I'd say adaptability is the skill I’m looking for. First and foremost, you might have a plan going into something, but things change, and you need to be able to pivot fairly quickly.” *\- John Hunt*, Zappi* Discover up-to-date industry trends in revenue operations! Get your copy. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/ROA_State_of_RevOps_Report_2023_CTA.png)](https://share-eu1.hsforms.com/1e2NH2jF1RymEqzqf9tKOPQ2b1vun) ### The art of the deal: Mastering major account relationships URL: https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/ Last updated: 2025-08-04T15:45:03.000Z *This article comes from *Natallia Hunik* and *Katrina Terry*’s Fireside Chat, ‘Nurturing relationships with enterprise level accounts’, at our *2023 Chief Revenue Officer Summit*.* --- Developing strong connections with high-value enterprise accounts is the cornerstone of success for [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) professionals. But with shifting stakeholder maps and C-suite access challenges, where do you start? In this candid discussion, two experienced [Chief Revenue Officers](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/), **Natallia Hunik**, Chief Revenue Officer, at **Cube Logic**, and **Katrina Terry**, Chief Revenue Officer, at **Lionfish Cyber Security**, share their proven playbooks for nurturing these essential major account relationships in today's landscape. So let’s dive into some of their insights! ## The irreplaceable value of in-person Remember the days of wooing clients over conference drinks and power lunches? Virtual meetings kept partnerships alive when COVID necessitated [digital-only contact](https://www.revenueoperationsalliance.com/making-enablement-work-in-remote-settings/). However, as Natallia Hunik of enterprise software provider Cube Logic admits, “That in-person magic just can't be replicated.” Katrina Terry, Chief Revenue Officer at cybersecurity innovator Lionfish, wholeheartedly agrees. Between recent in-person events and client visits, she noticed people squeezing every moment possible out of real-life interactions again. But why is face-to-face contact so vital for account managers and revenue operations professionals? As Hunik explains from her perspective, in-person moments build trust and rapport like nothing else. When you’re together in person, casual and formal guards drop. You see each other as real people, not just prospects. Terry agrees fully. While digital communication channels definitely help nurture relationships and keep things humming between in-person meetings, they simply can’t replace the bonds built during authentic human interactions. ### 💡Key takeaway Make **in-person interactions** at conferences, networking events, client visits, and informal gatherings a **top priority** for revenue operations managers. Use **digital tools** thoughtfully to nourish connections in between face-to-face meetings. [Key insights for Chief Revenue OfficersDiscover the highlights from last year’s CRO Summit in San Fransisco. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--11-.png)](https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/) ## Carefully evaluating technologies Before unleashing armies of bots and automated outreach sequences, Hunik and Terry urge revenue operations teams to carefully evaluate whether these technologies truly nurture relationships. As Hunik observes, when used strategically, [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) and [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) absolutely can boost efficiency tremendously. For example, Cube Logic has implemented AI-powered [customer relationship management (CRM)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) solutions to help their account managers handle complex enterprise accounts with multiple touchpoints more smoothly. Intelligent automation tools can track details and take over administrative tasks so [account managers](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) can focus on higher strategic relationship-building activities. However, Terry thoughtfully cautions against letting digital platforms like email and LinkedIn completely replace personalized human outreach. As she notes from experience, at the end of the day, nurturing authentic human-to-human relationships must remain job one. It’s about finding the right balance and thoughtfully integrating digital solutions in ways that enhance workflows and [increase efficiency](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) without compromising real person-to-person connections. As Hunik summarizes, the human touch remains indispensable, even in today's tech-driven climate. Technology should always be viewed as ultimately supporting and supplementing human account management efforts, not replacing them. ### 💡Key takeaway Carefully **vet each new sales technology solution** and only implement those that thoughtfully drive **efficiency** without diminishing the **authenticity** of real person-to-person connections. [How using AI can boost your revenue performanceStewart Townsend shares how utilizing AI can bring your revenue performance to new heights and keep you one step ahead of the competition.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--23---1-.png)](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) ## Earn trust by solving problems While gaining direct access to executive-level decision-makers is vital for revenue ops professionals managing major accounts, it’s also notoriously challenging. As Hunik notes from her extensive experience, “I used to manage accounts with stakeholder maps like spider webs!”. Navigating complex [organizational charts](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) to reach the real purchasing decision-makers takes finesse. So how can account managers and revenue operations teams crack the code to gain access to those coveted C-suite connections? Terry suggests that rather than aggressive outreach, position yourself as an indispensable partner to the client by helping them solve their most pressing problems. As she explains, "I'll ask a series of thoughtful questions to uncover what their most urgent needs and pain points are. Then I connect them with experts and resources from my network that I trust to help them tackle those problems. Even if it's not directly my offering, providing value by making connections for them builds immense goodwill very quickly." --- [Why we need to amplify diverse voices in our companiesPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) --- Hunik stresses that earning an enterprise client's trust requires playing the long game of consistently demonstrating [strategic value](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) over an extended period of time. As she notes, there's a reason the old adage goes, "People do business with people they know, like, and trust." Building genuine trust doesn't happen overnight. She advises revenue operations professionals to keep sharing strategic advice, industry insights, and introducing helpful new products, services or offerings on an ongoing basis. This shows major accounts that you’re laser-focused on their success as a trusted partner, not just trying to complete a one-off sales transaction. Expanding your capabilities also provides more touchpoints to organically interact with stakeholders across multiple departments. ### 💡Key takeaway Build trusted advisor status by taking the time to **identify each major account's most pressing current challenges** and needs. Then **follow up methodically** by providing meaningful connections, resources, and **solutions tailored** to addressing their issues. This is the path to earning the trust required to gain access to executive decision-makers. [How RevOps drives revenue performanceKatyusca Barth discusses the benefits of RevOps for your revenue performance and gives the best practices for implementation using real-world examples.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKatyusca Barth![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/claude-gabriel-dSIGtqR7evY-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-revops-drives-revenue-performance/) ## Monitoring key metrics To quantify the strength of account relationships and track progress, Hunik and Terry emphasize monitoring [clear metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/), with customer retention being paramount. As Hunik explains, they closely track retention rates over rolling three-month, six-month, and yearly periods. Comparing current retention rates versus past periods provides a quantifiable measure of the health of customer relationships and whether bonds are strengthening over time. In addition to retention data, Terry's team conducts regular relationship reviews with major accounts to solicit candid feedback on what's going well versus what needs improvement. As she notes, she asks for brutally honest input about what her team is doing right or wrong. While this real-talk feedback can sometimes sting, it provides invaluable visibility into how the client currently perceives the partnership. Hunik wholeheartedly agrees that continuously collecting open and candid customer feedback across the entire account lifecycle is hugely important for revenue ops managers. --- [RevOps metrics: Insights from the experts \[podcast highlights\]Learn from three RevOps experts by diving into the best revenue operations metrics insights from season one of our podcast, RevOps Unboxed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--14-.png)](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) --- Unfortunately, she observes that many companies still fail to set up simple mechanisms to proactively solicit feedback at every possible touchpoint. Instead of just sending a basic survey once a year or quarter, she advocates using quick pulse-check style surveys at every interaction across all channels, whether it's sales calls, account management check-ins, technical support tickets, events, and more. With the technology available today, it's straightforward to embed these lightweight mechanisms to take the temperature and collect input across the entire [customer journey](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/#powering-customer-journey-excellence-from-start-to-finish). Monitoring this feedback in real-time allows revenue teams to rapidly respond to any dips in satisfaction scores before minor issues snowball. ### **💡**Key takeaway Make **monitoring customer retention rates** and continuously collecting **candid feedback** across all interactions a **cornerstone** of managing major account relationships. This quantitative and qualitative data provides **unparalleled visibility** into the true health of partnerships, allowing teams to proactively strengthen bonds. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ## Personal touches In addition to in-person meetings and digital comms, Hunik and Terry emphasize that small personal gestures go a very long way toward showing enterprise clients that you're committed to the relationship. As Terry reflects, taking the time to understand what individual client stakeholders value outside of work and weaving that into simple personal touches makes a massive difference. Get to know what their passions are, what their personal lives are like, what volunteer causes they support. Identify something unique and use that knowledge to demonstrate you view them as more than a revenue payout. She gives the example of taking five minutes to send a handwritten birthday card or holiday gift related to a passion they've mentioned like golf or charity running events. --- [Utilizing design thinking principles in revenue operationsUtilize the design thinking mindset to creatively solve RevOps problems. Design thinking emphasizes creativity, user-centricity, and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--13-.png)](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) --- Tying the gesture back to a detail about that specific person makes it memorable and impactful. Suddenly you’re perceived less like a generic vendor and more like a trusted partner who genuinely cares about them. Hunik wholeheartedly agrees that everyone loves those small surprises that show you were really listening during a conversation and picked up on a unique detail about them. She recalls a story of an account manager who attended a local swim meet one weekend after learning the daughter of a client stakeholder competed. The manager didn't have any expectation of discussing business - she simply wanted to show support and cheers for this person's child. Hunik notes that the gesture utterly delighted the client, and the account manager remains one of her most beloved to this day within the organization. It’s simple personal touches like this that stick in people's minds for years and build immense goodwill. ### 💡 Key takeaway Look for opportunities to **thoughtfully surprise** and delight major account stakeholders through gestures demonstrating you genuinely **care about them as individuals**, not just revenue sources. This builds durable feelings of trust and kinship. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ## Key ingredient = Human connection In conclusion, despite today's digital-first business landscape, both CROs emphasize that human relationships remain the fundamental ingredient for success in revenue operations. Even with advanced [sales technologies](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) and automated tools, nothing can replace forging authentic human connections built on trust. As Hunik says, "At the end of the day, it’s still about trusted relationships. That remains our superpower that we can never forget." By combining digital efficiency with thoughtful in-person relationship building, revenue professionals can nurture the deep and trusting executive-level partnerships that fuel sustainable enterprise revenue growth. --- **Looking to join a community of 2000+ revenue leaders?** We've got you covered. Join our growing Slack community to chat with CROs and RevOps leaders across the globe. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Getting compensation planning right with Emily Garza URL: https://www.revenueoperationsalliance.com/getting-compensation-planning-right-with-emily-garza/ Last updated: 2024-04-26T09:21:42.000Z On this episode of RevOps Unboxed, Sandy sits down with her ex-colleague **Emily Garza**, Senior Director of Revenue Operations and Analytics at Nymbus to discuss all things compensation planning. [ Listen on Spotify ](https://open.spotify.com/episode/5qo4cdYkAuDPlmlq9Wqizr) [ Listen on Apple Podcasts ](https://podcasts.apple.com/gb/podcast/getting-compensation-planning-right-with-emily-garza/id1683513622?i=1000634124841) ## About our guest, Emily Garza Emily is a dedicated RevOps professional with strong analytical skills and the ability to make sound decisions. She works well independently or in a team environment. Her key objective is to continue using her Salesforce and Sales Tech Stack administration skills to support revenue organizations. Emily is currently the Senior Director of Revenue Operations and Analytics at Nymbus. You can follow Emily on LinkedIn [here](https://www.linkedin.com/in/emilygarza170/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). [More on compensation planning](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) ### Boost customer satisfaction: Aligning sales and customer success URL: https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/ Last updated: 2025-08-04T15:46:17.000Z There’s a lot of discussion about aligning sales and marketing, but have you ever wondered about the benefits of aligning your sales and customer success teams? After all, both teams are vital to your customer journey, so the handoff between sales and customer success (CS) may make all the difference when it comes to customer satisfaction or [churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/). To streamline this handover process and delight your customers, [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams need to align their sales and customer success teams. In this article, we discuss: - [Where sales and customer success meet](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/#where-do-sales-and-customer-success-meet) - [Benefits of aligned sales and customer success teams](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/#benefits-of-aligned-sales-and-customer-success-teams) - [How to align sales and customer success](https://www.revenueoperationsalliance.com/boost-customer-satisfaction-aligning-sales-and-customer-success/#how-to-align-sales-and-customer-success) ## Where do sales and customer success meet? After your prospects have signed on the dotted line and officially become customers, the sales rep who handled that process will pass the customer over to a customer success rep for [onboarding](https://www.customersuccesscollective.com/customer-onboarding/). This step is vital for gaining customer loyalty and reducing your churn rate. The last thing a new customer wants is to repeat everything they just discussed with a [sales rep](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) to your customer success rep. It’s a bad look. By aligning sales and customer success both teams can communicate with each other, saving time and creating a better relationship with your new customer. [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ## Benefits of aligned sales and customer success teams So what exactly are the benefits of aligning your sales and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) teams? These benefits range from streamlining the customer journey to increasing customer advocacy and reducing churn rates to increasing your revenue growth. Let’s dive in! 👀 ### Streamline the customer journey When done correctly your customer journey should be smooth and allow your new customer to feel valued and excited to use your product or service. A misaligned handover can lead to your customer carrying the communication burden. When sales and CS teams don’t communicate, the customers are inconvenienced as their support from your company fades away. This can lead customers to be unsatisfied and churn after some time. By streamlining this journey, your customers will find the transition easy, and have access to the support they need to complete the onboarding process for your product - leading to increased customer satisfaction overall. [Empower your employees with a customer-centric cultureDrive business success by empowering employees to maximize every customer interaction. Foster a culture of customer-centricity now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGrace Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CSC-leadership.jpg)](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ### Increase customer advocacy Providing your customers with a great experience allows them to gain brand loyalty. Customers who are especially satisfied with your services may become [advocates](https://www.customermarketingalliance.com/how-can-customer-advocacy-boost-your-business-success/) and refer their peers to your company. This is valuable word-of-mouth marketing which will allow you to break into more markets - but it all starts with your customer experience. Aligning sales and customer success transforms an aimless transition into a strategic onboarding procedure, allowing your customers to gain the most value from your offering. The best part? Internal alignment allows this onboarding process to be personalized to the needs of your new customers. ### Reduce churn Often sales teams want to close as many deals as possible to hit their revenue targets, but this can be damaging to long-term revenue as these customers may churn quickly if they’re not *actually* good fits for your product. This leads to a continuous cycle of closing new accounts to maintain recurring revenue. By sharing data across sales and customer success functions, your teams can identify customer personas who are more likely to [renew their account](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/), meaning you can reduce your churn rate and increase recurring revenue. This approach allows you to grow more easily, as new accounts turn into loyal recurring customers (and revenue). [5 keys steps to cutting churn and driving growthWith insights from three revenue operations experts, learn how to cut customer churn and drive revenue growth at your organization.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--10-.png)](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) ### Increase revenue streams Reduced churn = increased recurring revenue By creating a better customer experience for your customers and targeting prospects that match your customer personas best, you can easily increase your company’s revenue growth. Keep reading to find out how to align these functions… 👀 ## How to align sales and customer success Now that you’re sold on the benefits of cross-functional alignment between sales and customer success here are our four strategies to align your teams and create a streamlined customer journey. Just remember - change can take time, and new processes will need to be refined as time goes on. Utilizing a [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) strategy can improve your chances of your new strategy sticking long-term. ### Shared information Sharing information is at the heart of aligning cross-functional teams. Creating a culture of transparency and information sharing can save your sales and customer success teams time and lead to better decision-making. Sales reps have key insights into why customers have purchased your product and what they hope to achieve by purchasing it. This is crucial information for a customer success rep who is taking over that account. To ensure your customers get the best experience your CS team needs to understand: - Your customer’s expectations - What pain point your solution solves - Why they’ve chosen your solution - What other solutions they’ve tried During sales calls and negotiations, your reps should have the answers to these questions, so they can save their CS colleagues time by passing this over when the deal closes. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) On the flip side of this, CS teams understand why customers are likely to churn, and if this is due to over-promising from sales, or poor product fit for their pain point, this information can be passed to sales to update the sales strategy or qualification criteria. This will lead to a higher quality of customers and increased recurring revenue. ### Define segments By defining your target customer precisely, your sales and customer success teams will have a better understanding of which customers will bring in the most revenue for your business. Defining customer segments should be done using sales, customer success, and marketing data. Your sales team can provide data on which personas are most likely to buy your product, which product they tend to buy, and how much they typically spend. Your customer success reps can provide insights into which personas will most likely retain and renew as customers and which segments tend to churn after a period. They can also provide insights into customers who become advocates for your offering. By defining these customer segments, your sales and customer success team can work together to identify the right accounts to go after, so that sales meet their quota and your churn rate still trends down. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Create a handover process To ensure your customers smoothly transition from prospect to customer - the handover process is key. [Creating a process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) for handing accounts from sales to customer success can allow key information to be passed over seamlessly, removing that hurdle from your customer’s experience. There are several ways to structure your handover process, such as using a one-page document, a short meeting between sales and CS reps, or a simple form. Each of the methods has its pros and cons, so it’s important to identify what will work best for your teams. Most importantly, this process shouldn’t take long for a sales rep to complete - they want to get back to selling as quickly as possible. However, your customer success team should still receive all the info they need to provide customers with an excellent experience. [RevOps best practices for successful business growthFrom aligning teams to streamlining processes, and everything in between. We highlight the best practices for revenue operations pros to increase revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--12-.png)](https://www.revenueoperationsalliance.com/revops-best-practices/) ### Feedback loop To ensure that feedback is going both ways between sales and CS reps, you can implement cross-functional check-in meetings to refine [strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) and customer persona definitions. This may also be a good time to analyze performance on shared [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) such as revenue retention, and account expansions. Revenue retention trends can allow your teams to understand how well your customers are aligned with your ideal customer profiles. Account expansions such as up-selling and cross-selling paint a picture of how satisfied your customers are with your offerings - unhappy customers don’t tend to buy more. So high account expansion rates indicate a satisfied customer base. ## Final thoughts Overall, RevOps teams strive to align the revenue functions. This is especially important when considering how impactful sales and customer success alignment is for creating an enjoyable customer experience. By aligning sales and CS reps, you can attract more suitable customers, who will remain customers long-term. Your improved customer service may also encourage satisfied customers to become advocates for your brand. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### “Working together to create solutions in this space has been great” - Revenue Operations Summit, San Francisco URL: https://www.revenueoperationsalliance.com/case-study-revenue-operations-summit-san-francisco-23/ Last updated: 2024-03-07T12:25:08.000Z > *“Welcoming.”* > *“Educational.* > *“Engaging.”* These are just some words our attendees used to describe the atmosphere at our recent Revenue Operations Summit in San Francisco. In between thrilling and informative talks, we asked some of our revenue operations attendees their thoughts on the event, specifically focusing on: - [Reasons to attend the Revenue Operations Summit in San Francisco](https://www.revenueoperationsalliance.com/case-study-revenue-operations-summit-san-francisco-23/#reasons-to-attend-the-revenue-operations-summit-in-san-francisco) - [Benefits of attending the Revenue Operations Summit in San Francisco](https://www.revenueoperationsalliance.com/case-study-revenue-operations-summit-san-francisco-23/#benefits-of-attending-the-revenue-operations-summit-in-san-francisco) - [Key takeaways from attending the Revenue Operations Summit in San Francisco](https://www.revenueoperationsalliance.com/case-study-revenue-operations-summit-san-francisco-23/#key-takeaways-from-attending-the-revenue-operations-summit-in-san-francisco) ## Reasons to attend the Revenue Operations Summit in San Francisco Here’s why **Mitchell Cox**, Director, GTM Strategy and Operations at Expel Inc., decided to attend our RevOps Summit in sunny San Francisco: > *“The main reason I wanted to attend the event today was to connect with other RevOps professionals.* > *“I think peer-to-peer learning is super valuable. And so we're excited to have the opportunity to connect with other like-minded RevOps folks, and hopefully learn from them as we go.”* **Matthew Cecilio**, Director of Revenue Operations at Accredible, shared how he came to engage with the ROA community: > *“I met so many familiar faces from other events here. Seeing how small a community this is, makes it feel like a *true community*. I see the same faces, interact with the same people, and build my network that way.”* ## Benefits of attending the Revenue Operations Summit in San Francisco Face-to-face networking with a roomful of your RevOps peer? No wonder there were so many happy faces! Our attendees continued by discussing how the event benefited them. The atmosphere of community and collaboration at this in-person event was a huge benefit for attendees, and **Emme Thacher**, Vice President of Revenue Operations at HealthJoy, summed it up: > *“The conversations that have happened *organically* here just don't happen online, no matter how great the community may be.* > *“It's been taken to another level here that I didn’t expect to happen.* > *“The conversations are just so easy when you already have so much in common. I think there's a network I've made here that I'll rely on in the future, outside of this event.”* **Mitchell Cox** added: > *“I think the biggest benefit of attending an in-person event like this is the focused opportunity to learn from peers and connect and build relationships with them.* > *“We’re pulled in so many different directions every day, that being able to be in a room, close your laptop, and connect with people is *really valuable*.”* **Matthew Cecilio** continues: > *“When people are in director-level or higher positions, there's a lot of imposter syndrome.* > *“Coming here and talking to people about the same problems I'm having and them having the same solutions that I came up with, is really affirming.”* > *“Being open to all those new ideas is great.* > *“I may not know all the answers, but having connections who can relate to those problems and also not have the answers, and working together to create solutions in this space has been great.”* ## Key takeaways from attending the Revenue Operations Summit in San Francisco That’s some huge praise from our attendees! But that’s not all they had to say about attending our Revenue Operations Summit, they also shared their key takeaways from the two-day event. **Matthew Cecilio** kicks us off with his thoughts: > *“Revenue operations out of all of the different departments in the company is in a key position to be more strategic and lead those strategic objectives, because we have the most cross-functional context across the board.* > *“So if we can leverage that position in the company the *sky's the limit.*”* **Emme Thacher** shares her key takeaway from the event: > *“A problem a lot of companies have had and conquered has been around data cleanliness in determining territories and the sales pressure that can come along with that.* > *“I talked about that with a group and got their feedback.* > *“That insight will really help me come back to my organization and be more confident in my recommendations, knowing that five of my peers have found success doing it in this way, previously.”* And finally, **Mitchell Cox** shares his take: > *“We deal with so many of the same problems in revenue operations, company to company, our language is pretty similar and so are the challenges we're facing.* > *“That’s scary, but it's also comforting because I can learn from other RevOps pros.”* **Looking for more takeaways from this event?** Check out our highlights in this blog. 👇 [3 key takeaways from the Revenue Operations Summit, San FranciscoDiscover revenue operations insights from Meta, Dodge Construction Network, and Cornerstone OnDemand as we recap our latest Revenue Operations Summit.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/1Z8A2740.jpeg)](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/) ## Feel like you’re missing out? Did you get FOMO after reading what our attendees had to say? Don’t worry - there’s more where that came from. 👀 Check out our event calendar to discover when the next Revenue Operations Summit is happening near you and book your ticket now! [📍Find your nearest RevOps Summit! ](https://events.revenueoperationsalliance.com/ ) ### 3 key takeaways from the Revenue Operations Summit, San Francisco URL: https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/ Last updated: 2025-08-04T15:52:15.000Z All good things come to an end… 😢 Our Revenue Operations Summit in San Francisco last month was no different. But luckily for you, we’ve compiled our top three takeaways from this [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) extravaganza into a must-read article. Sit back, relax, and reminisce on our latest revenue event. Including: - [Building a future-proof RevOps framework with Meta ](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/#building-a-future-proof-revops-framework) - [Tactics to strengthen alignment across the revenue organization with Dodge Construction Network](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/#tactics-to-strengthen-alignment-across-the-revenue-organization) - [Powering customer journey excellence from start to finish with Cornerstone OnDemand](https://www.revenueoperationsalliance.com/3-key-takeaways-from-the-revenue-operations-summit-san-francisco/#powering-customer-journey-excellence-from-start-to-finish) ## Building a future-proof RevOps framework **Mike Lee**, Senior Director of Global Revenue Operations, at **Reality Labs, Meta**, discusses how he built out a previously non-existent [RevOps framework](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) for the revenue operations, enablement, and demand generation functions at Meta. In his own words: > *“I know it sounds crazy.* > *“We're Meta, we’re a gigantic company, we’re already a multi-billion dollar business. But we actually had to spend the time to map out and manage this program.”* Mike shares his key takeaways from building this framework: - Start with the outside-in view - Be honest with yourself - Pick the right tool for the job - Bring people along - Monitor and react ![Mike Lee, Senior Director of Global Revenue Operations, at Reality Labs, Meta, at the Revenue Operations Summit in San Francisco](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/1Z8A9848-1.JPG) ### Start with the outside in view It’s important to gain an external perspective of your processes in order to start making changes. In Mike’s case, he utilized [consultants](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/), PwC, to understand what the end vision would be for his business. But not all companies have the resources to hire consultants, so Mike offers his advice: > *“Even if you can't actually go out and get a third-party consultant, leverage a group like* [*ROA*](https://www.revenueoperationsalliance.com/revenue-operations-community/)*, and really seek out knowledge from other RevOps people.”* ### Be honest with yourself Earlier in his talk, Mike shared how he created the project’s charter and outlined the benefits and costs of the plan. During this process, he realized they were pretty much “starting at zero”. This outline showed the project's necessity and allowed him to “go to leadership, and actually get the commitment to do these things and to prove they needed to be done”. ### Pick the right tools for the job When it comes to tools, Mike suggests a **nuanced approach**. In some cases, it may be best to use a best-in-class tool, while in others, it may be useful to build a custom tool for your needs. At Meta, he utilized both approaches. On the consumer side, they kept working with their current [CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) while setting up new processes, to utilize it in a more robust way. When it came to planning tools, Mike opted for a custom solution to better suit Reality Labs’ unique requirements. [Using Generative AI in your revenue operations strategyHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ### Bring people along Stakeholders and partners may not always understand what RevOps teams are delivering, so Mike emphasizes the importance of education. Educating stakeholders on what your team’s capabilities are allows them to understand what is possible. ### Monitor and react > *“It can't be a static journey. Business conditions change, funding, conditions change, resourcing conditions change, and you need to be able to adapt.”* This ever-changing environment led Mike to implement a governance process to prioritize change, and outlines the importance of [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/). To conclude,Mike mentions that cross-functional collaboration is key for RevOps teams, which leads us nicely into Jenn’s talk about alignment across revenue functions. > *“We can't do the work that we do in RevOps in a vacuum. We absolutely have to foster cross-functional collaboration.”* ## Tactics to strengthen alignment across the revenue organization **Jenn Glabicky**, Head of Revenue and Sales Enablement at **Dodge Construction Network**, shared nine strategies for [aligning the RevOps, and enablement functions](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) at your organization. We’ll touch on three key tactics in this article: - Set realistic expectations - Enroll executive sponsorship - Leverage the GTM tech stack ![Jenn Glabicky, Head of Revenue and Sales Enablement at Fidel API at the Revenue Operations Summit in San Francisco](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/1Z8A1053.JPG) ### Set realistic expectations Jenn prefaces this statement by saying she’s biased towards enablement due to her role, but she describes [revenue enablement](https://www.revenueoperationsalliance.com/the-business-impact-of-revenue-enablement/) as the “connective tissue” of an organization. Many organizations will think of enablement as “just sales training”. Jenn disagrees, and outlines that there are often deeper problems that a revenue enablement function can solve. > *“There was a process problem, there was a finance problem. We had over-hired way too quickly. And we also had a product problem, where our products weren't properly vetted so we didn't have a value add.”* To make this process more cohesive, [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) can empower teams to work together, run projects on time, and hit their KPIs. This sets the precedent that revenue enablement can be more impactful than just training staff. ### Enroll executive sponsorship Next, Jenn discusses the importance of gaining buy-in from your [CRO](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/). She emphasizes that an enabler shouldn’t be asking RevOps leaders to talk to the CRO for them. Instead, you should have confidence in your enablement team to gain that audience themselves. Where can you help? Back up your enablement team. To retain your enablers, you need to help them [gain buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/), this may involve backing up your team and helping them to prove their worth to the C-suite. Jenn also makes the case for new enablement hires interviewing with the CRO before joining – and once onboarded, helping RevOps to hire new sales reps. [RevOps best practices for successful business growthFrom aligning teams to streamlining processes, and everything in between. We highlight the best practices for revenue operations pros to increase revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--12-.png)](https://www.revenueoperationsalliance.com/revops-best-practices/) ### Leverage the GTM tech stack The tech stack is important for the smooth running of your revenue function, yet Jenn argues that for most RevOps and enablement leaders, it’s a headache waiting to happen. Helpfully, Jenn outlines the six key tools that your organization needs. With at least one tool in each of these categories, you should be set: - Lead prospecting - Engagement - CRM - CPQ/CLM - Proposal management - Revenue intelligence 💡 Looking for more takeaways from the Revenue Operations Summit in San Francisco? [Check out what our attendees had to say.](https://www.revenueoperationsalliance.com/case-study-revenue-operations-summit-san-francisco-23/) But to make tech stacks more complicated: > *“On average, a sales rep will completely tune out after *three to five* pieces of a tech stack.”* And adding another layer of complexity, your reps may all be using slightly different collections of tools in your tech stack, so it can be a struggle to assess which ones are being used consistently. Jenn suggests these questions to ask when auditing your tech stack: - What are the needs of your company? - Does your enablement platform need to be more content-focused or [training-focused](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/)? - How can you ensure your sales team is engaged? - How can you align the sales and marketing tech stacks? ## Powering customer journey excellence from start to finish **Sandip Patil**, VP of Revenue Operations at **Cornerstone OnDemand**, discusses why the customer journey is vital to how he sets up his RevOps teams. Just like GTM strategy, Sandip argues that many functions contribute to the customer journey and revenue operations allows [alignment](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) and accountability across these touchpoints. ![Sandip Patil, VP of Revenue Operations at Cornerstone OnDemand at the Revenue Operations Summit in San Francisco](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/1Z8A2643.jpeg) ### Gain stakeholder buy-in Sandip suggests the first step to utilizing customer journey in your RevOps strategy is to gain buy-in from leadership and position revenue operations as a **strategic partner**. Without this buy-in, you will struggle to convince leadership of the customer journey’s importance and won’t have an audience to discuss your plans. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ### Map out the longest customer journey Concerns you might face when mapping your customer journey include: - Too many products - Too many regions - Different segments - Small business is too different from enterprise Sandip’s solution was to challenge his organization to create a 50-step customer journey. If anyone thought an activity might be a step, it was added to the list. He made it to 35 steps. This was an intentionally ridiculous exercise, but this approach allowed many different perspectives and ideas to be acknowledged, without the expectation that all of these steps would stay. ### Reduce it Once the 35-step customer journey was completed, Sandip set out to reduce the steps in the same way they were created - by asking his colleagues. This allowed him to eventually build a detailed customer journey map to utilize in his future RevOps efforts. ## Got FOMO? Feel like you missed out on something big? Maybe you should join us next time. 😉 Find out how you can attend our next Revenue Operations Summit in London, New York, or San Francisco! You won’t want to miss it. [Show me the event calendar 🗓️](https://events.revenueoperationsalliance.com/) ### What does a revenue operations consultant do? URL: https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/ Last updated: 2025-08-04T15:52:38.000Z Consultants typically offer their expert knowledge to an organization to help them solve complex business problems. This allows for an external perspective to focus on these issues over a period of time. But what problems can a revenue operations consultant solve? What expertise can they offer? And what challenges do they face? This article dives into the: - [Responsibilities of a RevOps consultant](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/#what-does-a-revops-consultant-do) - [Challenges in RevOps consulting](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/#challenges-of-revops-consultants) - [Top skills for RevOps consultants](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/#what-skills-do-you-need-for-revops-consulting-success) ## What does a RevOps consultant do? [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) consultants work with client companies to optimize their internal processes by reducing bottlenecks. They do this by [aligning internal teams](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) and breaking down silos. This allows a more fluid movement of information and data - creating a more efficient revenue process. Marketing, sales, and customer success teams all work with customers along their customer journey. So when these departments work in isolation, handovers can be rocky and data can get duplicated or lost. **This is where a revenue operations consultant would step in**. They would help to manage or create a centralized system for lead information and help to reduce duplicated data. In turn, this can [improve customer experience](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) (CX) and employee satisfaction. A RevOps consultant can also help to set up or manage campaigns to help retain and expand the client’s customer base. This may include improving onboarding, increasing retention, and boosting upselling and cross-selling opportunities. Overall, a RevOps consultant can provide an external perspective and expertise, leading to revenue growth in their client’s business. [Is revenue operations the new key to unlocking growth?Leore Spira discusses changing organizational structures and explains the benefits, structure, and challenges of the RevOps functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/kelly-sikkema-Nel8STCcWy8-unsplash--2-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) ### What are the responsibilities of a RevOps consultant? Woah… that was a lot of information - let’s break it down into the key duties of a revenue operations consultant. - [**Streamline existing processes**](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) \- Reducing silos, sharing data, and removing blockers resulting in an optimized revenue process. - **Resolve tech stack issues** \- Ensure each element of your tech stack complements each other and removes duplicated data to save revenue teams time. - **Improve CX** \- Creating a more streamlined customer journey by improving handovers to improve CX and customer retention. - [**Go-to-market**](https://www.gotomarketalliance.com/) **(GTM) and sales strategy** \- Developing the GTM and sales strategy to help clients grow their revenue. - **Provide an external perspective** \- Consultants bring an external perspective to the organization that an internal RevOps team wouldn’t have, so can provide objective suggestions. But this varies depending on your offerings as a [consultant](https://www.revenueoperationsalliance.com/becoming-unstoppable-as-a-working-parent-with-mallory-lee/)! ## Challenges of RevOps consultants Working as a revenue operations consultant can have its fair share of challenges. Let’s take a look at some of the problems you might run into when working in RevOps consultancy. ### Understanding the business environment As a RevOps consultant, you’ll be working in many different industries at a wide range of organizations. This means understanding the business environment may be a challenge. However, this is also a key element as it will allow you to understand how your client generates revenue. Without this understanding, it would be almost impossible to effectively increase their revenue. ### Tech stack complexities Every company uses a slightly different tech stack. This means revenue operations consultants must have a great understanding of the function’s most popular tools and how they work together. But tech stacks can get complicated fast. Companies can have up to 20+ tools in a sales tech stack.And as a RevOps consultant, you have to be able to untangle that web to unveil where blockers might arise, or which programs are incompatible. This knowledge will be a massive helper in auditing and reworking your clients' tech stack. [Using Generative AI in your revenue operations strategyHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ### Aligning with broader business goals Communicating with your clients is important in any consultancy - RevOps is no different. In order to understand the long-term goals of your client’s business it’s important to listen closely and ask the right questions. Since you have an outsider's perspective it may be more challenging to understand these business goals, but these should drive the strategy and changes you implement. ### Managing change Consultancy may mean rocking the boat a little, I mean you’re an outsider making a ton of changes to workflows and systems, after all. So be prepared for some pushback! It’s your approach to [navigating these changes](https://www.revenueoperationsalliance.com/how-revenue-operations-can-help-businesses-navigate-change/) that can make all the difference in reducing conflict. Strong leadership and expertise may be required to set your client at ease. Don’t be afraid to explain why you think a change would work best! There may have to be a negotiation between what you think will work best and what the client is willing to change. ### Measuring success [Measuring the success](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) of your project is super important in understanding the difference you made. This can help you to secure more clients and retain the ones you have since they have proof that you improved their processes and revenue. A [data-driven](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/) approach is therefore key to a successful revenue operations consultancy strategy. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ## What skills do you need for RevOps consulting success? Looking to start your [career](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) in RevOps consultancy? This section will discuss what [skills](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) you need to succeed as a RevOps consultant. But first [**Greg Larsen**](https://www.linkedin.com/in/greglarsen1/), VP of RevOps at Eltropy and Founder of Catalyst Sales Consulting, discusses his path into RevOps consultancy. > *“I somewhat stumbled into it while working on the corporate side.* > *“I was asked to help with a project and then when I presented it to the company, they asked me to stay on long-term and we worked out a consulting situation.* > *“I then got a handful of referrals and it grew from there.”* ### Analytical skills The ability to analyze complex situations and draw conclusions is key for a RevOps consultant. This skill will allow you to see the gaps in your client’s [strategy](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) and understand where the bottlenecks are. In turn, allowing you to make intuitive changes to these processes that allow your client’s business to run smoother and generate more revenue. ### Communication Communication skills are so important for RevOps consultancy. These skills can help you to understand the business environment and your client's goals. Clear communication is also critical to [managing change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) and retaining your clients. It is important to set expectations with your clients and to negotiate with them on the changes you implement to ensure they are happy with your services. **Greg Larsen** describes how he uses conversations to retain his clients: > *“Many clients will start out as an initial project, but the goal is always to turn them into long-term clients. I've found that the way that you frame your value add in the initial conversations can set that up for success.”* --- [9 must-read books for revenue operations leadersDive into our reading list of must-read titles for revenue leaders. From RevOps guides to Navy SEALs leadership advice, you’ll gain a new perspective.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/Meta-image--25-.png)](https://www.revenueoperationsalliance.com/9-must-read-books-for-revenue-operations-leaders/) --- ### Leadership As we mentioned, it can be tricky to manage changes in an organization. Having strong leadership skills can make this process easier as [stakeholders](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) will naturally trust your expertise and follow your lead. It can also be useful to show your expertise as this can help your client to feel at ease, and trust your abilities. (Just don’t toot your own horn *too* much!) ### Data skills Data skills are crucial to measuring the success of your work and displaying this information in an easy-to-understand way. A [data-driven](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) approach to RevOps can involve lots of complex metrics - so being able to summarize this information is key. Your clients might not be able to make sense of the data that you have collected, so breaking it down and [creating visualizations](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) of key metrics will give you the edge in helping your clients succeed. [The ultimate guide to revenue operations metrics and KPIsFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## Final thoughts To sum it up, RevOps consultants work with businesses to streamline processes, resolve tech stack issues, and align teams. This is very similar to how an in-house revenue operations team would operate. The major difference is that consultants have an external point of view and can work with many clients to solve revenue problems. Continue the conversation over on our Slack channel! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Chief Revenue Officer vs Chief Financial Officer URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-vs-chief-financial-officer/ Last updated: 2023-12-21T11:21:38.000Z *This blog was originally posted on our sister site the* [*Finance Alliance*](https://www.financealliance.io/)*.* --- They're two of the most important C-suite positions in any company. The Chief Financial Officer (CFO) and Chief Revenue Officer (CRO) work to keep the business financially stable and profitable. Though their titles sound similar, the CFO and CRO have very distinct responsibilities. The CFO oversees accounting, cash flow, and financial planning, while the CRO is laser-focused on driving sales and boosting revenue. But that’s just scratching the surface. Dig a little deeper and you’ll uncover the key differences between these two chief roles - differences that highlight why the Chief Revenue Officer vs Chief Financial Officer dynamic is so crucial for companies (and their success). So, what exactly are these key differences? Read on as we discuss how both roles differ, their main responsibilities, and how they can work together to drive growth and profitability. ## What is a Chief Financial Officer (CFO)? A [CFO](https://www.financealliance.io/tag/cfo/), or Chief Financial Officer, is the financial leader of a company and a key member of the C-Suite. They manage the company's finances, create budgets, oversee financial reporting, and make strategic decisions to ensure the organization's fiscal well-being. Essentially, they're in charge of the financial direction and health of the company. ### What is the responsibility of a CFO in a company? A CFO is responsible for: - Overseeing all accounting and financial reporting - Managing cash flow and tracking expenses - Preparing budgets and financial forecasts - Assessing and mitigating financial risks - Securing financing and managing capital - Overseeing audit processes and tax compliance - Creating financial models and analyses - Providing strategic guidance on finances ### Who is higher than the Chief Financial Officer? The only role that outranks the Chief Financial Officer is the Chief Executive Officer. The CFO is as high up the corporate ladder as you can get, aside from being the top boss. So, the CFO holds major power and influence in any organization. ### What position is right below a CFO? Right below the CFO you’ll usually find the VP of Finance, Head of Finance, or Corporate Controller. They usually oversee the day-to-day management of the finance team and records. The Controller handles more of the nuts and bolts while the visionary CFO keeps their eyes on the[ strategic financial big picture](https://www.financealliance.io/10-big-picture-financial-planning-steps/). ### Is the CFO responsible for revenue? While the CFO oversees the finances, they aren't directly responsible for bringing in revenue. That crucial job belongs to the Chief Revenue Officer. The CFO manages the money while the CRO's job is to maximize sales and income. So the CFO ensures profits are optimized while the CRO makes sure revenue is growing steadily. --- [Budget planning for RevOps 101 | ROAMake your RevOps budget go further, and advocate for the resources your team needs by learning the ins and outs of RevOps budgeting.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/alexander-grey--8a5eJ1-mmQ-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) --- ## What is a Chief Revenue Officer (CRO)? As we mentioned, the [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/?ref=financealliance.io) (CRO) is a key executive who oversees and leads strategies related to generating revenue for a company. They typically manage sales, marketing, and customer-related functions to drive growth and maximize revenue streams. The CRO's role is to align these departments, identify new business opportunities, and create a cohesive approach to boost the company's overall revenue and profitability. ### CRO responsibilities The CRO is all about driving revenue and sales. Their primary focus is boosting top-line growth. Some core Chief Revenue Officer responsibilities include: - Developing the company's go-to-market and sales strategies - Setting targets for [revenue growth](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/) - Leading and managing the sales organization - Overseeing customer acquisition efforts - Identifying new revenue opportunities - Aligning sales initiatives across departments - Crafting incentive programs to motivate the sales team - Providing visibility into sales pipelines and forecasts ### Who reports to a Chief Revenue Officer? The Chief Revenue Officer has a whole team of revenue roles reporting to them. Typically, the sales department, including all the sales VPs, directors, and managers, reports directly to the CRO. This allows the CRO to drive strategy and sales execution across the entire sales org. The CRO also often has marketing under their purview since marketing plays a key role in supporting sales pipelines and lead generation. Having both sales and marketing roll up provides alignment between those customer-facing teams. In some cases, Customer Success may also report to the CRO. The CRO is responsible for the full revenue lifecycle, from bringing in new business to retaining and growing existing accounts. Having all these critical revenue-focused teams under one leader allows the CRO to power a unified revenue-generation machine. --- [Chief Revenue Officer: Revenue growth from the C-suite | ROAA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite) --- ## Common ground (CFO vs CRO) While their roles may sound distinct, the CFO and CRO do *share* some essential [territory](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/). Both are deeply committed to the company's bottom line. Their success is measured by the firm's financial well-being, be it through [managing expenses](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), increasing profits, or [scaling revenue streams](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/). Both roles also require a deep understanding of the business landscape, an ability to forecast trends, and a knack for strategy implementation. Their mutual goal? Ensuring the company thrives in both the short *and* long run. While the CRO and CFO have their unique territories, they're two sides of the same coin. Both are indispensable in steering the company towards financial success and stability. ## Is CFO higher than CRO? In the traditional corporate hierarchy, the Chief Executive Officer (CEO) is at the top, followed by other C-suite executives. Both the Chief Financial Officer (CFO) and Chief Revenue Officer (CRO) are part of this executive team, but their positions can vary in terms of reporting structure depending on the organization. However, in some companies, the CFO is considered higher in the hierarchy than the CRO. But generally speaking, the CFO and CRO are peers - neither role outranks the other. They both sit at the highest level of the organization as C-suite executives. The ideal relationship between the CFO and CRO is a partnership of equals. They collaborate closely together to drive profitable growth. ## Key differences between a Chief Revenue Officer vs CFO While the CFO and CRO have complementary aims, there are key differences between the roles: ### Background and evolution of the roles The CFO role has a long history, being formally established in the early 1900s. It rose to prominence as regulations increased after the Great Depression. The CRO role emerged more recently, gaining traction in the 1990s as global competition heated up. Companies needed to focus more intensely on sales growth. ### Priorities As outlined earlier, CFOs focus on the company’s profits, while CROs drive revenue. A CFO’s core aim is to maximize income, minimize costs, and ensure financial discipline across the organization. CFOs keep a close eye on cash flow, balance sheet strength, liquidity, and return on investment. They provide financial guidance, modeling, and analysis to inform strategic decisions across the business. On the other hand, CROs drive revenue by concentrating directly on sales growth and customer acquisition. Their priority is boosting the top line, whether through pricing, product development, marketing, [sales operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/), or market expansion. CROs bring deep sales strategy expertise and lead the charge in profitably scaling revenue. They focus on managing the sales organization, improving sales productivity, and identifying new monetization opportunities. --- [Key insights for Chief Revenue OfficersDiscover the highlights from last year’s CRO Summit in San Fransisco. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--11-.png)](https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/) --- ### CFO vs CRO skills CFOs excel at numerical analysis, modeling, forecasting and risk assessment. CROs thrive at salesmanship, relationship building, persuasion and market strategy. They both bring very different, but important, capabilities to the table: **CFO skills** - Financial modeling and analysis - Data interpretation - Accounting expertise - Budgeting and forecasting - Risk assessment - Process optimization - Strategic financial planning - Audit oversight - Tax strategy - Capital allocation - Compliance management **CRO skills** - Sales management - Marketing and messaging - Persuasion and influence - Customer insights - Pricing strategy - Sales operations - Sales training and coaching - Compensation design - Pipeline management - Channel optimization Find out more about key [CRO skills](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/?ref=financealliance.io) here. ### Key metrics CFOs focus on metrics related to money and overall profitability like [cash flow](https://www.financealliance.io/7-simple-cash-flow-management-strategies-for-busy-finance-teams/), working capital, gross profit margin, current ratios and so on. CROs drill down on metrics that impact revenue. These include sales growth, customer acquisition, churn rate and pipeline trends. ## What is the relationship between CRO vs CFO? The relationship between the CFO and CRO is collaborative and interdependent. While their primary responsibilities may differ, their efforts often intersect, especially in areas where financial decisions and risk management align. --- [Why we need to amplify diverse voices in our companies | ROAPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) --- ### Friction points between CFOs and CROs Both roles aim for profitable growth, but there can be natural friction between the cautious, risk-averse CFO and opportunistic CRO. CFOs must ensure financial discipline and often play "bad cop" by posing challenging questions about the sales team's assumptions and projections. CROs can get frustrated by conservative financial hurdles imposed by the CFO. Close collaboration and mutual respect are vital. The CFO and CRO should function as partners, *not* adversaries. When aligned, they balance prudent financial management with an appetite for top-line growth. **Some sources of tension between these roles include:** - CROs pushing for expensive sales initiatives that the CFO deems too risky - CFOs rejecting lead generation campaigns based on low ROI projections - Disagreements over [sales forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) and pipeline assumptions - CROs incentivizing revenue growth in ways that sacrifice margins **Tips to resolve issues:** - Establish joint [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) to unite their focus - Improve forecasting by collaboratively questioning assumptions - Develop revenue goals that balance growth, profitability and risk - Maintain open communication and transparency between teams ### Can a CFO also be a CRO? In small companies, it’s possible for the CFO to also handle CRO duties, at least temporarily. But in larger firms, the extensive responsibilities of both roles make this difficult to sustain. The CFO risks getting spread too thin and being ineffective in one or both roles. Specialized CRO expertise in sales strategy and execution often becomes essential as companies scale. ## Does a company need both a CFO and CRO? Most large companies have both roles, while small firms might only initially need a CFO. Here are signs it may be time to add a dedicated CRO: - Revenue growth is stagnating - Profit margins are shrinking - The sales team lacks cohesion and strategy - There are gaps in [sales training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) and effectiveness - Sales forecasting is unreliable - [Marketing and sales lack alignment](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) The CFO vs CRO dilemma comes down to money versus sales. The CFO manages cash flow while the CRO boosts the top line. Both contribute immense strategic value, making these two roles indispensably important in any growth-oriented company. --- ### Supercharge your journey to the executive level with our C-Suite Masterclass! [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### Welcome to season two of RevOps Unboxed! URL: https://www.revenueoperationsalliance.com/welcome-to-season-two-of-revops-unboxed/ Last updated: 2024-04-26T08:43:23.000Z Sandy Robinson, SVP of Revenue Operations at Patra Corporation, is *back* with even more revenue insights as she hosts season two of RevOps Unboxed! This season, Sandy goes straight to the source – speaking with real RevOps contributors from all corners of the world. They discuss the day-to-day challenges of revenue operations, share invaluable insights, and dive into some incredible stories. Join Sandy on this exciting journey as she sits down with revenue operations industry leaders, who are in the trenches striving for revenue growth. 🔎 Uncover their secrets, 🌟 Share their successes, 💡 And dive deep into the world of RevOps. ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations, and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations strategy. She'll dive deep into their processes, challenges, and success stories to give you an inside look into the ever-changing world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). ## What does it take to excel in the world of RevOps? Discover insights from top industry experts at **Nymbus, Eltropy,** and **Nisum** *(to name a few)* \- and explore their stories of success. Learn their plays for successful compensation planning, aligning teams towards revenue growth, and much, much more. 📈 Subscribe to RevOps Unboxed on your preferred podcast platform - **you don't want to miss this!** 👇 [Sign me up on Spotify! 🕺](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=30a343fed8fc4de7) [Get notified on Apple Podcasts! 🔔](https://podcasts.apple.com/us/podcast/revops-unboxed/id1683513622) [Never miss an episode on Google Podcasts! 🤩](https://podcasts.google.com/search/revops%20unboxed) ### “It's invaluable to get that new perspective” - Chief Revenue Officer Summit, San Francisco URL: https://www.revenueoperationsalliance.com/case-study-revenue-officer-summit-san-francisco-23/ Last updated: 2024-05-24T15:28:48.000Z > *“Fun.”* > *“Dynamic.”* > *“Powerful.”* These are just some words our attendees used to describe their experience at our recent Chief Revenue Officer Summit in San Francisco. In between informative talks and insightful discussions, we asked some of our Chief Revenue Officer Summit attendees their thoughts on the event, specifically focusing on: - [Benefits of attending an in-person event](https://www.revenueoperationsalliance.com/case-study-revenue-officer-summit-san-francisco-23/#benefits-of-attending-an-in-person-event) - [Key takeaways from the Chief Revenue Officer Summit in San Francisco](https://www.revenueoperationsalliance.com/case-study-revenue-officer-summit-san-francisco-23/#key-takeaways-from-the-chief-revenue-officer-summit-in-san-fransisco) ## Benefits of attending an in-person event Our attendees shared some of the benefits they’ve experienced from attending an in-person event. Here’s what **Paige Roncke**, Chief Sales Strategy Officer at Centerbase had to say: > *“The biggest benefit of attending an in-person event is connecting with professionals with different experience levels, who are here for the same reason.* > *“We're all here to network and get resources from each other on how to make quicker data-driven decisions.* > *“Professionals who have less experience as a CRO but a more varied experience in their background, whether that be marketing, or strategy, or even product, are going to come at problems from a different angle.* > *“And other executives who have more experience being a CRO, or being a sales leader and have come to this role from a sales-centric background, are going to have another different perspective.* > *“It's really great to be able to connect with, understand, and value those different perspectives, and have someone to bounce ideas off.”* **Geoff Hendricks**, Key Account Executive at Challenger, continued: > *“The chance to actually network and have informal conversations along the way, with folks who are discussing the challenges that they're facing and success they’re having – it's invaluable to get that new perspective.”* **Natasha Royer Coons**, Chief Executive Officer at Advantix, added: > “I attended last year and got so much out of this event in terms of amazing connections, access to new technology, and key insights. > “I was also invited to come back and speak, so that was amazing.” ## Key takeaways from the Chief Revenue Officer Summit in San Francisco Such good insights into why attending in-person events is so important, straight from our attendees. But that’s not all, our attendees continued by revealing their key takeaways from the Summit. **Geoff Hendricks** starts off: > *“You have to have leadership alignment.* > *“If you're not able to align with the leaders at the top, all the way down to the frontline, you're gonna struggle.* > *“We heard that over and over today, in multiple facets and within multiple different sessions.”* **Natasha Royer Coons** shares her insights: > *“It's just being in the room with like-minded individuals with similar obstacles and challenges that we're all solving.* > *“Knowing that you're not alone and picking up on the mindshare and brain trust. That's been amazing.”* **Paige Roncke** concludes: > *“I'm gonna leave today knowing that not every answer can be perfectly predicted by data.* > *“Not every answer is the same – even if the context and the situation is the same.* > *“You have to take into account every factor that's happening around you, you have to lean into the information that you have, and you need to move forward and make choices.* > *“Today we saw that in a myriad of different contexts that will happen, you’ll have a different outcome, and that's okay.”* ## Discover the hype by attending our next Chief Revenue Officer Summit Feel like you want to get involved with our next Chief Revenue Officer Summit? No problem! We’re hosting events in San Francisco and Chicago again soon - get more info! 👇 [ Join us in San Fran 🌉 ](https://events.revenueoperationsalliance.com/location/crosanfrancisco) [ Join us in Chicago 🏙️ ](https://events.revenueoperationsalliance.com/location/crochicago) ### How using AI can boost your revenue performance URL: https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/ Last updated: 2025-08-04T15:53:10.000Z If you feel like your revenue engine is stuck in neutral, AI may provide the boost needed to accelerate growth. As a fellow [revenue leader](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/), I know how challenging it can be to hit increasingly ambitious targets in competitive markets. But I truly believe AI can provide that missing spark to drive performance. I've seen firsthand how strategic applications of AI can ignite revenue growth and help teams blast past expectations. This isn't theoretical - it's practical, real-world use cases that are transforming sales, marketing, and customer experience operations today. In this article, I'll share strategies and examples of how AI can pump up lead generation, increase conversion rates, deepen customer intelligence, and [automate tedious tasks](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/). These solutions help good revenue engines start humming like a Ferrari. If you're looking for ways to take your revenue to the next level, tap into the power of AI. Let's rev up! - The AI revolution is here - How to utilize AI in your workflows - New capabilities for small teams - Risks to consider - Start small, think big - The future with AI is bright ## The AI revolution is here What we call "AI" refers to machine learning models that can generate images, text, audio, and more, trained on massive datasets. But AI isn't entirely new. For over a decade, businesses have used machine learning for predictive lead scoring, data modeling, and more. However, capabilities are accelerating incredibly fast, with systems continuously getting better at generating content and automating tasks. Tools like [ChatGPT](https://www.revenueoperationsalliance.com/tag/chatgpt/) for example, showcase advanced natural language capabilities and the possibilities that lie ahead. Across roles from [sales to marketing](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) to customer success, AI is poised to revolutionize business. Revenue leaders who embrace this shift will have a **decisive competitive advantage**. Though it’s our duty as revenue leaders, to start developing an [AI strategy](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) now, identifying use cases to pilot, and evaluating risks like data privacy and IP concerns. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## How to utilize AI in your workflows ### Generating content and ideas Quality content is the fuel for revenue engines - it brings in visitors, converts leads, and nurtures opportunities. But creating content fast enough to feed campaigns is challenging. AI excels at creating content and ideation, reducing delays for campaigns and content development. Rather than spending days writing a blog post, I can provide a few prompts to AI writing tools like Shortly and Jasper to generate a draft in seconds. This works for blogs, emails, training materials, and more, and while the output isn't perfect, it provides a strong starting point. For social media, AI can generate hundreds of optimized posts and [creative](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) captions by ingesting relevant data sources and prompts about our offerings. I've used tools like Rytr AI and Splice to quickly create a month's worth of social content. AI can also create videos; we used synthesized AI voice and video clips for YouTube Shorts. By alleviating creative barriers and bottlenecks that slow down campaign velocity, AI lets us develop content faster to feed our revenue engines. [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ### Automating sales prospecting Prospecting is tedious but essential work. AI can help automate these time-consuming tasks to increase sales productivity. With the right tools and frameworks, AI can generate personalized, engaging email sequences, call scripts, LinkedIn messages, and videos at scale. For example, our sales reps record short video introductions that AI tools like D-ID and Synthesia can convert into photorealistic videos tailored to each prospect with their name and company details seamlessly integrated. > *This level of personalization and automation enhances outreach while saving reps hours of manual work.* We've also used AI like Gong's Reach tool for automated email personalization and Seamless.ai's conversation intelligence capabilities to analyze sales calls and automatically generate smart follow-ups. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ### Customer intelligence and hyper-personalization Understanding customers is critical, and truly [understanding each customer](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) is impossible at scale without AI. It provides instant insights into customer behavior, purchases, and preferences that can power 1:1 messaging. > *By connecting datasets and leveraging predictive analytics, we can build detailed customer profiles and micro-segmentations.* Our marketing team uses customer intelligence platforms like AgencyAnalytics, and Personalization.com to target users with personalized content, offers, and experiences tailored to their needs. In sales, we leverage conversation intelligence and interaction data to hyper-personalize follow-ups. Our account executives use tools like Chorus.ai to capture calls and Gong to analyze them. This all allows us to drive higher engagement and conversion. Based on what prospects say and do, we can also tailor future outreach for better relevancy. AI doesn't replace human intelligence but provides all the customer insights needed to have meaningful engagement. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) ## New capabilities for small teams Leveraging AI, small teams can gain enterprise-class capabilities that typically require an army of specialists. A few examples: 🧠 **Conversational intelligence** to analyze customer engagement 🔮 [**Predictive lead scoring**](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) to identify high-propensity prospects 👀 **Customer data integration** to build 360-degree views 💡 **Automated outbound campaigns** with personalized text, email, and video 💻 **Content creation** for blogs, emails, social posts and more With the right strategy and tools, small teams can leverage AI to drive enterprise-level results on a startup budget. Democratization of these technologies truly levels the playing field! ## Risks to consider While promising, AI has risks around data privacy, IP, and legal compliance that require diligence. Output may contain biases or problematic content if the underlying training data has issues. Continued human oversight is **absolutely** key. When developing an AI strategy: - Vet AI providers carefully. - Review output initially before full deployment. - Have people involved in key decisions, not fully autonomous systems. - Consult legal counsel on liabilities. - Store training data securely and comply with regulations. AI done right mitigates risks while unleashing benefits. But unmonitored AI can potentially create legal exposure or PR issues, so make sure to manage risks appropriately. [Strategies to gain stakeholder buy-in for RevOps change | ROAKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ## Start small, think big I'm still early in my AI journey, but I’m already seeing major benefits. My advice is to start small with a few use cases, track results diligently, and expand from there. With the right vision, AI can transform [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/). But approach implementation gradually and thoughtfully. You don't need leading-edge AI to gain advantages - even simple automation delivers value. Prioritize mundane tasks as the first place to apply AI. Content creation, data entry, customer research, lead list development, appointment setting, and call/email workflows are all areas ripe for automation. Productivity gains compound over time. Monitor impact, address risks, and educate staff as you scale usage. This ensures you apply AI judiciously and strategically. With the right oversight and governance, AI will provide your revenue engine rocket fuel. [Becoming a data-driven revenue machine | ROAGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ## The future with AI is bright These are still early days, but AI is already enhancing revenue performance. As the technology advances, and best practices evolve, I expect AI will become an indispensable part of our stack. 🤖 Revenue leaders who embrace this shift will gain a decisive competitive advantage. Digital transformation powered by AI will separate market leaders from laggards. I don't have all the answers yet on AI - it's a journey. But the use cases I've shared demonstrate real, tangible value in areas like content creation, sales productivity, and customer intelligence. There are so many more applications to explore. If you're skeptical about AI, I encourage you to dive in and run small tests. See for yourself the time and workload reductions these tools enable. And get ahead of the curve, because your competition is definitely exploring AI already. Done right, AI will boost revenue, delight customers, and future-proof your business. I can't wait to see how this technology transforms our capabilities and catalyzes results. > ***The future is bright, and AI will light the way!*** --- Are you a Director or VP level RevOps professional looking to transition into a C-suite leadership role? Or, are you a newly appointed C-suiter keen to explore how to thrive in your role? 👀 **We've got just the thing for you.** Introducing the[**C-Suite Masterclass certification**](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com). From developing your leadership abilities to understanding the unique challenges faced by C-level executives, you'll gain the knowledge you need to drive results, inspire teams, and achieve your career aspirations. [Future proof your career](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) --- *This article comes from *Stewart Townsend*’s talk, ‘Boosting revenue performance with AI: Real-world strategies and use cases’, at our *Virtual Chief Revenue Officer Summit 2023*.* ### A strategic guide to monetizing customer success URL: https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/ Last updated: 2025-08-04T15:53:40.000Z *This blog was originally posted on our sister site the* [*Customer Success Collective*](https://www.customersuccesscollective.com/)*.* --- A company's success hinges on the satisfaction and success of its customers. But what does it mean to monetize [customer success operations](https://www.customersuccesscollective.com/customer-success-operations/)? How can businesses focus on delivering genuine value to their clients, while also improving their bottom line? Drawing from my 17-year-long career journey with organizations like **Cisco**, **McAfee**, **SonicWALL**, and **DocuSign**, I’ll reveal how businesses can: - Transition from viewing customer success as a cost function to a revenue function, - Reap the benefits of segmented customer-centric plans, - Overcome roadblocks, and - Fully utilize the vital role of Customer Success Managers. Whether you're an executive considering new ways to leverage customer success, a Customer Success Manager (CSM) looking to expand your skills, or simply interested in the future of post-sales operations, expand your knowledge with these invaluable insights. Carry on reading this article as we delve deep into the nuances of customer success monetization and explore how this approach can propel both your customers' success and your company's [revenue performance](https://www.revenueoperationsalliance.com/what-is-revenue-performance/). [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## Shifting the perspective to view customer success as a revenue driver The fundamental shift that businesses must undergo is transitioning from viewing [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) (CS) as a cost function to viewing it as a revenue function. When CS is treated as a “freebie,”' corners may be cut, potentially leaving your CSMs stretched thin over multiple clients, which can affect the quality of service provided. While this approach might work when dealing with smaller customers or if you're aiming to scale, it falls short with large enterprise customers such as top-tier banks or tech giants like Google or Facebook. These are clients who require “white glove” treatment – a service level where a freebie model doesn't suffice. These customers, with their unique personas, are willing to pay for premium, personalized services, as long as they receive value. In response to this realization, we engaged with our clients to understand their needs and requirements better. This feedback guided us back to the drawing board, where we developed tailored service packages. A [Product Manager](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) on our team did an excellent job gathering all the customer feedback that formed the foundation of these packages. [How to build a culture that values customer interaction in product-led growthIn product-led growth, giving your customers value is the number one driver of growth. So how do you prioritize customer satisfaction?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Madro![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/PLG-Customer-success.jpg)](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) Instead of offering merely the services of a CSM, we constructed an “experience package.” This included professional service hours to assist with [implementing](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/) new products or services, education hours to empower the customer to get the most benefit from the product or service, health checks, architecture reviews, adoption consulting, and of course, the services of a CSM. In providing such a comprehensive service, we were able to **monetize our customer success operations**. This initiative also allowed us to **maintain healthy margins** as we had control over where we placed our costs, whether locally or remotely. This project was a success because we offered tiered success plans, each catering to different customer personas and requirements. These plans varied from adding technical resources in high-end plans to just providing CSM resources in lower-end plans. In the end, the flexibility in these variations is key. This way, you can cater to a wide array of customer needs and preferences, thereby driving revenue while delivering superior customer success. [RevOps, data, metrics, and CX | ROABy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## Overcoming the challenges of monetizing customer success ### Challenge #1: Educating your sales team 🎓 One of our first challenges was re-educating our sales team. They were accustomed to the freebie model, but we needed to illustrate why this new package approach was more beneficial. By committing to deliverables, we ensure that our customers are not only consuming the product but also adopting it. This commitment ultimately leads to customer retention, upselling, and cross-selling opportunities. However, changing our approach wasn't an overnight transformation, it took years of educating various parts of our organization on our new direction. In addition, we had to **establish clear collateral detailing our deliverables and selling points** to assist our sales team. At times, it was necessary to step into their deals to help pitch the success plans to customers. As they began to see the benefits of these plans and the potential for increased commissions, the transition gradually took place. [Game on: Get your sales team pumped with these 5 training competition ideas | ROADebbi Varela talks us through five training competition ideas for your sales team, to enable their success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDebbi Varela![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/22.png)](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ### Challenge #2: Collaborating across different functions 🧩 When you're including so many elements in a package, each function involved *must* cooperate. For instance, if we're adding professional services hours, a portion of the package costs must be allocated to the professional services team. This requires [seamless collaboration between functions](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) such as education, health check, and finance in order to deliver these success plans. ### Challenge #3: Altering the mindset of your CSMs 🧠 This change involves making them responsible for the entire customer journey and ensuring they're delivering on the [metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) we've promised to the customers as part of their success plan. This shift necessitates substantial coaching, guidance, and training for the CSMs. In summary, the top challenges in this transition are collaboration across various departments, reshaping the mindset of sales, and reorienting the perspective of our CSMs. ## What you need to consider before you monetize your customer success function The evolution of a startup requires a certain flexibility in the way business operations are managed. The early stages demand a focus on acquiring as many customers as possible and ensuring their success with the product. However, as the company matures, it becomes beneficial to consider monetizing the services that contribute to this customer success. As a mid-tier or larger company considering the move to monetize your success plans, the first step is customer segmentation. Understanding the spending habits and size of your customers allows you to categorize them effectively. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) For instance, high-tier customers might spend over $20 million, mid-tier customers could range between $5 million and $10 million, while low-tier customers could fall anywhere between $1 million and $5 million. It's important to bear in mind that these values will vary based on the nature of your business. Once you have your segments, the next step is to understand their requirements for product adoption. Are there high staff turnover rates requiring consistent education for new administrators? Do they lack the in-house expertise and hence need professional services? Answers to such questions will guide you on what to include in your package. After establishing what your package will contain, you need to calculate the cost of delivering it. To this cost, it's advisable to add a healthy margin of around 35% before presenting the price to your customers. [Empower your employees with a customer-centric cultureDrive business success by empowering employees to maximize every customer interaction. Foster a culture of customer-centricity now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGrace Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CSC-leadership.jpg)](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) Implementing such changes should never be done abruptly. Pilot the new approach with a small section of your customer base to gauge their response. This will provide valuable insights that can help refine the success plans. Additionally, different sectors may require customized success plans due to their unique needs. Banking and education sector customers, for instance, may have very different requirements. A crucial element throughout this process is the involvement of your sales team. They will be instrumental in selling these success plans and should therefore be included every step of the way. Monetizing your success plans requires a balanced mix of customer understanding, cost and revenue considerations, and effective team collaboration. Done correctly, it can significantly enhance your company's revenue stream while ensuring the continued success of your customers. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) ## A final word of advice for CS leaders looking to monetize their customer success function As a customer success professional, I can't stress enough how vital your role is in the realization of success plans. We may design these strategies as executives, but the actual execution and delivery lies in your capable hands. You're not just a piece of the puzzle; you're the guiding force navigating the customer through their entire lifecycle with us. My advice can be summed up in three key points: ### 1\. Adopt a holistic approach You are not just facilitating a service; you're an ally to the customer, a trusted advisor. From the moment they join us, through implementation, product adoption, any arising issues, and business reviews, you are there. You guide the conversation around renewals, upselling or cross-selling opportunities, and portfolio enhancements. Their success mirrors your success, and this is a mindset shift we need to make. [Utilizing design thinking principles in revenue operations | ROAUtilize the design thinking mindset to creatively solve RevOps problems. Design thinking emphasizes creativity, user-centricity, and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--13-.png)](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) ### 2\. Transition from a reactive role to a proactive one Don't wait for the customer to come to you; you should be so tuned in to their needs and patterns that you can anticipate their requirements. For example, if they're going through an upgrade, you already know whether their other complementary technologies are in sync or not. You can foresee potential issues and address them proactively. ### 3\. Focus on planning and preparation Your understanding of the customer's journey should be so comprehensive that you can navigate them seamlessly from one step to the next. Aligning yourself hand in hand with the customer and advising them on the best way forward will ultimately foster a successful partnership. --- Want to join a community of like-minded RevOps pros? Look no further! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Strategies to gain stakeholder buy-in for RevOps change URL: https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/ Last updated: 2025-08-04T15:54:45.000Z Change is inevitable in any organization. Whether [implementing new processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/), adopting cutting-edge technologies, or redefining workflows, [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) is essential for growth and staying competitive. One of the most prominent challenges leaders and managers face is getting key stakeholders and end-users on board with these changes. Resistance to change can be a significant roadblock to progress. In this article, we'll explore: - [Understanding resistance to change](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/?utm%5Fsource=slack&utm%5Fmedium=announcement#understanding-resistance-to-change) - [How to secure stakeholder buy-in](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/?utm%5Fsource=slack&utm%5Fmedium=announcement#strategies-to-secure-stakeholder-buy-in) ## Understanding resistance to change *Why do people resist change?* Resistance to change is a natural and biological response. We are creatures of habit, and any disruption to the status quo can be unsettling, uncomfortable, and even a little scary. Some common reasons for resistance to change are: ### Fear of the unknown Our [employees](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) often fear what they don't understand. When introducing a new process or technology, project stakeholders may worry about how it will affect their roles, job security, and daily routines. For example, your company is rolling out new [automated lead scoring](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/). This new technology will automatically score your leads based on your various criteria and nurture them through the sales funnel. Employees who previously handled the lead qualification and nurturing manually might worry that this technology will make their roles redundant and result in layoffs or downsizing. [Mastering change management in revenue operationsRevOps experts Serena Cordon, Karli Brophy, and Nicholas Gollop discuss the secrets to a successful change management strategy in revenue operations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceSerena Cordan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Meta-image--63-.png)](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/) ### Current comfortability Even if the current processes are inefficient or outdated, some individuals may feel comfortable simply because they are familiar with them. Change threatens this comfort zone (even if it's a good change). 💭 **Consider this RevOps scenario:** Your team has been using manual data entry processes to collect and analyze customer data. They manually input data from various sources ([CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), marketing platform, sales reports, etc.) into spreadsheets and databases. [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) leaders recognize the need for change and want to implement an [automated](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) data integration system to connect all the data sources, streamline the data collection, and provide real-time and easily reportable analytics. Although this new system will be more efficient and time-conserving, your team may resist it due to their comfort with the manual method. Team members are accustomed to the data entry process. They know the ins and outs of the existing spreadsheets and databases, providing them with comfort and control. [Unlock the power of RevOps automation | ROALooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--7-.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ### Lack of awareness Internal stakeholders might not fully grasp the reasons behind the proposed changes or the benefits they will bring. This can lead to skepticism and resistance. For example, your company has been using the same outdated CRM for years, it lacks advanced features and struggles to keep up with your growing customer base. You've recognized that it's time for a change and have discovered a new CRM system that is more robust and modern. The system will enhance data management, your sales cycle, analytics, and [reporting](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) capabilities. Deciding to upgrade to a new CRM system impacts many teams (think: sales, marketing, CSM, support, etc.). Some of these teams are resistant due to the need for more understanding about **why** the change is necessary. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Loss of control Some individuals may resist change because they perceive it as a loss of control over their work or a shift in organizational power dynamics. 💭 Let's explore a RevOps scenario where your team has decided to implement a [unified sales and marketing](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) platform… The new platform centralizes customer data and streamlines communication. Some team members have expressed resistance to this change because they fear the new system will centralize decision-making and reduce their autonomy. The team may have shared concerns about losing control of their day-to-day operations. > *This resistance all stems from employees feeling a loss of control.* ## Strategies to secure stakeholder buy-in No need to fear – help is on the way! Now that we've identified common reasons for resistance to change, let's delve into strategies to overcome these barriers and gain buy-in from stakeholders. ### Clear communication My favorite strategy to [combat change resistance](https://www.revenueoperationsalliance.com/how-revenue-operations-can-help-businesses-navigate-change/) is communication. The importance of clear and transparent communication cannot be overstated. Take time to explain the change's reasons, benefits, and how it aligns with the organization's goals. Address concerns openly, honestly, and – you guessed it – transparently! Use various communication tools such as emails, meetings, Slack, and presentations to ensure everyone is informed. Clear and constant communication builds trust, reduces uncertainty, creates space to address concerns, promotes understanding, and can even encourage engagement. 💡 For example, create a strategic communication plan when kicking off a new project. Identify the impacted audiences and create your communication plan from there. Your plan can include a short kick-off email, a mid-implementation update, training invites, and the launch communication. ### Involve stakeholders from the beginning Raise your hand if you've ever been personally victimized by processes created in a silo. 🙋 You're not alone – people are more likely to support what they help create, so involve stakeholders in the decision-making process, and gather their input. This collaboration not only gives them a sense of ownership but also ensures the changes are more likely to meet their needs. ### Build a strong business case Use data and evidence to build a compelling case for change. Prove to the users **why** the change is needed. Show your stakeholders how the new processes or technologies will improve efficiency, reduce costs, or enhance quality. Visual aids like charts and graphs can be effective in conveying this information. #### 📖 Example business case For example, your [SaaS company](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) has a sales ops team struggling to meet revenue targets due to several inefficient processes. You must make a strong business case to leadership and stakeholders on why a change is needed. You decide to show the following evidence: - Your ****conversion rate** is 15% ****compared to the industry average** of 25%. Why is it so low? The sales process needs to be enhanced to keep up with the changing landscape. - Manual data entry ****cost** can be shown at $50,000/month and employee ****time spent doing repetitive manual tasks** is 30+ hours/week. The high manual data entry costs and substantial time spent on tasks indicate some operational process inefficiencies. - The average ****response time** to customer questions is 24 hours. Your company has also seen ****customer complaints increase** about lack of personalization in responses by 40%! This delay in response and increase in complaints can highlight the effects of data silos affecting customer satisfaction. With the new processes and technologies you’d like to implement, you believe these issues can be resolved. The solutions you decide to discuss with leadership include: - Implementing predictive analytics to help the sales team identify high-potential leads. These analytics aim to achieve (at minimum) the industry average of 25% conversions. - Automating repetitive and routine tasks can reduce operational costs and save employees time for more strategic activities and higher productivity. Automation can help save $50,000/month. - Migrating to a new unified CRM system to centralize customer data enables better cross-functional collaboration (including, but not limited to, sales and customer success). This new system can reduce response times and increase account personalization, improving customer satisfaction. Ultimately, the [data](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) you need to build a strong case depends on the problem you’re working to resolve. When building the case, think quantitatively and analytically. Provide numerical evidence that is easy for your leadership to digest. ### Provide training and support One common reason for resistance is the fear of incompetence with the new changes. Provide adequate [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) and ongoing stakeholder support to help your team acquire the necessary skills and confidence to adapt. Videos, process guides, open office hours, and team channels are all ways to help end-users get trained and adapt to the process. No question is off-limits. Have multiple communication channels where end-users can ask questions and get answers quickly and collaborate with your [sales enablement team](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/) to ensure confidence in the new process is gained quickly. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/ROA_Unboxed_Podcast_CTA_Season2.png)](https://www.revenueoperationsalliance.com/tag/podcasts/) ### Recognize and reward Acknowledge and reward those who embrace the changes and contribute positively to the transition. Public recognition and incentives can motivate others to follow suit. There's nothing like a little shout-out on an all-hands call to make someone feel special. Depending on how critical the process is to your RevOps goals, you may want to offer a [financial incentive](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) for those who adhere to the new process quickly. Who wouldn’t love a mini-bonus? Do you have an employee of the month program? Consider picking someone who is doing a great job working with the change. If your company has a PTO program (other than unlimited PTO), consider offering additional days off for those contributing positively to the change. These rewards can motivate your team to adopt the change. [Motivate your sales team with effective compensation planning | ROACompensation design is a crucial aspect of the revenue operations workload. How can you implement commission to retain top sales talent? Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--20---1-.png)](https://www.revenueoperationsalliance.com/motivate-your-sales-team-with-effective-compensation-planning/) ### Address emotional concerns Understand that emotions often drive resistance to change. Take the time to listen to stakeholders' fears and anxieties actively. Empathize with their concerns and offer reassurance when possible. > *Empathy turns good leaders into great ones.* How can you show empathy to your employees? Acknowledge and validate their feelings while they’re sharing their concerns, help them understand the why behind the change, and provide assurance and remind them of the ways they are going to be supported. ### Be patient Change takes time. It's essential to be patient and not expect instant compliance. Anticipate setbacks and be prepared to adjust your approach as needed. Compliance can take several weeks all the way up to several months, depending on the complexity of the change. Review your group's historical track record with previous process changes to better understand how long it might take your team to adjust. [What is burnout and how you can prevent itIt’s important for any worker to understand what burnout is and recognize the signs, no job is worth sacrificing your mental health for.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJade Warne![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CLA-Burnout.jpg)](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/) ## Conclusion Dealing with resistance to change and securing stakeholder engagement is critical to successful organizational growth. Leaders and managers can navigate change more effectively by understanding the reasons behind resistance and implementing these strategies. Remember, **change is not the enemy; it's a catalyst for progress.** With the right approach, you can turn resistance into acceptance and drive positive organizational transformations and successful project outcomes. --- Want to join a growing community of revenue operations professionals? Check out our Slack community! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How systems and data play a pivotal role in CS Operations URL: https://www.revenueoperationsalliance.com/how-systems-and-data-play-a-pivotal-role-in-cs-operations/ Last updated: 2024-06-07T15:03:25.000Z *This blog was originally posted on our sister site the* [*Customer Success Collective*](https://www.customersuccesscollective.com/)*.* --- My name’s **Minna Vaisanen**, Head of Customer Success at **Growth Engineering**. In this article, I’m going to go into detail looking at: - My customer success journey so far - The systems and software developed at Growth Engineering, and their benefits - The data points to track and the benefits of leveraging them in your CS operations - The building blocks of customer success systems and data - How to maximize data to drive further success for customers Shall we get started? ## My customer success journey so far **Growth Engineering**’s a learning management platform that runs a multitude of applications. Naturally, my biggest responsibility here is to make sure our customers reach their outcomes. Prior to this role, I was VP of Customer Success at a hospitality tech firm. That's actually my background – I am a long-lived hospitality expert! I started my career as a Director of Revenue in a hotel environment, which is to say I was a data geek to a certain extent. I looked after [forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) and I did a lot of data manipulation to understand the best pricing on any given day. From there, I moved into a role in our [Asia Pacific (APAC)](https://www.customersuccesscollective.com/customer-success-festival-apac-2021/) headquarters where I taught system adoption. System adoption comes with a lot of [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/), so if you want to tick off the skill sets for customer success, I've done data, I've done forecasting, I've done change management, and system adoption. That's where my passion for systems and training comes from. I’ve found my perfect match now at **Growth Engineering** because I'm teaching a learning management system to our customers. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## The systems and software developed at Growth Engineering and their benefits I should start by saying that I didn't develop software specifically for **Growth Engineering**; I went to a vendor solution. I believe that systems, and tech in general, should enable you to do your job better. For customer success professionals, having a 360˚ view of customers through tech is vital. You always want to be able to see where your [customers](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) are on their journey and what they’re doing there. Before implementing any new software, I made sure that we had thought about the stages our customers go through. We mapped out the customer journey and lifecycle phases, and we allocated activities and playbooks against each of these phases. That's one part of the prep. Another aspect of the preparation for implementing a new system is looking at your data structures: - What different types of data are you getting? - Are you getting product data? - Where is your customer data? All that good stuff. [How revenue & customer success can work together more effectivelyDiscussing the importance of close relationships between revenue & customer success teams, we present a Q&A from the Future of SaaS Festival where experts provide insights on how closer collaboration can work together to drive growth, adoptions, and of course, revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEmma Bilardi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ashkan-forouzani-m0l9NBCivuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) Before you invest in any new software, make sure you're selecting a tool that helps you to bring your whole tech stack together. For example, if you're using support software, that should integrate with your sales tool. Most SaaS companies use the project management platform, Jira; when you can incorporate that into your CS tool, you get a holistic 360˚ view of the customer. For me, that’s the benefit of having implemented that from the get-go. With that, I was able to implement [customer success software](https://www.customersuccesscollective.com/customer-success-tools-of-choice-2022/) which boosted the capabilities of the team. If you don't have CS software, you often don’t know where to find the info you need, and you waste time looking for that – that’s another great benefit of CS software. The third benefit is [automated](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) task management. My CS software helps me figure out which customer I should be looking at now and what I should be looking at with them. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## The data points to track and the benefits of leveraging them in your CS operations Let me dive into the [data side](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) a little bit more. I think there should always be a distinction between internal and external data. What helps you internally might also help you externally, but you should still differentiate those two. We use internal data to accurately track [customer churn](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) rates against their reasons for leaving. We also look at health scores, which factor in NPS, and I'll touch upon those a little bit later. Those are good internal metrics for us to understand what the customer is doing and what they’re saying to us. It’s also great to have a visible data point that you can present to your management teams. That way it’s not just “Hey, I think this,” but instead, “Here's what our customers are saying,” and you have qualitative data to back you up. We talk a lot about health scores in our industry, and that is a somewhat subjective scale but a key item is to understand what the customer is saying, so NPS can play a part. You also want to see if they’re experiencing any issues related to support tickets, and it’s a good idea to include some kind of product metrics so you can see which part of your product customers are using. If you can get those three kinds of data points, you're getting a sense of what the customer feels about you. As I said, it can be a bit subjective, but what it should give you is an indication of who's not satisfied enough to continue with you. From there, you can have discussions with the other managers about why customers' health scores are what they are. This will naturally lead to bigger conversations about how you’re serving your customers, and you can scale from there. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ## The building blocks of customer success systems and data There’s an old saying, “Garbage in, garbage out.” In other words, if your data is bad, your output is bad. Systems are only as good as the things that you feed into them. So before you embark on any implementation, the first building block is to take stock of the data you have. Literally write up a document assessing whether you have good data on customers in terms of their spends, their contracts, and their product usage. Check what data you’re missing and where you can access that. You should do a whole data-mapping scenario. The other thing to note is that systems give you what you want out of them. There are standard fields, typically name and email address, but the other fields are left up to you to define. Another building block then is understanding what is important for you to know at a glance. [5 steps for effective RevOps process improvement | ROAThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) I'll give you an example. We run three products, and we've got other options for upselling, so it's important for us to know what products our customers are using and how many licenses they have. We can find this data in our bespoke fields. Think carefully about your bespoke fields and the kind of information you want to have at a glance. That being said, you're not going to get it right the first time, so allow yourself some flexibility. As you grow with the systems, you learn how to use them. My final piece of advice is to never assume that someone's going to embrace the new system from the get-go. People have different learning curves in system adoption – it’s the same with your internal teams as it is with your customers – so check in weekly to make sure your team's comfortable using it and that they're embracing it. If they're not, you've got a massive bill on your hands that you're not getting any output from, so change management is key. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ## How to maximize data to drive further success for customers There isn’t a one-size-fits-all approach when it comes to data, but external data can be really valuable as a conversation starter with your customers. If you’re able to show them what they're doing and what they're missing, that's great. Let me elaborate on that with an example. We share our customers' usage data in their customer portal so they can see at a glance what end users are doing on the platform. If that's your model, it's really valuable to share what customers are getting out of your product. This is probably going to be the hardest part because your system might not provide this information seamlessly, but you should be laser-focused on trying to create measurable outcomes for your customers. Whatever activity they're doing in your platform, how is it improving their day-to-day work? If you can put a monetary value against that and equate it to improved revenue or cost savings then you are in a very good place to start talking about the value you're providing for that company. That obviously leads to a much better conversation around renewal because you've got a tangible measurement that you can demonstrate to your customers. --- **Want to connect with other RevOps pros? Join 1000s of revenue operations practitioners in our Slack community.** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The best competitive strategy for each stage in the business lifecycle URL: https://www.revenueoperationsalliance.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/ Last updated: 2023-10-25T13:48:02.000Z The first three stages of the business lifecycle go something like this: - Startup - Growth - Maturity From that point on, things get a little shaky. The business can begin to ****decline** as other, more agile competitors step up to the plate. Or, it can keep innovating. This ****rebirth** stage sees the business transition to keep up with the changing market. There’s one other possible ending, though: ****acquisition**. The business owner can cash out of the business, rather than stick around to see it through its next phase. If you’re looking for the right competitive strategy for where your business is at, you’re probably in one of those first phases. Those are the ones almost every emerging business finds itself in. Let’s take a look at which types of competitive strategies you should adopt at each stage of the cycle. - [How businesses win](https://www.competitiveintelligencealliance.io/p/22935e17-608a-4245-a962-57b63469e5bb/#how-businesses-win) - [But what about..?](https://www.competitiveintelligencealliance.io/p/22935e17-608a-4245-a962-57b63469e5bb/#but-what-about) - [Porter's generic strategies](https://www.competitiveintelligencealliance.io/p/22935e17-608a-4245-a962-57b63469e5bb/#porter%E2%80%99s-generic-strategies) - [The company lifecycle (revisited)](https://www.competitiveintelligencealliance.io/p/22935e17-608a-4245-a962-57b63469e5bb/#the-company-lifecycle-revisited) - [TL;DR](https://www.competitiveintelligencealliance.io/p/22935e17-608a-4245-a962-57b63469e5bb/#tldr) ## **How businesses win** But first (!), let’s take a look at the different ways a business can become successful. First, it wins more ****market share**, and sells a larger number of units to a greater number of people across the total available market. Second, rather than sell more units, it increases its profit margins per unit sold, while selling the same number of units. There are typically two ways it can do this: 1. ****Cut costs** and sell at the same price. 2. ****Improve the product** and charge a higher price. Costs remain constant. All of these generate more profit for the company, which can then reinvest that capital. All other things being equal, a business that’s more profitable will win over the competition. Let’s examine each option in a bit more detail. #### **Win more market share** Businesses that want to win more market share need products or services with broad market appeal. This doesn’t have to mean “appealing to the masses”, although it might. A single product that appeals to everybody is great. But different products for [different market segments](https://www.competitiveintelligencealliance.io/four-types-of-market-segmentation/) might work even better. Of course, it’s hard to create a single successful product. Creating multiple successful products demands more staff and more money. Businesses in the startup stage are usually wiser to stick with a single product. #### **Cut costs** A business that cuts its costs without negatively affecting the product makes more money from each unit it sells. It costs less to produce each unit (or to fulfill a service once). Less money out, same money in, more profit! A business can cut its costs by switching, or negotiating better deals with, its suppliers or manufacturers. It can also cut its costs by becoming more efficient, or by employing economies of scale. #### **Improve the product** A business might not reduce its costs by working to offer a better product or service, but it will almost certainly be able to charge more. When you offer a great deal more value, customers will be willing to pay a great deal more. Same money out, more money in, more profit! Even existing customers will be happy to pay more if you make it clear to them how much more value they’re getting from their product now than when they first came on board. ### **What to notice about all of these methods** All of the above methods flow into each other. Make more profit with any of the above methods, and you’ll be able to reinvest that profit into any of the others. If you’re able to cut costs, you can reinvest your profits in improving your product, researching your market, and [identifying competitor weaknesses](https://www.competitiveintelligencealliance.io/competitor-swot-analysis/). In turn, you’ll win more deals, start stealing market share from your competitors, and make even more money. In turn, by winning more customers, you’ll learn more about what held them back from choosing you before. You’ll also learn what the final straw was that made them look to leave your competitor. All this helps inform your product development, and tells you where to direct your newfound capital. In other words, there’s a positive feedback loop at play here. Just make *some* progress early, and you’ll find your business accelerating into the growth stage in no time. --- [![](https://www.competitiveintelligencealliance.io/content/images/2023/06/C-Suite_Masterclass_Email_Banner_--1-.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=competitiveintelligencealliance.io) --- ## **But what about..?** By now, you should have questions. Because all that sounds neat and tidy, and you know nothing’s ever that easy. When it comes to ways a business can generate more profit, we’re leaving out other things that matter too. Things like the quality of the business’ leadership, the quality of its strategic decision-making, and its ability to close deals. But with the right people, such things should take care of themselves. And a business with more money can afford to hire better, more qualified people. So it should, in theory, win there too. Ok. But what about winning market share? When do you ever get a bunch of “unclaimed” market share just sitting around, waiting for you to come along and win them? You’ll have to win market share from the competition if you’re to win them at all. So, how do you get ahead enough to start generating more profit? For that, [you’ll need a competitive advantage](https://www.competitiveintelligencealliance.io/comparative-vs-competitive-advantage/). That’s where Porter’s generic strategies come in. ## **Porter’s generic strategies** First, a primer on Porter’s generic strategies. Michael Porter proposed three distinct competitive strategies: - Cost leadership. - Differentiation leadership. - Focus leadership. Let’s examine those more closely. ### **Porter’s generic strategies explained** #### **Cost leadership** A business that cuts costs while keeping prices the same can make more profit. It can then reinvest that profit into its products, people, and processes. This creates a positive feedback loop that accelerates the business’ growth, widening the gap between it and its closest competitors. Or, a business can look to pass its cost savings on to its customers, lowering its prices. Competing on price is rarely the best strategy for a business, as prices can only drop so close to zero before you’re out of business. While you might attract more people with your lower prices, there are some things to consider: 1. Does your product or service have ****broad enough appeal** to actually attract more customers even if the price is lower?s 2. Is your price a ****real reason** you’re losing deals? 3. Will the uplift in customer numbers ****offset the drop** in prices? 4. Are the customers you’d attract with lower prices ****the kind you’d want?** Remember, there’s no limit to how much you can increase your prices. You can offer ever-increasing value to your customers and continue charging more for it. In this direction, you’re limited only by your creativity and willingness to provide value. Try to win by being the cheapest, and you cheapen your product too. For some businesses this is the right strategy. For most, it’s not. ### **Differentiation leadership** Differentiation leadership is where your product or service does a few select things *very* well. Much better than your competitors. You’ve looked at similar products, uncovered where your product is strongest, and doubled down on those strengths. You’ve figured out how to make your product *different*, so it can stand on its own amongst other high value products. By doing a few things very well, your product becomes very good at solving very particular customer needs. The customers who want these needs met more than any others *will* favor your product over your competitors. Some of those competitors might even have you beat in other areas. But for your select cohort, your product solves their unique problems the best. So long as that doesn’t change, you’ll always be their first choice. ### **Focus leadership** Focus leadership comes down to focusing on one, small niche of customers to create what's called a [niche competitive advantage](https://www.competitiveintelligencealliance.io/niche-competitive-advantage/). A lot of research will likely have gone into finding and defining this customer segment. From the ground up, you’re able to build a product or service that caters to every need of this small niche. You understand them, and your product caters to them, better than any of your competitors. By virtue of being a small niche, broad market appeal is not what you’re aiming for. Everything from your pricing, to your feature set, and your brand messaging, all of these are geared towards selling your target market on your product. You might think this sounds quite a lot like differentiation. The difference between this and differentiation is that it can apply to both cost *and*differentiation. If price is a core need for your customers, you’ll have to incorporate that into your product or service. ☝️ Note: In Porter’s original framework, these three actually formed a quadrant, with Cost and Differentiation leadership as the two core options, both existing on a scale of focused-to-broad in how niche or broad your target market is. --- [![](https://www.competitiveintelligencealliance.io/content/images/2023/06/C-Suite_Masterclass_Email_Banner_--1--1.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=competitiveintelligencealliance.io) --- ## **The company lifecycle (revisited)** So (big drum roll) what does any of this have to do with the company lifecycle? At different stages of the lifecycle, a business has different challenges and circumstances. It has more or less cash readily available to reinvest. It has a greater or lesser number of talented staff on hand to push smart new ideas. And, most importantly, businesses at different stages of the company lifecycle can have more or less success with each of the competitive strategies we outlined above. That’s thanks to the unique things about those strategies. ![](https://www.competitiveintelligencealliance.io/content/images/2023/06/cycle.jpg) ### **The best competitive strategy for a startup** Here are some of the hallmarks of a ****startup** 🌳. - Hasn’t been in business long (months to years). - Low sales. - Negative profit (operating at a loss). - Low efficiency (relatively unable to generate sales with its available capital). The business is at its most *fragile*during the startup stage. Most businesses don’t survive! Product market fit does not yet exist, and there’s not much cash since you’re not yet profitable. Running at a loss, startups are at risk of losing the key people they’ve invested so much of their scarce capital in. Your employees will learn lots quickly, and you’ll have to underpay them. Your best employees are the ones you’ll rely on most for growth, but they’re also the ones most likely to leave in search of higher paying opportunities once they’ve learned enough to move on. However, a business is also at its most *agile* during this stage. Risk is inherent, so startups have little to lose, and benefit from a “move fast and break things” mentality. Risk is high anyway, so there’s little downside to trying bold new things and learning from the outcomes. So what should your priority be as a startup? And what strategy is best to pursue at this stage? 🌳 **• Suggested focus:** product-market fit. • **Suggested strategy:** Niche competitive advantage (focus OR differentiation). Finding your product-market fit should be your priority. That includes establishing a customer base. When you do, you’ll start generating enough cash to reward your staff and attract strong new talent. This sows the seeds of true growth, as you’ll have more money and more staff around. You can use both to further develop your products and grow your business. As for strategies, a focused approach works best in the beginning for most. This can’t be a blanket recommendation, as there are always exceptions in the messy world of business. But as a rule, it holds. Most startups barely have enough cash to keep going. So it makes sense to nail a single product or service first. Make it the best it can possibly be for a small group of people (making it the best it can possibly be for everyone is beyond your scope at this point). By making it so good for a select group, it’s likely very valuable to them. This is good, as it means they’ll pay top dollar to use it. *That’s* good, because it means you’ll start generating serious cash once your product starts to sell. ### **The best competitive strategy for a growth-stage company** Here are some of the hallmarks of a ****growth-stage** company 📈: - Usually been in business for at least a year. - Higher sales. - Higher profits, positive turnover. - Greater efficiency (better able to convert available capital into more sales). By the time you’ve reached the growth phase, you’ve found your product-market fit. There is demand for what you do. At this point, you’re operating at a profit. This is the time to strategically reinvest every bit of profit you make back into the business, so it can scale. So what should your priority and strategy be as a growth-stage company? 📈 • **Suggested focus**: competitive positioning. • **Suggested competitive strategy**: Niche competitive advantage (focus AND differentiation). You have more money at your disposal at this stage, so investing in new, skilled people is key. Sure, continue investing in product development and better tools and software. But a full marketing team is a must at this stage. A skilled marketing team can handle your key focus for the growth-stage: [competitive positioning](https://www.competitiveintelligencealliance.io/what-is-competitive-positioning/). As you near the end of the growth stage, growth will slow as you step up to the plate against key competitors. Knowing these competitors and how you’ll position yourself to beat them is key. As for your competitive strategy, it’s important to keep focusing on the niche target market you’re already winning over. Continued investment in your product helps keep existing customers around, while improved positioning and marketing puts you in the best position to win new customers. ### **The best competitive strategy for a business at maturity** Here are some key markers of a business that has reached ****maturity** 👨‍🦳****:** - Usually been in business for at least five years. - Growth has begun to slow. - Costs have begun to fall. - Has been profitable, year after year, for a while. - Even greater efficiency versus the growth stage (even better able to convert available capital into more sales). A business that has reached maturity has a key, new advantage. It’s large enough that it is able to begin employing economies of scale. Fulfilling services on a larger scale, putting in orders for manufactured materials at bulk sizes, being able to commit to longer term deals with suppliers … all of these things help a business cut costs. And with lower costs, you can begin pursuing the elusive cost leadership strategy. 👵 • **Suggested focus**: long-term competitive advantage. • **Suggested competitive advantage**: cost advantage. Broader focus possible. For most businesses that reach maturity, the next stage is decline. To guard against that, you’ll need to stay on top of market trends and be very aware of changing customer needs. For that reason, your suggested focus at this stage is on establishing yourself for the long term. How can you make sure you’re still *the* in-demand product in five or ten years? How is the market shifting, and how might this affect the ways you offer and deliver your products and services to make sure you remain competitive? These are the kinds of questions you’ll need answers to if you want a sustained competitive advantage. Thankfully, your strategic horizons have broadened. You’re now large enough to lower your costs, so you can begin using these cost savings strategically. You can pass them on to your customers by charging lower prices. Or, you can charge the same prices and reinvest the additional profit. One smart way of investing this additional profit would be in advisors and experts who can help you navigate the business environment. They’ll be expensive, but if they keep you in business, they’re worth every cent. Now is also a good time to start diversifying. If you’ve been nailing a particular niche market segment for a while, you can start to develop a broader focus, aiming to serve a greater total number of customers. ## **TL;DR** - Businesses win by either appealing to a greater number of customers with the same products, or by increasing profit margins while selling to the same number of customers (or both). 📈 - Porter’s Generic Strategies (cost leadership, differentiation leadership, and focus leadership), roughly describe ways businesses can succeed. ♟️ - Businesses at each of the first stages of the company lifecycle (startup, growth, maturity), have different circumstances and opportunities. 👪 - Startups should focus on achieving product market fit quickly, while focusing on a niche market. 🤏 - Businesses in the growth phase should focus on beginning to position themselves competitively in the marketplace, learning how to differentiate their product effectively. 🌳 - Businesses that reach maturity should start securing themselves for the long-term, and can begin employing economies of scale to achieve cost leadership in their industry. They can then reinvest in diversifying their product portfolio and hedging risk. 👨‍🦳 --- ## **New or budding C-suite member who needs strategy training?** [![](https://www.competitiveintelligencealliance.io/content/images/2023/06/Alliance_C-Suite_Meta_Assets_.jpg)](https://certified.thealliance.io/course/c-suite-masterclass?ref=competitiveintelligencealliance.io) Most newcomers to the C-suite don't feel prepared. That's because they don't know how to: - ****Steer their psychology** to take care of their mental health, eliminate imposter syndrome, and finally achieve work-life balance. - Quickly ****establish a company-wide vision** and framework for developing and implementing a winning strategy. - Deftly ****handle cultural differences** to maximize team togetherness. The C-Suite Masterclass will teach you to do all this, plus a *load* more. Click the banner below for more info. See you inside. 🫡 [![](https://www.competitiveintelligencealliance.io/content/images/2023/06/C-Suite_Ghost_Banner_Assets_.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=competitiveintelligencealliance.io) ### RevOps Metrics playbook URL: https://www.revenueoperationsalliance.com/revops-metrics-playbook-blog/ Last updated: 2025-08-05T07:13:10.000Z Metrics are *key* to assessing RevOps initiatives and proving the ROI of your role in your organization. Want to ensure the value of your efforts was documented, but not sure where to start? Introducing your **complete guide** to revenue operations metrics! This playbook will provide you with an ultimate guide to successful RevOps measurement. This **free resource** offers actionable advice and provides transparency within RevOps metrics. We cover everything you need to know about revenue operations metrics, from why they’re important to what to track, setting KPIs to measuring success, and more. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://share-eu1.hsforms.com/1E56FjrQ6SHe4QzJ8nkRECQ2b1vun) ## Inside you’ll find: 💡 Why RevOps metrics are so important 🔢 What metrics to track 🖇️ How to align your KPIs with business goals 🧼 Data hygiene best practices 📊 Building a KPI dashboard 🧠 Knowledge from RevOps experts We truly provide **everything** you need to successfully track your RevOps impact, and improve your success. Plus, we share **insights from top experts** in your industry! [ Grab your copy ](https://share-eu1.hsforms.com/1E56FjrQ6SHe4QzJ8nkRECQ2b1vun) ### The dangers of outsourcing SaaS development vs keeping it in-house URL: https://www.revenueoperationsalliance.com/the-dangers-of-outsourcing-saas-development-vs-keeping-it-in-house/ Last updated: 2023-10-25T13:50:49.000Z Okay, so you’ve got a really great idea for a SaaS product; now it’s decision time, do you focus on building your solution in-house, spending money and resources on building out teams for each function, or do you instead outsource your product development to agencies? The answer depends largely on the type of product you’re offering. We can’t give you a definitive answer either way, but we can guide you to the solution that might be right for you. So, without further ado, let’s give you the low-down on outsourcing vs in-house development. ## **What is outsourcing vs in-agency development?** When it comes to deciding between hiring an agency or keeping things in-house for your development needs, there are some key differences to consider—like cost, timelines, flexibility, and dedication. Now, if you decide to go with a software development agency, you can save some cash, get your product launched faster, and have more time to focus on other important aspects of your business. But here's the catch: if you want to make changes or pivot down the line, it might be a bit trickier with a fixed scope, and the agency might not be as invested in your project as an in-house team would be. So, you need to make sure that your vision is clearly articulated to agencies. On the flip side, going with an in-house development department gives you more freedom to tweak things on the go, more control over the process, and a team that's fully dedicated to your product and the problem you're tackling. But keep in mind that it might take a bit more money and time to get your product off the ground using this approach. [RevOps is crucial for growing SaaS companies | ROARevenue operations aligns the revenue functions within an organization. This is especially important in a growing SaaS company.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--8-.png)](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) ## **The benefits of outsourcing** ### **Focus on core offerings** When it comes to your SaaS product, outsourcing it to a software development agency can be a game-changer, especially if you don't have the right team in-house. But here's the thing—even if you do have a super slick [UI/UX ](https://www.futureofsaas.io/why-user-experience-is-so-important-for-your-saas-company/)and development department, outsourcing smaller projects can still be a smart move. It helps your team stay focused on core offerings and more pressing matters. ### **More cost-effective solution** Outsourcing is often a more cost-effective option. You don't have to worry about hiring expensive freelancers or setting up a whole in-house team. That means more savings for your business. On average, this approach can slash your costs by up to 50% while still delivering top-notch SaaS products faster than the [competition.](https://www.futureofsaas.io/competitive-differentiation-strategy-how-to-win-in-a-hyper-competitive-saas-market/) ### **Free up your time** But that's not all. By outsourcing the development of your SaaS product, you can free up your time to tackle other critical tasks before the big launch—no need to go through the hassle of hiring, [onboarding,](https://www.futureofsaas.io/customer-onboarding-101/) and managing the project yourself. Instead, you can rely on a trusted partner to handle all the development work. This way, you can invest your valuable time in marketing, business development, and legal matters to ensure a successful and smooth [launch](https://www.futureofsaas.io/launch-a-showstopping-saas-with-these-6-examples-of-a-minimum-viable-product/) ## **Benefits of in-house** ### **Greater commitment to your product** Having a team of employees who live and breathe your product can work wonders. They're going to have that special spark of passion for your company and what it's all about. Plus, they're bound to be more in tune with your customers' [pain points](https://www.futureofsaas.io/building-profitable-products-with-customers/), which means they can tackle those challenges head-on. They’re willing to go above and beyond for your project because they're totally committed to your company. ### **You have more control over your product** When you keep the development of your SaaS product in-house, you're the captain of the ship, calling the shots and steering the course. Having a dedicated team on board means you have the freedom to smoothly sail through changes, introduce fresh designs, and expand the development as your product evolves. Having an in-house team proves to be a real game-changer when you need to make a quick pivot with your product. They're right by your side, ready to adapt and make those necessary moves like a pro. So, by keeping it in-house, you're not only taking control of your SaaS destiny but also setting yourself up for success in the ever-changing tech world. --- ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--8.png) --- ## **The dangers of outsourcing** Let's talk about the downsides of outsourcing the development of your SaaS product. Before you make a decision between hiring an agency or building an in-house team, it's crucial to understand the risks involved. ### **Harder to implement changes** First off, outsourcing can make it trickier to implement significant changes when the need arises. One of the risks is that agencies usually provide proposals with fixed deliverables, timelines, and budgets. So, if your product needs to pivot, you might find yourself in a situation where you have to renegotiate the terms of the contract with the agency to redefine the project scope. This shift can impact the timeline and budget, causing potential complications. ### **Possible lack of commitment from an agency** Another thing to keep in mind is that an agency team operates differently from an in-house team. While a development firm's team can certainly be passionate about your project, it's unlikely to match the same level of commitment and interest as an in-house department. Agency teams often juggle multiple projects simultaneously, which brings diversity in experience. However, having an in-house team has the advantage of undivided focus solely on your project, ensuring a dedicated approach. So, before you dive into outsourcing, make sure you weigh these factors and consider the pros and cons carefully. It's all about finding the right fit for your unique needs and goals. [What does a revenue operations consultant do? | ROAWhat are the responsibilities, challenges, and top skills of revenue operations consultants? This article answers all this and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--2-.jpg)](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/) ## **The dangers of in-house development** ### **It’s far more costly** First things first, let's talk about the costs. Developing your SaaS product in-house can quickly rack up overhead expenses that surpass the fees charged by an agency. Payroll costs for UI/UX designers and software engineers can really add up, and let's not forget that these costs come with a long-term commitment of several months. For a startup launching a new SaaS product, this can be a major financial burden and a risky move. Even hiring contractors can prove to be quite costly in the long run. ### **It takes a lot longer** But wait, there's more. Developing in-house also tends to take longer. If your company finds itself in the position of needing to recruit talent internally, you'll have to invest time in the hiring and onboarding process. And let's face it, that's time you could have otherwise spent on actually developing the product itself. On top of that, managing the product internally means you'll be more involved in decision-making, task management, and other aspects of project management. This opportunity cost can have some adverse effects, as it may result in neglecting other crucial areas of your business, such as marketing and business development. And believe me, that can have a negative impact on your product launch. Developing in-house can come with some hefty costs and time considerations that shouldn't be taken lightly. Be sure to assess the risks and potential trade-offs before making your decision. ## **Tl;DR** ### **Pros of outsourcing** - It’s more cost-effective - It allows you to focus more on your core offerings - It frees up your time and resources, especially when it comes to training and onboarding staff ### **Pros of in-house development** - A more passionate team that really cares about your product and the growth of your organization - More control over your product - Far greater control of your product so that you can supervise development every step of the way. - More freedom to implement changes to the product along the way In short, there is no right answer, but be sure to weigh up the pros and cons and find the path that suits your product. --- [![](https://www.customermarketingalliance.com/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--9.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) While you're here, get the ****C-Suite Masterclass** now. Get the help of leading experts and access to our Alliance frameworks and case studies. With this comprehensive masterclass, you'll get the strategies, insights, and skills you need to thrive in the upper echelons of business. [Find out more here!](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### Utilizing design thinking principles in revenue operations URL: https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/ Last updated: 2025-08-04T15:59:40.000Z Ready to shift your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) processes to focus on your stakeholders and embrace user-centricity? By focusing on the root cause of your sales, marketing, and customer success teams’ problems you can creatively solve the problem - not just the symptoms. How do you accomplish this? Easy, **utilize design thinking** within your operations mindset and allow this approach to guide your processes. In this article, we cover: - [What is design thinking?](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/#what-is-design-thinking) - [How does design thinking benefit RevOps?](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/#how-does-design-thinking-benefit-revops) - [How can you utilize design thinking in your RevOps practices?](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/#how-can-you-utilize-design-thinking-in-your-revops-practices) ## What is design thinking? Design thinking is a [user-centric approach](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) to problem-solving that allows for creative solutions that *actually* solve stakeholder problems from the root. This methodology originates in software development and has been making waves throughout the business landscape. As a RevOps professional, design thinking can **transform your core processes** to shift your focus toward your key stakeholders: your revenue teams, and ultimately your customers. > *The design thinking process calls for empathy, user research, creativity, and iteration to solve user problems.* ## How does design thinking benefit RevOps? How does this developer mindset help with revenue operations problems? The design thinking approach allows you to understand your user’s pain points and solve the underlying problems. Similarly, RevOps aims to solve internal problems that are leading to reduced revenue growth and poor customer experiences. 💡 For example, poor onboarding processes when sales reps hand over to your [customer success team](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) may increase churn rates. RevOps steps in to align these teams and optimize this process, allowing for a great [customer experience](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/). So in a way, design thinking is a similar mindset to how revenue operations professionals already operate - but a new ideology could **spark a new perspective** to [creatively](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) solve stakeholder problems. ### Focus on stakeholders Design thinking allows for a refocusing of the problem at hand. Instead of thinking about the problem at face value, it shifts the focus towards the end-user. In RevOps, this could be the internal sales, marketing, and/or customer success team that will use the new workflow or tool, or you could dive deeper and focus on the results for your customers. By thinking about how your revenue-generating teams will make use of this solution, you can understand **what frictions might arise,** or even discover that your fix causes more problems than it solves. Likewise, by **focusing on your customers** you can shift your perspective to understand why an internal change that benefits your teams, may not be beneficial for your customers and therefore your recurring revenue. [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ### Get to the root of the problem As a RevOps practitioner, it can feel like you’re too busy firefighting symptoms to get down to the root of the problem. But if you never fix the foundation, problems will continue to arise. Design thinking allows you to dig deep and solve the cause of the problem, allowing your [team’s workflows to run smoothly](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/). In turn, this will allow your teams to communicate more effectively with your customers, resulting in higher conversion rates and lower churn rates. ### Data-informed [Actionable data insights](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) are the love language of any revenue operations professional; design thinking also aims to use data to eliminate guessing games and provide clarity when problem-solving. The design thinking methodology relies on **reducing bias with data.** You might think you know what your stakeholders need, but if the data doesn’t back it up, maybe your assumptions were biased. This data-driven approach to problem-solving allows RevOps teams to implement the right solutions to the right problems, and [track success](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## How can you utilize design thinking in your RevOps practices? Have we sold you the benefits of design thinking? Keep reading to learn how to implement these principles into your day-to-day RevOps processes. ### Have empathy Stepping into the shoes of your colleagues can allow you to understand their pain points with true empathy. This can help you to shift your thinking towards solving the core problem for your stakeholders. This principle applies to sales, marketing, customer success, and customer problems that you’re looking to solve. For example, if customer success is reporting a high churn rate, there may be many ways to solve that problem (new onboarding processes, [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/), and better alignment with sales, to name a few) but having empathy will allow you to look at the problem from your customer success reps perspective. Once you’re in an **empathetic mindset** you can start the next step: research. [Empower your employees with a customer-centric cultureDrive business success by empowering employees to maximize every customer interaction. Foster a culture of customer-centricity now.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGrace Gupta![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CSC-leadership.jpg)](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ### User research To understand the **right solution for the right problem,** you’ll need to conduct some user research. This could be through observing how processes are used, interviewing your team members, or in the case of your customers, utilizing reviews and focus groups. This research will allow you to start piecing together what the core problem is and what solution(s) might be more effective for your end-user. To solve the previous high churn rate, you may shadow a customer success rep and watch them complete a slow, repetitive, manual onboarding process, while customer queries build up. This may point you toward automating onboarding as the solution to high churn. > *Without this insight, you may have considered optimizing the hand-off between sales and customer success or changing the onboarding content.* User research can also point you toward **blockers for adoption.** If certain features in a process will stop your teams from adopting your solution, the problem will continue. Discovering these blockers in advance helps you effectively [manage the upcoming change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/). [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Idea generation You might have a solution in mind after your user research, but it’s important to still brainstorm a few alternatives, to ensure you’re *truly* meeting the needs of your stakeholders. Brainstorming, especially as a group, can help to identify new ideas that might not have occurred to you previously. Consider mind-mapping, or challenging yourself to narrow constraints to generate outside-the-box solutions. ### Fix the cause Now it’s time to create and start implementing the solution. Utilizing data from your research can allow you to reduce ambiguity and bias within your approach. Allowing for a [data-driven](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) decision to determine the best solution. By resolving the pain point at its root, this area should have fewer problems later on. Allowing your RevOps team to **quit firefighting,** and start focusing on more strategic initiatives. Whether this solution is a new tool or a new process, ensuring you implement this change effectively with change management strategies is vital for proper adoption. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ### Test and iterate To continue with a design thinking methodology, after implementing the solution you should test how well it works, and gather feedback on the change. You may find that it doesn’t quite solve the problem you intended, so it’s important to **iterate and gather feedback** throughout. And while the solution may work for now, it’s also important to re-evaluate regularly to ensure it’s still up to the task. In six months or two years, your solution may be outdated, so it’s crucial to re-evaluate and iterate at a regular cadence. ## Final thoughts Overall, design thinking is an **effective mindset** for creative problem-solving that aligns well with RevOps processes. These principles can be applied to revenue operations, allowing you to make more empathetic decisions, and solve the right problems for your revenue teams and customers. By using empathetic thinking, user research, idea generation, and iteration, your RevOps strategy can get to the root of the problem, preventing the constant firefighting of symptoms. This allows your revenue operations function to **focus on long-term strategic planning** and revenue growth. --- **Join 1200+ RevOps professionals in our dedicated Slack community!** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Making enablement work in remote settings URL: https://www.revenueoperationsalliance.com/making-enablement-work-in-remote-settings/ Last updated: 2024-06-07T14:34:15.000Z Whether your teams are working in an office, taking a hybrid approach, or fully remote, the ability to drive outcomes for Go-to-Market (GTM) teams across all of these environments is a key skill set for [enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) professionals in today’s world. Each setting poses **unique challenges** and requires **distinct approaches** to be successful. Regardless of the approach your team has taken, the ability to enable teams remotely is an ever present need with the distributed nature of today’s global workforce. Below are areas to consider when setting up your remote teams for success: - Get the right digital tools and solutions - Create a culture of sharing - Use a variety of mediums - Make live virtual sessions engaging - Establish a check-in cadence 👇 ## **Ensure you have the right digital tools and solutions in place** Ease of enablement in a remote environment **depends** **heavily** **on the strength of your tech stack and ability to leverage it** in your enablement programs. When building out your tech stack, you'll want: - A centralized location for your customer data. - A shared place to meet, communicate, and collaborate remotely. - A consolidated hub to create, distribute, and [manage enablement content](https://www.revenueoperationsalliance.com/what-is-sales-content-management/). - A way to record and store customer-facing and internal calls. - A space to build and facilitate live virtual learning and e-learning programs. - A system of action to streamline your sales processes and ensure remote teams are able to work efficiently. - A tool to track and analyze performance, as well as monitor and report on key metrics. Once you have your tech stack in place, it’s important that you document and share with your [GTM teams](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/) *how* they should be interacting with these tools to minimize confusion. --- [![](https://www.salesenablementcollective.com/content/images/2023/04/C-Suite_Masterclass_Email_Banner_.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=salesenablementcollective.com) --- ## **Foster a culture of sharing** An emphasis on learning *together and from one another* is key to any GTM team’s culture, and enablement professionals are often asked to be culture creators within their organizations. > *To do this remotely, enablement teams must find ways to encourage knowledge sharing across teams, to celebrate wins, and to document best practices.* While there are many sales readiness platforms that can aid in this area, there are also ways to do this in an instant messaging platform. For example, create a dedicated channel in your instant messaging platform and encourage teams to share their wins, best practices, *and*their failures and learnings with the broader team. Consider boosting interaction by offering incentives for those who share often, offer great insights, or engage in productive exchanges with their peers. Ensure leadership and frontline managers are **also engaged** in the channel, while monitoring the space for any negative contributions that put the culture building objective at risk. ## **Provide a mix of live virtual training, e-learning, video, and practice sessions** Mixing up learning modalities to provide an engaging Enablement experience is as important in a remote world as it is in an office setting. Consider building programs that offer a mix of the modalities. For example: - Start with a live virtual training to introduce a new topic - Create an e-learning to reinforce what the teams heard during the live virtual training - Share short videos of best practices from the field week over week to keep the information top of mind - Provide managers with resources to conduct practice sessions within their teams to help reps apply what they have learned and receive coaching on an ongoing basis. ## **Conduct engaging live virtual learning** Teams do not have to be in person to experience fun and competitive engagement with enablement programs. Breakout rooms during live virtual training can provide an avenue for [role plays](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/), experimentation, and collaboration. Bringing in examples from the field is also a great way to make live virtual learning more engaging. Even though enablement professionals are often great facilitators, GTM teams also like to hear from those who have **hands-on experience** with the different topics. > *Additionally, creating challenges and awarding prizes during live virtual sessions can boost the willingness of reps to engage.* For example, say you are [training](https://www.revenueoperationsalliance.com/revenue-enablement-coaching-and-training/) your teams on how to engage with a particular buyer persona: - Provide your teams with a template and have them complete an individual deal strategy activity before dividing into breakout groups to discuss their plans and receive feedback from their peers and managers. - Then consider having a few reps prepped to “stand and deliver” their plans back with the broader group and receive feedback from leaders to align the group around the attributes of a strong plan. Be sure to highlight both the wins and areas of opportunity. - Prepare a few reps who have had success in the past engaging with this persona to share their experience with the group. Ask them to share context for their deal, what they did, what the outcome was, and what they learned about how to engage with the persona based on their experience. - Share a recorded call in a live virtual training of a great conversation a rep had with the focus persona. Be sure to highlight what it was specifically that the rep did in the call to engage the persona effectively. ## **Set up operating rhythms to support feedback and ongoing practice** Feedback and insight into what is happening out in the field may be captured in different ways in a remote world than it is in an office setting. Consider establishing a check-in cadence with a group of GTM reps or front line managers to get a sense of how your different initiatives are landing in the field. Then, leverage this input to inform your reinforcement plans or **adapt your approach** in the future. > *Additionally, consistent practice and coaching likely needs to be set into an operating rhythm to remain top of mind for teams.* Therefore, determine a frequency that makes sense for your organization and add either manager- or enablement-led practice opportunities, where reps can try out new skills and receive coaching. Having a **standardized cadence will increase traction** for your programs and offer insight into how reps are retaining the information they have received. ## **The path forward** By implementing the above tactics, you will be on the path to helping GTM teams thrive in a remote environment. To get started on this path, ensure you have the **right tools** in place as a strong foundation. Then, build on your foundation by offering **avenues for sharing**, creating **engaging training** in a variety of forms, setting up **practice opportunities**, and supporting strong **feedback loops** to iterate over time. --- [*Katie*](https://www.linkedin.com/in/katievanhoomissen/?ref=salesenablementcollective.com) *is Senior Revenue Enablement Manager at Outreach, and an* [*SEC Ambassador*](https://www.salesenablementcollective.com/meet-the-ambassadors/)*.* --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--7.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) **Carve your path to the C-Suite with our expert-led masterclass. Over 6 weeks, learn from experts who've been there and done it and expedite your path to the top.** [Secure your spot today!](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### The RevOps retention blueprint: 5 keys steps to cutting churn and driving growth URL: https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/ Last updated: 2025-08-04T16:00:20.000Z This comes from **Adam Maxted**, **John Hunt**, and **Greg Larsen**’s panel discussion, ‘*Impact of RevOps on customer retention & reducing churn*’, check out the full talk [**here**](https://my.demio.com/recording/0pAYKYJE). --- Retaining customers is tough these days. [Budgets](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) are tightening, competition is fierce, and revenue streams feel fragile. So how can your business not just survive, but *thrive* in this climate? [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) industry leaders, **Adam Maxted**, **John Hunt**, and **Greg Larsen** shared their secrets with us for using RevOps to boost retention and slash churn. Their insights could give your organization a *serious* competitive edge. Offering up proven tactics for aligning teams, increasing renewals, and preventing customer losses, here are their five top tips on how to leverage RevOps for boosting revenue retention at your organization: - [Breaking down silos to power collaboration](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/#1-breaking-down-silos-to-power-collaboration) - [Connecting departments and prioritizing collective goals](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/#2-connecting-departments-and-prioritizing-collective-goals) - [Leveraging technology to engage and retain](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/#3-leveraging-technology-to-engage-and-retain) - [Monitoring risks and results to optimize retention](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/#4-monitoring-risks-and-results-to-optimize-retention) - [Making retention a priority](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/#5-making-retention-a-priority) - [Final thoughts](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/#final-thoughts) ## 1\. Breaking down silos to power collaboration According to **Adam Maxted**, *Local Revenue Operations, Country Manager UK & India* at **The Knot Worldwide**, RevOps can significantly enhance departmental productivity and customer focus when structured appropriately. In his current role, Maxted has seen firsthand how positioning [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) under the RevOps department facilitates **tighter feedback loops** and **smoother collaboration**. *"Having the customer success team within my department, hearing the feedback straight away from the customers and clients themselves, it’s been really beneficial to help us power the revenue-facing departments in the right way,"* Maxted explained. With real-time customer insights flowing directly to RevOps leadership, bottlenecks could be easily identified and resolved faster. This then accelerated their ability to tear down departmental silos and bridge collaboration gaps. Stronger cross-team alignment also unlocked more effective upselling and cross-selling through their CSMs. > As Maxted put it, *"You automatically get cross-selling skill through customer success. It costs way less than sales teams but still brings in revenue."* By building trusted advisor relationships, their CSMs gained valuable context to uncover expansion opportunities with existing clients. Additionally, focused customer success enablement training equipped their team to accelerate renewals and curb churn risks. > *"We implemented specialized training on upskilling for renewals, cross-selling, and boosting revenue buckets. The CS team is just so important,"* Maxted emphasized. The tight feedback loops enabled by RevOps ultimately helped them smooth out departmental friction and unlock the power of their CSMs. [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ## 2\. Connecting departments and prioritizing collective goals Aligning priorities across departments is so crucial yet so challenging. Just ask **John Hunt**, *Head of Enablement* of **Zappi**. As Hunt puts it, *"With so many competing priorities between sales, marketing, and customer success, it's really critical we work hand-in-hand with a unified mindset for growth, so we don’t end up operating disjointedly."* Without tight alignment, it's impossible to scale efficiently amid fluctuating markets and uncertainty. So how has Hunt's team enabled stronger cohesion between departments? **Cross-functional meetings have been key**. They host a monthly "Revenue Council" meeting bringing together sales, marketing, CS, and RevOps leaders. This provides a forum to strategically review upcoming initiatives and campaigns on the horizon. [Implementing a revenue operations strategyLearn about creating and executing a revenue operations strategy and why revops is still, not yet, a fully fledged function. Join Crissy, Nick and Rosalyn as they share their insights.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/gr-stocks-Iq9SaJezkOE-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/) It ensures everyone is aware of what's coming down the pike that may impact their team or require their coordination. No more last-minute scrambles when a new product launches or campaign kicks off! They also hold regular biweekly "hot topics" meetings. These give leaders an open space to raise pressing issues and discuss them collectively. With so many competing priorities across divisions, these meetings facilitate transparent conversations on resourcing. Where should they focus limited time, money and energy for maximum impact? > *"It's been really effective, because you'll inherently get some friction between sales and CS. RevOps serves as that neutral arbiter to align everyone,"* Hunt explained. By serving as an "honest broker" through these touchpoints, RevOps helps get all the organizational oars rowing in sync. When departments silo, strategies fracture. Consistent cross-functional meetings have empowered them to keep priorities aligned across divisions. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## 3\. Leveraging technology to engage and retain RevOps also plays a big role in customer retention through marketing tech optimization and [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/), explained **Greg Larsen**, *VP of Revenue Operations* at **Eltropy**. For example, **sales engagement tools** like contact sequencing platforms can nurture customers when applied to the post-sale side. These can deliver targeted content journeys and automated touchpoints to keep clients engaged after onboarding without overworking CSMs. > “*Using a product called Groove, which is typically a sales engagement tool that is used on the front end side, to use it on the back end side with the CES team, setting up the customer journey from a communication standpoint, from initial sign on to renewa*l,” said Larsen. This enables companies to keep customers engaged with valuable content after onboarding without overburdening CSMs. **Retention automation** is also huge for renewals. John Hunt's team at Zappi implemented automated reminders to customers 90 days before contract expiration. > “*What we make sure to do is work as cross functionally as possible. So we have kind of two really cross functional things that we do with Zappi*,” explained Hunt. > “*The first is a monthly meeting that I lead called, we call it the Revenue Council, essentially, it's all the things that are going to be kind of hitting the team's for lack of a better word in the next 30 days*.” So by **optimizing the marketing tech stack** and **automating renewal journeys**, RevOps helps lock in revenue streams for the long haul. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## 4\. Monitoring risks and results to optimize retention For Larsen, it’s also vital for RevOps to monitor leading indicators of churn risks and retention success. Metrics like **product usage**, **logins**, and customers’ **willingness to deliver reference calls** can signal early on any potential friction. > *“It’s not until that retention rate drops below 90 into the 80s that all of a sudden it’s like a fire drill. So how do we get to the point where RevOps can proactively help reduce the churn and increase customer retention, rather than be the fireman, thinking ‘Oh customer retention is bad now, now let’s go and focus on it,’*" said Larsen. **Proactive monitoring** and management of these churn metrics enables RevOps leaders to intervene with targeted retention initiatives before customer losses escalate. This prevents reactive “firefighting” scenarios. For Maxted as well, **analyzing client satisfaction levels** and **response rates** provided invaluable retention insights. > *“The happier your customers are with the response that your customer success team has given them, the more likely they are going to come back and ask you a different question and stay with you,”* he concluded. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ## 5\. Making retention a priority While the RevOps experts admitted they don't have all the answers, they unanimously agreed that RevOps is indispensable for slashing churn through tight alignment, smart automation and vigilant monitoring. > As Hunt emphasized, *"It's so tough to acquire new customers. You want to keep them for many years to maximize lifetime value."* **Churn forces you back to square one.** So what tangible steps can organizations take to make retention an ongoing priority rather than a panic button? Maxted's team implemented specialized customer success training to instill a retention-first mindset. This equipped their CSMs with the skills to proactively maximize renewals. Meanwhile, Hunt's team began sending automated reminders to customers as renewals approach, prompting their account managers to kickstart renewal conversations early. Small but consistent [process improvements](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) like these empower RevOps to keep customer retention top of mind organization-wide. > This prevents urgent fire drills down the road when churn inevitably spikes. As Maxted put it, "We have to take proactive steps to make retention a priority now - not just react later." [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) ## Final thoughts The bottom line? All our RevOps experts unanimously agreed - leveraging RevOps is an absolute *must* for supercharging revenue retention and slashing churn. When implemented effectively, RevOps tears down departmental silos through tighter collaboration. It aligns priorities across sales, marketing and customer success. And it maximizes efficiency while minimizing attrition through smart automation and vigilant monitoring. The key is making customer retention an ongoing priority, not just a panic button when renewals start declining, these small but consistent process improvements add up. For any business dependent on recurring revenue streams, making RevOps a priority now is **vital** to future-proofing growth amidst economic uncertainty. In today's hypercompetitive market, no organization can afford to overlook RevOps, by working together, we can reinvent revenue operations to boost customer loyalty. --- **Want more proven tips for increasing renewals and reducing churn?** Join the Revenue Operations Alliance community to connect with RevOps leaders all over the world driving real change. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### RevOps best practices for successful business growth URL: https://www.revenueoperationsalliance.com/revops-best-practices/ Last updated: 2025-08-04T16:00:40.000Z [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) is a relatively new concept in the world of business, but it has quickly gained momentum in recent years. In essence, RevOps is a strategic approach to business operations focused on driving revenue growth and improving business performance. Successful RevOps implementation can help businesses align sales, marketing, and customer success teams, optimize sales processes, and collect and analyze data to make informed decisions. In this article, we’ll explore RevOps best practices that can help your business achieve successful growth. Including: - [Aligning teams](https://www.revenueoperationsalliance.com/revops-best-practices/#aligning-sales-marketing-and-customer-success-teams) - [Data-driven decision-making](https://www.revenueoperationsalliance.com/revops-best-practices/#implementing-data-driven-decision-making) - [Streamlining processes](https://www.revenueoperationsalliance.com/revops-best-practices/#streamlining-processes) ## Aligning sales, marketing, and customer success teams Effective collaboration between sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) teams is critical for **driving** [**revenue performance**](https://www.revenueoperationsalliance.com/what-is-revenue-performance/) and improving customer engagement. If your GTM teams aren’t working together you may be [leaking revenue](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/) through poor hand-offs and unsatisfactory customer experiences. To solve this problem, a RevOps team works to align these teams. This section outlines the best practices for aligning sales, marketing, and customer success functions. ### Breaking down silos A RevOps team aims to **break down traditional silos** that often exist between these teams and create a shared framework in which all teams are working towards the same objectives. Silos can result in missed opportunities or lost revenue due to a lack of coordination or communication between teams. By breaking down these silos, revenue operations can promote a **culture of teamwork** and collaboration, ensuring that all teams are pulling towards revenue growth. 💡 A siloed approach may result in the marketing team generating leads the sales team is not aware of, resulting in lost revenue. Increasing communication between these functions, allows your sales reps to work with your marketing team, ensuring that all leads are followed up on. This results in increased revenue. [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ### Establishing clear communication channels If your revenue-generating teams can’t communicate, they can’t work together effectively. Therefore proper **communication channels are vital** for cross-functional team collaboration. Establishing clear communication channels can help ensure that all team members are informed about the latest developments, goals, and objectives. This communication can take many forms, such as: - **Regular meetings between marketing, sales, and customer success.** To help ensure that everyone is on the same page and working towards the same goals. - [**Shared dashboards**](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) **that track performance metrics across teams.** These can identify areas for improvement and ensure that teams are meeting targets. - **A shared messaging channel.** Even a simple shared instant messaging channel can allow these teams to share information quickly and effectively. ### Setting shared goals and objectives Setting shared goals and objectives is essential for maintaining open communication channels and setting realistic expectations. When all teams are working towards the same shared goals and objectives, it’s easier to maintain alignment and ensure that everyone is working towards increasing leads, deals closed, and improving customer engagement. [Metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) such as customer acquisition costs, lead-to-conversion rates, and customer lifetime value should be **tracked regularly** to ensure that teams are meeting targets and moving in the right direction. By setting shared revenue goals and objectives, teams can work together to achieve common goals and drive growth. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## Implementing data-driven decision-making [Data-driven decision-making](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) has become a crucial aspect of modern business operations. In today's fast-paced and highly competitive business landscape, organizations need to use data insights to drive their strategies and make informed decisions. This is where RevOps comes into play - it helps organizations implement data-driven decision-making across all teams and departments. This section discusses the best practices for turning data into **actionable insights** that inform strategic decisions within your organization. ### Collecting and analyzing relevant data Effective RevOps requires collecting and analyzing relevant data to make **informed decisions.** This data can be gathered from various sources, such as marketing campaigns, sales pipeline metrics, and customer feedback. By collecting and analyzing this data, organizations can gain actionable insights into their customers, products, and services. By analyzing customer feedback, organizations can identify pain points and areas for improvement in their products or services. Through this process, organizations can start to make changes to better their customer experience. [RevOps, data, metrics, and CX | ROABy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ### Leveraging data insights for strategy development Once relevant data has been collected and analyzed, it’s crucial to leverage data insights to drive strategy development. **Real-time data insights** can help to identify opportunities for growth, improvement, and optimization across business functions, products, or services. By using data insights to guide your decision-making, you can make more informed, data-driven decisions that are aligned with revenue growth and customer engagement objectives. 💡 If data insights reveal a particular product or service is not performing well, organizations can use this information to develop strategies to improve sales or optimize the product/service. Alternatively, if your data insights reveal that a particular marketing campaign is generating a high ROI, organizations can allocate more resources to that campaign to [drive revenue growth](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/). ### Continuously improving processes based on data An effective RevOps strategy is a **continuous process** where organizations need to adapt and evolve their processes based on data insights. By continuously improving and [optimizing processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) based on data insights, organizations can stay competitive, attract more customers, and drive revenue growth. This process requires ongoing monitoring, analysis, and refinement of key performance indicators (KPIs) across teams. If data insights reveal that your sales team is underperforming, you can **provide additional training or support** to help them improve their performance. Alternatively, if data insights reveal that a particular marketing channel is not generating a high ROI, your marketing team can shift their resources to other channels that are performing better. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ## Streamlining processes Optimizing revenue operations processes and your [GTM team’s](https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) workflows allows for a more effective and productive sales cycle. Allowing your teams to spend less time on repetitive manual tracking and more time providing excellent experiences to your customers. This section identifies the best practices for streamlining your RevOps processes and workflows. ### Identifying bottlenecks and inefficiencies Streamlining processes is a massive component of a successful RevOps plan. This requires identifying bottlenecks, inefficiencies, and areas for improvement across the sales funnel. By identifying bottlenecks in the customer journey, organizations can **optimize their customer engagement** and reduce the time it takes to close deals. 💡 Going back to our previous bottleneck example, a lack of communication between the sales and marketing teams means leads can fall through the cracks or not be properly nurtured. By improving communication between these teams, you can ensure that leads are being properly followed up on and that the sales process is running smoothly. [5 steps for effective RevOps process improvement | ROAThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) ### Optimizing sales funnel stages Once bottlenecks have been identified, the next step is to optimize the various stages of the sales funnel. This can be done by improving lead generation efforts, optimizing lead nurturing campaigns, and improving the sales process itself. Streamlining the customer journey can **reduce the time it takes to close deals** and increase revenue growth. Another area for improvement in the sales funnel is the conversion rate from lead to customer. This can be improved by providing more targeted and personalized messaging to leads and providing sales teams with better training on how to close deals effectively. ### Enhancing tools and training resources Finally, a revenue operations team should focus on enhancing sales, marketing, and customer success tools and enablement resources, which play an important role in helping teams work effectively. Examples of tools include [customer relationship management (CRM)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) software, [automation tools](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/), and lead generation software. By providing your revenue teams with an effective tech stack, they can work more efficiently, close deals faster, and drive revenue growth. 💡 One effective sales enablement resource is a [sales playbook](https://www.salesenablementcollective.com/what-is-a-sales-playbook/), which provides sales teams with a clear and consistent set of guidelines for how to approach different types of sales situations. This can help sales teams work more efficiently and effectively, and can also help to ensure that the sales process is consistent across the organization. In addition to enablement resources, it's also important to provide your teams with ongoing [training](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) and support. This can help them stay up-to-date on the latest techniques and best practices in their industry. **And help them feel more confident and empowered in their roles.** [What is burnout and how you can prevent itIt’s important for any worker to understand what burnout is and recognize the signs, no job is worth sacrificing your mental health for.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJade Warne![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CLA-Burnout.jpg)](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/) ## Final thoughts RevOps is a critical component of successful business growth, allowing organizations to optimize their revenue management processes, streamline sales operations, and make data-driven decisions that support long-term revenue growth and customer engagement objectives. By following the revenue operations best practices outlined in this article, you and your team can break down silos, align your teams, and improve your overall business performance and growth. **Learn more about RevOps best practices by engaging with our community of 1200+ revenue operations pros on Slack!** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How revenue enablement strategy impacts RevOps - Paul Butterfield URL: https://www.revenueoperationsalliance.com/how-revenue-enablement-strategy-impacts-revops-paul-butterfield/ Last updated: 2024-04-26T08:43:05.000Z In the season finale of RevOps Unboxed Season One, Paul Butterfield, CEO of Revenue Flywheel Group, discusses revenue enablement strategy and compensation planning with our host Sandy Robinson. ## About our guest, Paul Butterfield Paul's passion is leading revenue teams through transformation into truly customer-centric organizations that differentiate through how they sell rather than with price or product. He's leveraging over 20 years in sales/sales leadership and 10 years of building and successfully executing enablement strategies. You can follow Paul on LinkedIn [here](https://www.linkedin.com/in/paulrbutterfield/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company, and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com)**,** [**Google Podcasts**](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M?ref=revenueoperationsalliance.com)**, or right here on ROA's website.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Key insights for Chief Revenue Officers URL: https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/ Last updated: 2023-12-21T11:24:50.000Z *This blog was originally posted on our sister community,* [*SEC's*](https://www.salesenablementcollective.com/) *website.* --- September’s [Chief Revenue Officer Summit](https://chiefrevenueofficersummit.com/location/crosanfrancisco) is about to start up again, but here are some insights from last year's summit to tide you over till then. You can catch every second of every presentation, fireside chat, and more with an [SEC membership](https://www.salesenablementcollective.com/membership) \- but for now, we’ve rounded up some of the most interesting talking points at the event right here for your reading pleasure. - Investor wants are changing - What needs to change to enable accurate forecasting? - The difference in psychology between acquiring and expanding - Adding value or adding cost and complexity? - What’s the argument for having a CRO - why is there a need for the role? - Does the CRO role cross over with other C-Suite roles? Can't make to to San Fransisco this year but don't want to miss out on the next batch of information to accelerate your learning? Catch us on **November 29** in [London](https://events.revenueoperationsalliance.com/location/crolondon) for our next Chief Revenue Officer Summit. In the meantime, soak up the insights and grow your CRO knowledge. 👇 ## **Why getting your forecast right is more important than ever** We’re kicking things off with a critically important topic during these times of economic uncertainty. **Stephanie Schall**, Xactly’s Global Forecasting Solutions Strategist, explained to our audience the importance of getting forecasting right in a shrinking market. Here are some of our top takeaways: ### **Investor wants are changing** “When we think about where we're at in the world today, there have been a lot of changes - you see economic uncertainty in the news, on the radio, and you're reading about it. “I want to talk about the impact that that's having when it comes to the forecast. We see that investors in boards are now focused on profits. **They're shifting away from that top line growth and wanting to protect the bottom line**. “What this does is it takes the emphasis that we would place on *new business*, and it makes renewals and [recurring revenue](https://www.salesenablementcollective.com/launching-revenue-enablement-for-repeatable-revenue/) so much more important because we need to be able to drive the profit. “The challenge that we're seeing as we talk to these leaders and executive teams, is that the models that they used to run their business don't work in a shrinking economy. > *“What's happening is that organizations need to change to maintain and be able to grow those revenue streams.* “We’re seeing that only 7% of companies believe that their existing models can keep pace with this ever-changing market, and that just 15% of organizations have actually been able to grow revenue and expand their margins over an extended period of time. "Only 6% of revenue leaders have confidence that their team is going to be able to meet or exceed their goals.” [Chief Revenue Officer: Revenue growth from the C-suite | ROAA CRO is a member of the executive team, responsible for revenue generation processes across the organization. But how can a CRO increase your org’s revenue growth?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/18-1.png)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) ### **What needs to change to enable accurate forecasting?** “What we're hearing from customers is there's so much pain out there - they're still in spreadsheets and the status quo isn't working. "They can't get warnings, they don't have visibility, the process is manual, and they can't get the critical information they need at their fingertips to make the decisions that they need. “So they end up waiting on data, or making decisions based on stale data. Often they want to optimize, but whenever they go to optimize it’s too difficult to make changes or they can't get all the data into the system. “When you can't get your hands on the data, you aren’t able to move across go-to-market teams and have conversations that make sense. There's a lot of pain involved in this process. > *“And so what do we do about that? It's about figuring out what needs to change.* “You need a systematic approach. That's critical. “Step one, you need to have a shared view of all the data - a centralized source that is going to eliminate the need to be in multiple spreadsheets, and the versioning challenges that come with that. “When we think about the customer being the main focus - consider all the go-to-market teams that engage with the customer, and all the data that needs to be transitioned in order to be able to collaborate across teams. “We *have* to have a solution that will allow you to come together to engage, so that you're not setting up more meetings and more conversations which take your team off the field and stops them selling.” **To catch the rest of Stephanie’s presentation, become an SEC member and watch her session** [**OnDemand**](https://www.salesenablementcollective.com/sales-enablement-ondemand/) **today.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) --- ## **Acquisition vs. expansion: using decision science to acquire, keep, and grow customer revenue** Our audience heard **Tim Riesterer**, Chief Strategy Officer at Corporate Visions, explain the magic behind decision science and how you can use it to help your [revenue](https://www.salesenablementcollective.com/chief-revenue-officer-summit-rewind/) efforts. In times like these, new approaches can help maximize your organization’s potential, so here’s our top takeaways: ### **The difference in psychology between acquiring and expanding** “In addition to my role at Corporate Visions, I have the opportunity to run B2B Decision Labs, where we actually do research in the lab and in the field on the best way to communicate, and the most effective way to motivate a buyer to make a decision. “Here's one of the most important things we found out when it comes to understanding the psychology of facilitating decisions. There are two major moves or selling motions that your teams must master: “Trying to win new prospects and acquire new customers, *and* trying to [expand](https://www.salesenablementcollective.com/building-a-scalable-revenue-engine/) existing customers. “The thing about it is a lot of people thought this was the same move - you set up a process with steps one, two, three etc. and you ran that play, running it whether it was a prospect that you were trying to win and take away from a competitor *or* an [existing customer](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/) you were trying to renew in order to expand and grow. [Mistakes & management: approaching your first senior RevOps role - Manas Kulkarni | ROAManas Kulkarni joined Sandy on the podcast to discuss his career path and his approach to senior RevOps roles.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/ROA_RevOps_Unboxed_Podcast_Assets_.png)](https://www.revenueoperationsalliance.com/mistakes-management-approaching-your-first-senior-revops-role-manas-kulkarni/) “It turns out that the psychology of the situations are 180 degrees different and that's why I want to talk to you about the science of **status quo bias**, or the psychology behind status quo bias. > *“The buyer lives in status quo bias and your ability to facilitate a decision has everything to do with how you handle this status quo bias situation.* “When you're trying to win new business, your job is actually to **disrupt, defeat, and dislodge** the status quo bias, because it's not you. Their current bias, and the thing that they're holding on to is either what they're doing themselves or doing with a competitive alternative. “You have to convince them that they need to change, they need to change now, and they need to do that with you. “The difference is that your existing customers have the exact opposite mindset. This is what's key here when you think of the psychology of the situation. “There, *you* *are* the status quo bias. The last thing you want to do (and we've tested this) is going there with this disrupt, defeat, dislodge the status quo bias motion. “In fact, when you ask people to stay, or ask them to do more with you, you have to **build on, reinforce, and defend** the status quo bias because that is now you. “As you can see, it’s a totally different psychology between a prospect and a customer, which means you need different stories and you need different skills.” [Becoming a data-driven revenue machine | ROAGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ### **Adding value or adding cost and complexity?** “Selection difficulty means you have to do a much better job of **showing clear contrast** between **the current state**, and what you're proposing as **the future state**. “The perception of value lives in the contrast between what they're doing today, and what you're proposing tomorrow. If there's not enough contrast, there's no value in taking the risk of change to get more or less the same. “Your job is to show clear contrast, because the perception of value lives in the contrast, and to do that you have to deliver a relevant proof story. But most proof stories don't pass muster, because they start with the happily ever after. “A great proof story begins with the *before* and takes people on a journey. “Why? “Because they have to see the current state, they have to convince themselves there's a problem that they share with others like them, in order to take the journey to the future state “Many proof stories today are just simply not powerful enough, there's not enough energy to get people to change - because they're still in denial that they have a problem big enough to change anyways. “The way to visualize this is to recognise that traditional sales training that tells you to go in and ask questions, identify needs, and then map that to your capabilities - that is actually a detriment. “It's putting you in what I call a *commodity* trap, because you're asking them about things they already know and telling them things that others also have. "Your natural move (from the identified need that they already know) is to go to something immediately identifiable and relevant in your portfolio and you end up sounding exactly like everybody else solving for a problem that they already know. > *“There's just not enough energy in known problems.* “Because the way the customer sees it, is this: “It’s not perfect today, but I'm not dead yet. That thing you're trying to get me to buy that could kill me because you're not selling me a solution, you're selling me a change management project”. [Exploring the revenue operations career path | ROAThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) “Companies panic then and say: “Maybe there are some other things that we can introduce into the story”. I like to call this the *blue arrow story*. “To try and get out of the *commodity* *trap*, you start talking about new capabilities or value added services - what *you think* are your differentiators. The problem is the prospect doesn't see that as adding value. They see it as adding cost and adding complexity. “In our research, the *blue arrow stories* actually perform worse than the *commodity trap stories.* Your intentions are good, but your instincts are off when you start throwing other things into the story. > *“The reality is - in order to win new business and overcome status quo bias, your job is actually to introduce unconsidered needs.* "In order to destabilize their current preferences and show them that their status quo is unsafe, they have to believe that there are problems, challenges, risks, and missed opportunities that they *didn't* know or didn't appreciate the size of. “The story you tell is introducing these unconsidered needs that then lead to your unique strengths. People don't care about these unique strengths, until they care about a problem that they didn't know they had that you can solve distinctly from anybody else. “The urgency to change and uniqueness lives out here in this ability to destabilize their current preferences by telling them something they don't know - not just repeating back to them. “I like to say: asking them questions and repeating problems back to them that they already know about does not make you a trusted adviser, it just makes you a tape recorder.” **To catch the rest of Tim’s presentation, become an SEC member and watch his session** [**OnDemand**](https://www.salesenablementcollective.com/sales-enablement-ondemand/) **today.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) --- ## **Defining the role of a CRO** The words “Chief Revenue Officer” mean different things to different people. Across various organizations, a CRO’s responsibilities will vary. But is there a concrete way to define what a CRO is responsible for? This is what: - **Chris Mader**, Chief Revenue Officer at Optimum Healthcare IT, - **Anita Karppi**, Chief Revenue Officer at Plia - **Nikki Ivey**, Chief Revenue Officer at Inclusivv discussed during this session. Here are our top takeaways: ### **What’s the argument for having a CRO - why is there a need for the role?** **Nikki: “**I think the maybe the most obvious reason is that when we look at the *marketing,* [*sales, and customer success*](https://www.salesenablementcollective.com/how-revenue-customer-success-can-work-together-more-effectively/) model, it’s based on this predictable revenue model, which is not exactly the future. “There, I said it! “So if that's the case then there is this imperative, like never before, to have that individual who is casting the vision, to also have an eye on the overall [revenue strategy](https://www.revenueoperationsalliance.com/6-high-impact-strategies-for-smooth-revenue-scaling-success/). That's how we move this forward. “Because there’s new interactions *between* those three functions (marketing, sales, and customer success). Our customers in communities like \[SEC\] are actually pushing that interaction anyway. “If I’m a customer of a software product and see someone asking: “Hey, what does anyone know about XYZ tool? Should I use this?” on a LinkedIn post, as a customer of that product, I'm interacting right there on social media - which has to do with the marketing presence of whatever company is being spoken about. > *“If customer success has done their job well, and if you all unite around that, then the customer can happily and confidently have that conversation.* “And further to that, my sales folks can come in and see who is interacting with these posts and it might be folks that we can reach out to and make a sales play on. “The more we understand that the predictable revenue model is not necessarily the future, the more there is this imperative for the individual who is leading to understand that not shying away from it, leaning into it and getting really creative is the answer. “It's not likely that all of those things are going to exist right now in one CMO, or in one VP of Sales - which is not to say that those functions will go away.” [Sales ops to RevOps: Building a strategic revenue team | ROAAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ### **Does the CRO role cross over with other C-Suite roles?** **Anita:** “I think for small companies, there's a big crossover with everything. “You have to be able to understand the P&L, the operations, how everything works from an operational side, so there is a lot of crossover when you are at that level. “That’s to be able to know that the company is operating well, and planning everything for the future. “Yes, it depends how big the company is and if there is a lot of clarity and clearly defined roles, but actually sometimes just being able to gel and being on the same page, focused, is the most important thing.” **To catch the rest of Chris, Nikki and Anita’s panel, become an SEC member and watch the session** [**OnDemand**](https://www.salesenablementcollective.com/sales-enablement-ondemand/) **today.** ## **That’s not all** That was just a taste of what our Chief Revenue Officer Summit has to offer. Catch us this year in [San Fransisco](https://chiefrevenueofficersummit.com/location/crosanfrancisco) and [London](https://events.revenueoperationsalliance.com/location/crolondon) or [New York](https://world.salesenablementcollective.com/location/cronewyork) in early 2024, for more insights. Or join our community of revenue leaders to network before the big day! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The importance of building a creative culture as a CMO URL: https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/ Last updated: 2023-10-27T13:16:32.000Z Despite all the new tech presenting AI and data-driven insights and ideas, there remains one important trait that needs to be in every marketer's toolkit: creativity. And one of the chief responsibilities of marketing leaders, particularly the ones in the C-suite, is being able to build and maintain a culture that allows your team to get the creative juices flowing. You have to be able to build a culture of creativity. I’m Will, content lead for the CMO Alliance, and host of our podcast, [CMO Convo](https://www.cmoalliance.com/cmo-convo-podcast/). In my role, I’ve interviewed well over a hundred business and marketing leaders, and many of them have shared their insights with me on fostering creativity in their teams. Plus, I actually wrote my master’s dissertation on how best to drive creativity in advertising and marketing circles, so it’s a topic that’s near and dear to my heart. Some of the most effective and beloved advertising and marketing is when it’s at its most creative. And with more and more noise on just about every channel, it’s an imperative now to be able to differentiate yourself with creative ideas. Even when you're speaking to your existing customers, the expectations are for experiences that are [innovative and driven by exciting, creative ideas](https://www.customersuccesscollective.com/leveraging-innovative-and-disruptive-practices-to-create-positive-customer-experiences/?ref=cmoalliance.com). But it also can help with other elements. A creative culture isn’t just important for getting the best work out of your team. It can be essential for attracting and retaining talent. Creative thinkers will always be drawn to places where their ideas are valued and rewarded, and they’re given the space to develop them. In this article, I’m going over the best insights from my interviews with CMOs and marketing leaders on creative cultures, along with some of my findings from my own research. [Why we need to amplify diverse voices in our companies | ROAPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## **Creative culture vs creative environments** A lot of the language around marketing these days doesn’t seem to lend itself to creativity. “We need to make data-driven decisions”, “AI can produce ideas for us”, all that stuff. But saying that “data” or “AI” is going to make all of the creative decisions is like saying that the paint made all the decisions when Michaelangelo was creating the Sistine Chapel. Data and AI simply provide the tools for your marketing team to use. Creativity is what allows marketers to turn those tools into effective campaigns and strategies. In the past, when talking about business practices, we’d probably use phrases like “creative environment”, and there are heaps of examples of offices that have been set up to produce a “creative environment”. You know the ones: pinball machine, pool- and/or foosball table, mini fridge of over-priced craft beers. The classic bro-tastic start-up vibe that’s supposed to say “have fun, let the creative juices flow”, but more likely than not it's just clutter in the office as teams chase deadlines. The concept of a creative environment isn’t a bad one, and the types of things done in this “bro-tastic” model do make sense, as they’re rooted in the idea that being able to have fun fuels creativity. If you think about the time in our lives when we’re probably at our most creative in raw terms, it’s when we’re young children, when we have the most opportunities to play and have fun. But these kinds of environments are only as good as their accessibility. If your team isn’t able to find the time for “fun” with all these activities you’re presenting to them, it’s just clutter in the office while they try and hit deadlines. [Utilizing design thinking principles in revenue operations | ROAUtilize the design thinking mindset to creatively solve RevOps problems. Design thinking emphasizes creativity, user-centricity, and data.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--13-.png)](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) The various Google campuses around the world are often held up as an example of these kinds of “creative environments”. However, Google goes further than bean bag chairs and slides. They have a “20% rule” where every Google employee is expected to spend at least 20% of their time on side projects, many of which are fun ones that utilize the environment available to them. For example, a team of Google engineers developed “the perfect pizza box” for their cafeteria in their 20%. This is the distinction between a “creative environment” and a “creative culture”. A creative environment is just set dressing. A creative culture is the actions you’re taking to foster and develop creativity in your organization. This difference is even more important in a world of hybrid and remote work. What are you gonna do, give every employee a pinball machine and ship them a case of beer each month (actually, that’s not a bad idea. If my boss is reading this: yes, yes you should do that…)? It’s clearly not practical, and more than a little intrusive to try and control your remote employees’ environments like that. Furthermore, these kinds of environments only really speak to certain kinds of creativity. Not all creatives desire that kind of stimulation, and having it enforced on them is likely to do more harm than good. That’s why a culture of creativity is important, one that gives people the space to develop creative ideas and develop them in a way that suits them best, not just throw lots of distractions at them. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--5.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) --- ## **Being able to explore creative ideas** In my marketing dissertation, I interviewed several UK marketing leaders on how they encourage creativity. There were two pieces of advice in particular that have shaped my approach to creativity and how I judge the level of support an organization offers the creative process from the late, great Peter Holden, founder of the Holden & Sons’ agency: 1. “You can’t squeeze blood from a stone. If there’s a creative block, people need the room to step away and come back to it.” (Actually, Peter’s first advice was to go to the pub, but he admitted that wasn’t necessarily appropriate in modern business). 2. “Marketers need to be like culture sponges, you never know what kind of reference will be useful.” Providing space for both is key to an effective creative culture. You need to both give people the space on project timelines to allow for overcoming creative blocks and encourage a diverse array of interests and backgrounds across your team, to allow them to bring as many experiences and ideas as possible to the table. Gastón Tourn, CMO of Curio, follows a similar philosophy when it comes to how he leads his team and teaches them to develop creative ideas. For Gastón, the heart of marketing is storytelling, and the way he approaches it is rooted in the lessons he’s learned from his background in literary studies and creative writing, lessons that he shares with his team. [Examine the difference between strategic and tactical marketingIn the dynamic landscape of marketing, two components play a critical role in achieving objectives: strategic marketing and tactical marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEve Chatfield![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/CMA-strategy-2.jpg)](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/) When it comes to marketing storytelling, Gastón encourages his team to think about them not just in marketing terms, but how to tell the stories using classic literary and storytelling techniques. In our [CMO Convo: Story Masters](https://www.cmoalliance.com/cmo-convo-podcast/?wchannelid=vmp1p6vrw9&wmediaid=1mo12xaqkx) podcast mini-series, Gastón explains how he advises his team to explore new, fresh ideas when it comes to storytelling, with the goal of engaging the audience by presenting ideas to them in fresh, exciting ways. > [****Gastón Tourn**](https://www.cmoalliance.com/story-masters-1-the-goal-of-brand-storytelling/) Gastón encourages his team to explore new forms of storytelling across different genres of literature, film, television, and just about every genre and medium. He even goes so far as to advise his team *not* to read marketing advice books, but rather advice on literary criticism and storytelling techniques from authors in order to develop their skills. In this way, Gastón encourages his team to take more time over building creative and engaging stories. > “It goes back a lot to the quote I always mention from John le Carré: “‘The cat sat on the mat’ is not a story, but ‘the cat sat on the dog's mat’ is a story.” I love it because I think it's very simple, but it kind of tells you why the antagonist in particular is so important. It's crucial, particularly in brand storytelling, to ask yourself who the dog is. > [****Gastón Tourn**](https://www.cmoalliance.com/story-masters-3-the-characters-in-your-brand-stories/) ## **Creative cultures allow for risks and experimentation** A creative culture doesn’t just encourage your team to be more creative with what’s in front of them. In the ever-rapidly-changing world of marketing and business, with new technologies and channels appearing all the time and macroeconomic impacts changing the landscape, your team needs to be able to try new ideas and experiment with new approaches. For Austin Beveridge, Head of Growth at Arc Technologies, a strong culture of experimentation was what allowed him in a previous role at Bolt to grow the company to a $12 billion valuation. > [****Austin Beveridge**](https://www.cmoalliance.com/5-lessons-on-growth-culture-from-building-a-decacorn/) Austin raises a good point on “psychological safety”. One of the most important aspects of a creative culture is giving your team the freedom and confidence to try things that might not work. That’s not to say they should be able to dive in and break things without worrying about consequences. Experienced CMO, Christy Raedeke, makes it clear that although she is a big fan of taking creative risks with marketing, they need to be calculated and considered risks. > “I think the most important thing is to start at the top and to get buy-in and to really explain what you're doing, I never want to do something just for a stunt. We don't want to do things that feel like they aren't authentic to the brand, all of the risks I've taken have been in service to the brand. > [****Christy Raedeke**](https://www.cmoalliance.com/redefining-risk-how-to-make-bold-moves-as-a-cmo/) It’s clear that a creative culture doesn’t equal an unstructured culture. The whole concept of “experimentation” requires documenting what’s been tried, and keeping track of the results. Marketing Consultant Tim Parkin recommends having formal documentation of all experiments and creative ideas so that each time something new is tried, it can benefit the organization whether it pays off or not. > "This is what I call the book of knowledge. It's basically an internal wiki, a document, that houses everything about your marketing team. > “You want to include your reports, updates, changes, and campaign performance. You want to be able to see what's worked, what hasn't worked, what we can do differently going forward, and how we can improve our operations and optimization – the two areas that really matter – to get better results from the marketing we're doing. > “That book of knowledge grows and grows over time to become a truly valuable resource that people can reference and see what’s already been tried and what hasn’t been tried yet. And have an idea log to show what we need to do in the future. It becomes an invaluable resource, as your team keeps adding to it and maintaining it. > “As a marketing team, there are so many demands on us that we forget the great ideas that we have. We’ll figure out a change we need to make and then get distracted by something else. Having that documented is so important and so valuable. > [****Tim Parkin**](https://www.cmoalliance.com/marketing-inside-out-put-your-team-first/) With this approach, you can ensure creative thinking is shown to be valuable to your team, while also making sure that new ideas and approaches are built on prior experiences. ## **The way forward** In an era of rapid business evolution, the willingness to take risks is more vital than ever for CMOs. However, risk-taking should never be an act of recklessness. Instead, it should be strategic and calculated, backed by research, and aligned with the company's goals. When embraced, even failure becomes a stepping stone to learning and improvement. By fostering a culture that values storytelling, creativity, open communication, learning from failures, and calculated risk-taking, CMOs can position their organizations to stay ahead of the competition and achieve their goals. This approach ultimately helps to build deeper connections with customers, which is the ultimate goal of any successful marketing endeavor. Finally, I should make it clear that although I’ve written this article from the perspective of CMOs and C-suite marketers, the lessons are applicable [across other departments](https://www.productledalliance.com/5-ways-product-leaders-can-create-a-culture-of-innovation/?ref=cmoalliance.com). Creativity is a benefit to almost every aspect of a business, and it's the duty of all C-suite leaders to help foster it. ### **Golden rules for building a creative culture** - Give people the time to be creative. Constant, back-to-back deadlines won’t allow people the time to overcome blocks and will lead them to just pumping out work that’s the bare minimum. - Build diverse teams. Diverse interests and backgrounds will bring more ideas to the table, and when they mix together, that’s the perfect chemistry for creativity. - Support your team in trying new ideas. Experimentation always comes with a risk, but you won’t know what works and what doesn’t unless you try. - Keep records of your creativity, whether it was successful or not, so you can build on it. While it might sound counterintuitive, this kind of structure allows you to keep building on the work that’s been done. --- ****The most successful businesses are the ones with the most creative cultures. And the leaders who succeed in them are the ones who can best build and maintain that culture effectively.** ****The Alliance’s C-suite Masterclass Course is the perfect resource to build those skills so you can really make your mark in the C-Suite.** [Discover how the course can make you a C-suite master](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=cmoa&utm%5Fmedium=blog&utm%5Fcampaign=content) [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--6.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### Unlock your revenue potential with strategic Salesforce integrations URL: https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/ Last updated: 2025-08-05T06:59:42.000Z This article comes from **Joe Aurilia Jr.**’s webinar, ‘*How does Salesforce Integration fuel RevOps growth at different scale levels?*’, for our community, check out the full discussion [**here**](https://www.revenueoperationsalliance.com/how-does-salesforce-integration-fuel-revops-growth-at-different-scale-levels/). --- With great flexibility comes great responsibility. Salesforce enables immense revenue process customization. But without architectural planning, it becomes an inflexible tangle of integrations and [automations](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/). Changes generate ripple effects freezing operations in an instant. But it doesn't have to be that way! In my 20+ years in ops leadership, I've learned how to transform revenue engines using Salesforce as the connective tissue. When I first started with Salesforce, I'll admit - I was skeptical. It seemed overly complex for what we needed. But over time and through a lot of trial and error, Salesforce became the command center of our technology stack. It brought cohesion to our workflow and single-pane-of-glass visibility that I didn't think could be possible. --- [What is revenue operations (RevOps)? | ROARevenue operations aims to align sales, marketing, and customer success teams. Explore how RevOps can revolutionize your revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) --- Whether you're just getting started or inheriting a complex Salesforce instance, my goal is to provide tactical advice to maximize your investment. With the right approach, Salesforce can scale with your most ambitious growth plans and unify your customer operations. I'll share tips on smart setup, change management, customization, and integrating Salesforce deeply across your tech stack. You'll learn common pitfalls to avoid and keys to user adoption. Let's get started on your journey to making Salesforce the beating heart of your revenue engine! With careful planning and continuous improvement, you can master the fundamentals and transform it into an indispensable system. - [**Getting started with Salesforce**](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/#getting-started-with-salesforce) - [**Inheriting an existing Salesforce system**](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/#inheriting-an-existing-salesforce-system) - [**Salesforce as an enterprise platform**](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/#salesforce-as-an-enterprise-platform) - [**Final thoughts**](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/#final-thoughts) ## Getting started with Salesforce When first adopting Salesforce, it's crucial to view it as a journey rather than a single project. Salesforce offers tremendous flexibility - it's like buying a floor in a massive apartment building where all the utilities are provided, but it's **up to you to make the space your own**. Salesforce offers common components like leads, accounts, and opportunities, but how you perceive and utilize these elements may vary greatly from other businesses. This makes Salesforce an incredibly powerful and flexible platform, but to truly unlock its potential, you need to mold it to suit your unique business needs. Salesforce is more than just a set of tools — it's a journey, a marathon that requires constant adjustments to reflect your business's evolution. But where do you start this journey? Here are a few points to consider: [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ### Identifying key data Initially, figure out what data matters most to your business. This could range from pre-sales conversations and coding processes to delivery and customer success metrics. Once you identify this data, consider where it currently resides and how you can effectively import it into Salesforce, ensuring its quality and consistency. ### Early wins and documentation Small victories matter in this journey, both for business progress and team morale. It's crucial to document your revenue processes, ensuring that all teams, from sales and finance to marketing, understand and use the same terminology and definitions. This uniformity paves the way for smoother conversations and better collaboration as your business matures and sets goals using [KPIs and metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/). ### Implementing controls Salesforce offers an immense level of security and control, allowing you to tailor visibility and access levels according to team or region. To leverage this feature efficiently, you need to plan early and understand Salesforce's control and security model thoroughly. Remember, your CRM shouldn't be a free-for-all — maintaining data quality is essential for future reporting and decision-making based on the platform. ### Thinking of Salesforce as an enterprise platform Lastly, consider Salesforce as an enterprise platform and not just another tool. This will help you envision Salesforce as the cornerstone of your business operations, tying different elements together to provide more comprehensive, actionable insights. [Finding a single source of truth in RevOps - Marin Page | ROASandy Robinson sits down with Marin Page, Senior Salesforce Business Analyst at Soliant Consulting to discuss why having a single source of truth is key to RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/ROA-Unboxed-Ep3.jpg)](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/) ### Bonus advice The journey with Salesforce is about **growth and progress**. It might take some time to derive intelligence from the platform, but the destination is undoubtedly worth it. 💡 ****Top tip!** Remember to back up your data automatically to protect your business from potential losses. Lastly, understand where your business is heading—whether you're a budding startup or a mature company, your team size, ARR, and product complexity will significantly influence your Salesforce management strategy. By appreciating the power and flexibility of Salesforce, you can effectively customize this robust platform to drive your business forward. Your Salesforce journey is about making the platform truly yours, reflecting your unique needs and goals, and ultimately, unlocking your revenue potential. ## Inheriting an existing Salesforce system Taking over an existing Salesforce system might seem like a daunting task, but fear not! First things first, you need to look at your system from a fresh perspective. It's like opening a book right in the middle – the story has already begun and you have to get up to speed with the plot. #### 🕰️ Understanding the past How and why the system was initially set up - is vital in forging a clear path forward. ****By learning from past mistakes, you can avoid repeating them and continuously improve.** Also, it's crucial to not just comprehend the system, but to be empathetic towards people who have been part of its journey. #### 🧍Now let's talk about ****people**. We all know they play a vital role in every organization. With ****RevOps**, we have a golden opportunity to ****bridge gaps**, dissolve conflicts, and bring [teams](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) closer. #### 🏅Internal communication As you streamline your internal communication, it trickles down to improve your conversation with the most important entity - ****your customer**. It's not always going to be easy, but ****celebrating the small victories** along the way can create a ****positive and collaborative work culture**. #### 🛣️ Business direction You also need to ponder over a crucial question - ****Where are we heading?** This is where you take a hard look at business goals. Can your existing system help you get there? Are there too many frictions or human handoffs holding you back? #### 📈Processes You need to work out if your [processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) and systems are ****scalable**, otherwise you risk getting ****bogged down in inefficiencies** as the company grows. #### 🖥️Unique team dynamics Another important thing to consider is your ****unique team dynamics** and how they interact with the system. Are you a fast-paced startup, continually adapting, or a mature company with tried-and-true methods? Your company's stage will ****influence how you manage changes** and make decisions about automation and processes. #### 🧮 Then there's the elephant in the room - ****data complexity**. Salesforce is a [data-driven](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/) platform and understanding the amount and nature of your data will shape your decisions. Handling data in a startup can be significantly different from a mature company, so you’ll need to ****tailor your approach** accordingly. #### 📣 Finally, let's not forget about ****communication**! No one likes nasty surprises, especially on a Monday morning. ****Informing your teams** about [upcoming changes](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/), explaining the benefits, and ****setting clear expectations** can smooth the path for successful transitions. After all, the goal here is to ensure that the changes are making everyone's life ****better, not harder**. Inheriting an existing Salesforce system might sound like a big challenge, but remember, it’s also a great opportunity. With a bit of empathy, clear communication, and an eye for future growth, you can navigate this journey with confidence. Let's embrace this challenge together, shall we? --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- ## Salesforce as an enterprise platform In today's business environment, Salesforce is not just a tool for managing information or customers. It's an integral component of your company that enables smooth conversations and operations. Imagine this: if Salesforce stopped working tomorrow, could your teams function effectively? This question underscores the true value of a fully integrated Salesforce platform – the heart of your enterprise where everything exists, and everything counts. ### The power of data in Salesforce A Salesforce platform fully adopted by all your teams is an efficient ecosystem with no secret spreadsheets or pipeline reports. It's a centralized hub, with all your integrations feeding in and out of the platform. These integrations enable smooth kickoffs of marketing conversations, notifications to stakeholders, and adhering to compliance procedures. Understanding your data architecture and where data exists across your enterprise is crucial. Whether in Salesforce, HubSpot, or other financial and marketing tools, the ability to comprehend data flows is key, particularly as your organization matures. Data maps are beneficial in this context, helping teams to navigate through data, understand its origins, and identify who can modify it. [RevOps, data, metrics, and CX | ROABy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ### Facilitating repeatability and business intelligence As you tweak your Salesforce system to enhance efficiency, you'll discover the power of repeatability – the ability to consistently deliver high-quality service without repeated mistakes. By streamlining processes and ensuring smooth handoffs, Salesforce can enable you to effect positive changes across all client interactions. However, it's not just about managing processes; it's also about leveraging the data you've accumulated to derive actionable insights. Your Salesforce platform is a rich mine of business intelligence. By scrutinizing this data, you can uncover hidden trends, unexplored opportunities, and potential areas of improvement. It's about asking the right questions to drive significant, positive change. ### Managing data control and customization Salesforce is unique in its ability to adapt to various user profiles, presenting different "versions of the truth" based on the viewer's role. As you grow and understand your team's needs better, you can alter your Salesforce system to cater specifically to them. With data still managed in one place, you maintain control while providing a customized experience. By aligning your systems and minimizing data entry duplication, you can create a "single pane of glass" view of your data. This unity aids in reporting, allowing for a cohesive narrative rather than disjointed snippets of information from different systems. Always striving to be "audit-friendly," this approach encourages buy-in and promotes continued system growth. [RevOps metrics: Insights from the experts \[podcast highlights\] | ROALearn from three RevOps experts by diving into the best revenue operations metrics insights from season one of our podcast, RevOps Unboxed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--14-.png)](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) ### Tying business goals to Salesforce With your data matured and trusted, you can confidently tie your OKRs and KPIs to your Salesforce system. As you become more familiar with the data's lifecycle, you can set goals based on quantifiable, trusted data. The ultimate aim? Driving business growth through specific, data-backed metrics because of the foundational elements you've put in place within your Salesforce system. In essence, Salesforce as an enterprise platform is a crucial aspect of your business landscape. It facilitates smooth processes, insightful [data analysis](https://www.revenueoperationsalliance.com/utilizing-diagnostic-analytics-for-revenue-growth/), and goal-oriented growth, putting you on the path to success. ## Final thoughts As we draw this insightful exploration to a close, it's clear to see that Salesforce integration, when approached strategically, has the potential to significantly elevate your business. It's a platform that offers more than just CRM capabilities; it's a dynamic tool that can revolutionize your operations and unleash untapped revenue potential. Whether you're a startup or a mature enterprise, Salesforce integration presents an opportunity to streamline processes, harness data, and drive growth at various scales. Remember, Salesforce integration isn't a one-and-done project. It's a continuous journey that requires thought, persistence, and constant adjustment. With patience, strategic planning, and a willingness to learn, you can transform Salesforce from a simple tool into the heart of your revenue engine. Now, it's over to you. What's your Salesforce story going to be? --- **For more valuable insights from industry leaders, join our global community! You won't want to miss it!** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Empower your employees by building a culture that values every customer interaction URL: https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/ Last updated: 2025-08-05T06:49:54.000Z The overarching goal of any [customer success](https://www.customersuccesscollective.com/what-is-customer-success) function is to provide your customers with the best possible experience that’ll help them realize your product or service’s value, and reach their desired outcomes with said product or service. Sure, it sounds simple enough, but the only way for this ethos to be reflected in every customer interaction is if it’s a part of your company’s culture. This is where first-rate leadership comes into play. As a [customer success leader](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/), there’s a responsibility to set the standard through your actions. A junior member of staff can try to impact or change their company’s culture, but fundamentally, any big change needs to come from the top. To ensure each customer interaction counts and your *whole* company recognizes and values each customer interaction, this needs to come from the C-suite. In this article, we’re going to cover: - What work culture is, and why it’s important, - The importance of every customer interaction, - Ways to build a customer-centric culture, - How to empower your employees and set them up for success, and - How to measure success and continued improvement. Now, let’s get down to business. ## **What is a “work culture” and what is customer-centricity?** To kick things off, it’d serve this article best if we first explained the importance of a positive, encouraging work culture. But what do we mean when we refer to a “culture”? Work culture is the type of environment that exists *within* an organization, usually reflective of shared values, and beliefs that shape the normal run of things in a company. Here are some examples of work cultures: - Positive, friendly, and dynamic work cultures. These promote innovation, well-being, collaboration and retention. - “Fast-paced” work cultures tend to cultivate agility and adaptability, resilience, collaboration and continuous learning. - Work cultures fostered around [diversity, equity and inclusion](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) (DE&I) signal to employees that a company values equal opportunities and creates a workforce that reflects the broader society of different backgrounds, experiences, perspectives, and identities. - In toxic work cultures, where employees feel the pressure to over-perform, there are cases of micromanagement, lack of recognition, and bullying. It’s up to the senior leadership team or the [C-suite](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) to set a healthy, supportive, and positive work culture in order to get the best work out of staff. But why are we talking about work culture in an article related to customer-centric strategies? As a customer success leader, you not only have influence over the day-to-day work culture that affects your employees – that's a given. You’re in a unique position to be able to impact the lives of your customers too – whether that figure's in the thousands, millions, or billions. ### **Why is a customer-centric work culture important?** As a customer success professional, your natural propensity is to focus on the customers themselves. But not every function within your business will necessarily be constantly thinking of the customer. In some companies, the big drive is the product itself, or perhaps the number of sales made. A company could be [community-led](https://www.communityledgrowth.com/what-is-community-led-growth/?ref=customersuccesscollective.com) (much like a little-known [customer success communit](https://www.customersuccesscollective.com/customer-success-community/)y 👀). When you put your customer at the forefront of every business decision, in every department – regardless of KPIs and responsibilities – then the customer's own eventual success becomes an increasingly realistic prospect. If you can make [customer-centricity](https://www.customersuccesscollective.com/5-steps-to-building-a-customer-centric-culture/) and empathy an integral part of your company’s culture, it can really give your organization an edge in terms of customer conversion and retention. ## **The importance of every customer interaction** Customer interactions play a pivotal role in delivering exceptional service and [building strong relationships with your customers](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/). Each interaction provides an opportunity to create a positive impression, address customer needs, and exceed their expectations. When your employees understand the significance of these interactions and are empowered to provide outstanding service, it can have a profound impact on overall customer satisfaction and loyalty. Senior customer success leaders have a crucial role to play in building a customer-centric culture that emphasizes the importance of each customer interaction. How? By setting the right example and establishing clear expectations, they can inspire their teams to prioritize customer satisfaction and go above and beyond to meet customer needs. ### **Understanding the value of each customer interaction** It might sound trite, but it's worth noting for clarity: Most companies will agree with this, but whether its culture reflects the gravitas of this realization is another matter entirely. Whether it's a simple inquiry, a support request, or a strategic conversation, there’s no escaping from the fact that every single touchpoint contributes to the overall customer experience. Recognizing the impact of these interactions is essential for cultivating a culture that values customer-centricity. By understanding the value of each interaction, you can emphasize the importance of delivering exceptional service at every opportunity. This mindset should permeate throughout the entire organization, from the leadership team to frontline employees. ### **Identifying touchpoints throughout the customer journey and their significance** To truly build a customer-centric culture, it's important to identify the key touchpoints throughout the customer journey and understand their magnitude. From the first point of contact to post-purchase support, each one of these touchpoints presents a unique opportunity to engage with the customer and deliver the value that was promised pre-conversion. When you pinpoint these critical touchpoints, your employees will be made aware of the moments that matter most to customers. This knowledge enables you to tailor your interactions, provide personalized experiences, and demonstrate a deeper understanding of your customers’ needs. ### **Utilizing data and analytics to measure and evaluate the quality of customer interactions** Your customers won’t realize value and your department won’t be a revenue driver without marrying the [two pillars of customer success](https://www.customersuccesscollective.com/the-balance-between-tech-and-human-touch-during-onboarding/). Just like PB and J are a match made in sandwich heaven, so are empathy and data to customer success. No matter how you cut it, [data and analytics](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) play a *huge* role in building a customer-centric culture. By leveraging your customers’ data, you can gain insights into the quality of interactions, identify areas for improvement and feed this information back to your product development team. There are some key metrics you can start adopting, such as customer satisfaction scores, response times, and resolution rates, which can provide invaluable feedback on the effectiveness of customer interactions. It’s worth pausing here to note that while having this data is just one part of the game – acting on it via analysis is the most important part. When you analyze this data, it allows you to measure the success of your customer-centric initiatives and make data-driven decisions to enhance the customer experience. Regular evaluation of customer interactions enables you to identify patterns, trends, and areas of excellence, which can be used to shape training programs, refine processes, and continuously improve service delivery. ## **Four ways you can build a customer-centric culture** ### **1\. Define a clear vision and mission centered around customer satisfaction** To build a customer-centric culture, it’s essential to define a clear vision and mission that revolves around customer satisfaction. This vision should be communicated throughout the organization, emphasizing the importance of putting the customer at the forefront of every decision and action. A customer-centric vision provides a shared purpose and direction, aligning employees around a common goal. It sets the tone for the organization's culture and serves as a guiding principle for decision-making at all levels. ### **2\. Communicate the importance of customer-centricity to the entire organization** This one will never get old: effective communication is key to fostering a customer-centric culture. It’s *essential* to clearly articulate the importance of customer-centricity to every member of the organization. This communication should emphasize how each employee contributes to the customer experience and how their efforts directly impact customer satisfaction and loyalty. Leaders should regularly communicate the organization's commitment to customer-centricity, share success stories, and highlight the positive outcomes that result from prioritizing the customer. This constant reinforcement helps create a shared understanding and reinforces the significance of customer interactions. ### **3\. Encouraging cross-functional collaboration and knowledge sharing** Michael Jordan once famously noted that "Talent wins games, but teamwork and intelligence win championships." And he’s not wrong. 🏀 [Collaboration](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) and teamwork are an organization’s magic formula for success. When departments work together, share knowledge and break away from the silos that can unfortunately start to form, they can provide a seamless and consistent experience for customers. Your best jumping-off point to get your employees to fully grasp the significance of customer-centricity is by showing the value of what each other department does. This way, they’ll have a well-formed understanding of each customer interaction your company has. When pooling together insights, statistics and notes, employees can leverage their collective expertise and insights to better understand customer needs and address challenges effectively. ### **4\. Aligning internal processes to support a customer-focused approach** This one might be best addressed to your [operations team](https://www.customersuccesscollective.com/customer-success-operations/), but building a customer-centric culture requires aligning internal processes and policies to support a customer-focused approach. This can seem mundane, but it’s integral to long-lasting, systemic change. It can involve reviewing existing practices and identifying areas where changes can be made to enhance the customer experience. By streamlining your internal processes and removing unnecessary archaic barriers, you improve service delivery and set your employees up to make decisions that’ll benefit the customer tenfold. ## **Empowering employees to embody customer-centric values** The term “empower” gets thrown around a lot these days, but what does it really mean? We’re of the belief that empowerment means providing someone with the confidence and authority to carry out a task. If you’re in the business to make your company customer-centric, you won’t stand a chance if your employees aren’t onboard and, perhaps more pressingly, have the right infrastructure to enact this ethos. Empowering employees starts with hiring and training individuals who align with the organization's customer-centric values. During the hiring process, look for candidates who demonstrate empathy, excellent communication skills, and a genuine passion for delivering exceptional service. Once hired, provide comprehensive training programs that focus not only on product knowledge but also on vital skills, such as active listening, problem-solving, and empathy. This investment in employee development sets the foundation for a customer-centric culture. ### **Providing ongoing training and professional development opportunities** Empowerment is an ongoing process that requires continuous learning and development. Provide employees with **regular training sessions** and **professional development opportunities** to enhance their skills and keep them updated on industry trends and best practices. Encourage employees to seek feedback, participate in workshops and conferences, and pursue relevant certifications. By investing in their growth, you empower them to provide exceptional service and develop as customer success professionals. 🎪 Leadership is the cornerstone of success in the C-suite. Are **you* ready to take your executive skills to the next level? Enter ****the** [****C-Suite Masterclass certification**](https://certified.thealliance.io/course/c-suite-masterclass?ref=customersuccesscollective.com). From developing your leadership abilities to understanding the unique challenges faced by C-level executives, you'll gain the knowledge you need to drive results, inspire teams, and achieve your career aspirations. [Learn today. Lead tomorrow](https://certified.thealliance.io/course/c-suite-masterclass?ref=customersuccesscollective.com) ### **Encouraging autonomy and decision-making authority at all levels** Empowering employees means granting them the autonomy and decision-making authority to serve customers effectively. Trust your employees to make decisions aligned with the organization's values and provide them with the necessary support and resources to do so. By empowering employees to take ownership of customer interactions and make decisions that benefit the customer, you foster a sense of ownership and accountability. This autonomy leads to increased employee satisfaction and enables them to deliver personalized and impactful experiences. ### **Recognizing and rewarding exceptional customer service efforts** Recognition and rewards are powerful tools for reinforcing a customer-centric culture. When you acknowledge and celebrate employees who consistently go above and beyond to deliver exceptional service and are responsible for outstanding customer interactions, you foster a culture of excellence that inspires others to follow suit. Whether this is through peer nominations, customer feedback, or performance metrics, a great way to empower your employees is by publicly recognizing these employees and rewarding their efforts. ### **Creating the right systems** Implementing a customer relationship management (CRM) system to track interactions To effectively manage and track customer interactions, implement a robust CRM system and you’ll be laughing your way down Retention Road (population: your CS team 😉). You’ll know that a CRM provides a centralized platform to record and analyze customer interactions, ensuring that no valuable information slips through the cracks. But a powerful CRM system that works with your business model and size will allow your employees to access customer data, history, and preferences, and provide them with the ability to personalize all customer interactions and provide proactive support. It also facilitates collaboration among teams, allowing for a seamless handoff of information and ensuring continuity in the customer experience. ### **Utilizing technology for customer feedback and sentiment analysis** Technology can play a significant role in gathering customer feedback and sentiment analysis. Implement tools and platforms that enable customers to provide feedback easily, such as surveys, online reviews, and social media listening. Leverage sentiment analysis tools to monitor customer sentiment and identify areas where improvements can be made. These insights help you understand customer perceptions and make data-driven decisions to enhance the customer experience. ### **Providing employees with access to relevant customer information and insights** Empower your employees with access to relevant customer information and insights. This can include data on customer preferences, previous interactions, and any specific needs or challenges they may have encountered. By equipping employees with this information, you enable them to provide personalized and proactive support, anticipating customer needs and exceeding expectations. Access to customer insights empowers employees to deliver tailored solutions that drive customer success. ## **Measuring success and continuous improvement** ### **Establish KPIs to measure customer satisfaction and service quality** Measuring success in a customer-centric culture requires establishing key performance indicators ([KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/)) that focus on customer satisfaction and service quality. These KPIs can include metrics such as customer satisfaction scores, [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS), customer retention rate, and customer lifetime value. Regularly monitor and evaluate these metrics to assess the impact of customer interactions and the effectiveness of your customer-centric initiatives. Use the data to identify areas for improvement and set goals to drive continuous enhancement of the customer experience. ### **Gathering customer feedback** Direct customer feedback is invaluable for understanding their needs, preferences, and satisfaction levels. Implement surveys, conduct interviews, and leverage social listening tools to gather feedback from your customers. Encourage customers to share their thoughts and suggestions, and actively listen to their feedback. Analyze the feedback to identify trends, pain points, and areas of improvement. This customer-centric approach ensures that you are continuously aligned with their needs and expectations. Analyzing customer data, feedback and customer interactions via metrics will identify areas for improvement, allow you to implement necessary changes and gain insights into the customer experience. What’s more, you’ll ensure your organization is consistently evolving to meet customer needs. ## **Overcoming challenges and roadblocks** When you’re beginning to implement a customer-centric culture, you may face resistance from employees who’ve become accustomed to existing practices or are perhaps reluctant to change. This is natural, and a very common theme in [change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/). You can overcome this resistance by fostering a customer-centric mindset through communication, training, and leading by example. When you’ve got employees who are taking more persuading to come round to these new systems, try to emphasize the benefits of a customer-centric approach, such as improved customer satisfaction, increased loyalty, and business growth. You can support these employees by offering resources to help them adapt to new ways of working and create a supportive environment that encourages experimentation and learning. ### **Resource constraints and budget limitations** Unfortunately, like many other aspects of life, lack of money can be a real blocker for realizing your goals. And in businesses, resource constraints and budget limitations can present challenges in building the customer-centric culture of your dreams. But it’s not all doom and gloom! You can harness creativity and prioritization to overcome these pesky financial obstacles. One way to get around a less-than-ideal budget is to proactively identify cost-effective initiatives that’ll have a significant impact on the customer experience. After all, *you*, the CS leader, are most in-tune with the customer’s thoughts and desires. *You* know what they’re after. Let the rest of the C-suite know that. You can focus on training and development programs that empower employees to provide exceptional service without requiring substantial financial investments. Seek opportunities to leverage technology and automation to streamline processes and maximize efficiency. ## **Okay, let’s wrap things up** Delivering exceptional service through every single customer interaction is a central tenet of any successful business. But building a customer-centric culture can only be achieved if your whole company is behind this ethos. By recognizing the value of each customer interaction, identifying key touchpoints, and leveraging data and analytics, organizations can continuously improve the quality of customer interactions. As a CS leader, you have your ear to the ground of every post-sales interaction. You live and breathe helping your customers, by understanding their feedback and walking them through your product’s uses. It’s therefore integral that customer success leaders can define a clear vision and mission centered around customer satisfaction, aligning internal processes and policies, and empowering employees through hiring, training, autonomy, and recognition. By utilizing the right systems and measuring success, organizations can overcome challenges, continuously improve, and provide exceptional service that drives customer success. We’ve said it once, but we’ll say it again. We’ll say it until the cows come home: > **Through customer-centricity, organizations can foster strong relationships, inspire customer loyalty, and differentiate themselves in today's competitive landscape. Empower your employees and they’ll take care of your customers.** [![](https://www.customersuccesscollective.com/content/images/size/w1000/2023/06/q-ybL2TK.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ## **Secure your seat at the big table.** So much of your time is spent grafting to [make your customers realize value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/), why not invest the same in yourself? Whether you’re a Director or VP of RevOps, the **C-suite Masterclass** is your answer to professional progression. If you’re serious about taking your career to lofty heights, this certification will certainly help expedite your career by offering you strategies, insights, and skills necessary to take a seat at the big table. [Join the C-suite at your company!](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### Sales-led Go-to-Market, a case study with Jarod Greene URL: https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/ Last updated: 2024-03-01T08:25:22.000Z *Disclaimer: This article was originally published on our sister community* [*GTM Alliance*](https://www.gotomarketalliance.com/) *and was taken from their Go-to-Market Motions Playbook.* [***Download your free copy now.***](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) --- Not all products are made equal, and neither are Go-to-Market strategies. You need a strategy that's tailored to your product, business model and target audience. The different styles of GTM strategy are broadly grouped as ‘motions’, with sales-led, product-led and content-led being some of the most popular. Your GTM motion is what drives your strategy, it's the force behind your customer, revenue and business growth. In this article, we explore the how-tos of a sales-led Go-to-Market strategy, including when to use one, how to use one and what it looks like in practice. Here to lend a helping hand is Jarod Greene, Vice President of Product and Customer Marketing at Highspot. Jarod leads Highspot’s GTM teams and is experienced in delivering successful sales-led strategies. But before we catch up with Jarod, let’s nail down exactly what a sales-led strategy is. ## What is sales-led Go-to-Market? Sales-led is the traditional [Go-to-Market strategy](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/), with a heavy emphasis on good ol’ fashioned selling. Instead of relying on the product to demonstrate its value, your sales strategy is the driving force behind your launch activities and the success of your product. Sales-led is a strategy that really works for products with slow time-to-value or barriers to entry that customers might need to be hand-held through. A sales team is therefore crucial when it comes to demonstrating the value of your product and showing customers why they’d want to buy it. Sales-led strategy is reliant on you having done your market research properly and knowing which audiences to target. Effective sales conversions necessitate going after a buyer who will find value in your product, understanding a customer’s pain points and knowing which aspects of your product will be most relevant to them. With your sales team playing such an important role in your Go-to-Market strategy, you’ll need to make sure you’ve assembled your team properly. They’ll be the most important pieces on your chess board and you need to invest time and resources into training your sales team so they’re equipped to strategically sell your product. That means in-depth buyer personas, understanding pain points, knowing which product features address said pain points and the ability to deliver a consistent customer journey. Once again, for successful Go-to-Market your leading motion, be it product or sales, needs to be aligned with marketing so you can get that consistency in positioning, messaging and customer experience. Sales-led is going to be most effective when your sales reps can build relationships with individual clients and the way to do that is to arm them with as much information as possible. One of the biggest benefits of the sales-led approach is that your customers get hands-on experience, so make the most of that opportunity. [Revenue operations vs sales operations: What’s the difference? | ROAWhat are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) ## Sales-led Go-to-Market, with Jarod Greene ### In what circumstances would you choose a sales-led Go-to-Market strategy? A sales-led Go-to-Market strategy makes the most sense when the product is relatively expensive and requires customers to invest in people, processes and technology to have successful outcomes. Products like this will require some guidance and expertise, and in situations where customization is required, the benefits of having sales and services teams create a competitive advantage. The product becomes something that is used cross-functionally and has the opportunity to become sticky as it supports key business processes. ### What are the benefits of sales-led Go-to-Market? The primary benefits come from the direct, personal connections you can forge with customers. You have the ability to understand customer needs at a detailed level and develop and customize your product to meet their needs and drive higher usage and adoption. You can also create the feedback loop your product teams need to develop new features and capabilities. This can create loyalty and advocacy that benefit the business and the brand for years to come. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Are there any risks to look out for with sales-led Go-to-Market? The cost of sales is high. You need to make sure you have the resources to enable and empower your sales team so that they are equipped, trained and coached to execute consistently. Great salespeople and leaders can be hard to attract and retain, so the risk that you stumble across these professionals who can balance the art and science of selling is low. This type of motion is also most at risk in down markets, where the drive to be profitable comes at the expense of people. ### Can you give an example of a time you successfully used a sales-led Go-to-Market strategy to beat out a competitor? I lead a sales-led motion at Highspot and there are now over 200 competitive enablement platforms - many of which are delivered to market through a product-led strategy. While these tools might see success in pockets of an enterprise, ultimately we find that revenue leaders want a unified view of their revenue-generating teams, and having different tools for different teams makes it difficult to understand what is working and what needs to be improved. One PLG-led solution, in particular, had good traction in a regional department, with the intention of spreading through the business. As most departments were made aware of the solution, new requirements entered into the mix. As Revenue Operations took the lead on the project and gathered requirements across all stakeholders, it was determined that the PLG-led solution would be ineffective in meeting their needs and that Highspot would address the widest range of requirements, in addition to providing the skills and resources in the discipline to help them improve sales productivity. ### How did you decide sales-led Go-to-Market was right for your company? Highspot has always been a sales-led motion, but it does not stop us from applying some product-led principles. Ultimately, we deliver the most value to customers who need to understand the enablement discipline, meaning their sales teams use and adopt the platform more often. Our customers see the investment in enablement as holistic - in that it impacts all marketing, sales and customer success teams, and that it’s critical these groups be on the same page as they execute strategy. That requires investments on our side in people and processes that understand the discipline and how to make sure our customers get the most from their investments. [Analysis of Go-to-Market for top AI-first products | ROAGaurav Nemade analyzes the GTM strategy of 3 AI-first start-ups and furthers our understanding of a successful GTM strategy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGaurav Nemade![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--4-.jpg)](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) ## TLDR; A sales-led Go-to-Market strategy puts your sales reps in the driving seat. It’s best suited for products with: - Slow-time to value. - Higher price points. - Complicated onboarding. Sales-led allows you to develop really strong relationships with your customers and deliver custom-built product packages. Join our growing community of RevOps professionals to discuss their GTM strategies. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Getting started in your new RevOps role - Aparna Muralidharan URL: https://www.revenueoperationsalliance.com/getting-started-in-your-new-revops-role-aparna-muralidharan/ Last updated: 2024-04-26T08:43:13.000Z In this episode, Aparna Muralidharan, Senior Director of Revenue Operations at dscout, discusses how to get started in a new revenue operations role. In particular, she discusses how she approaches a new company's compensation planning. ## About our guest, Aparna Muralidharan Aparna is a Senior Director of Revenue Operations with a strong background in sales analytics. In 2015, she made the transition to a sales operations role which allowed her to smoothly transition into the world of RevOps. She loves discussing topics such as proposals, compensation, and sales analytics with others in the industry. Reach out to Aparna on LinkedIn [here](https://www.linkedin.com/in/aparnamuralidharan/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company, and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com)**,** [**Google Podcasts**](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M?ref=revenueoperationsalliance.com)**, or right here on ROA's website.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Why RevOps is crucial for growing SaaS companies URL: https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/ Last updated: 2025-08-04T16:01:41.000Z [Revenue operations (RevOps)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) is a growing function that is helping companies to grow their revenue streams more effectively. This role can also bring rich results to companies with SaaS business models in the growth stage. Is a RevOps team the next function you need to hire for your SaaS company? Learn more about how a revenue operations function could benefit your business by aligning your teams, delighting your customers, and generating revenue growth. We cover: - [What is RevOps?](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/#what-is-revops) - [Why is RevOps a must for SaaS companies?](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/#why-is-revops-a-must-for-growing-saas-companies) - [How does RevOps affect the tech stack?](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/#how-does-revops-affect-your-tech-stack) ## What is RevOps? Revenue operations is an operations function that aims to align the revenue-generating functions (sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/)) to ensure they all pull towards the same goals. The four pillars of revenue operations are operations, enablement, insights, and [tools](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/). These key areas allow RevOps to optimize processes, enable teams, increase [data-driven](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) decision-making, and remove technology inefficiencies all while aligning revenue teams and driving revenue growth. Instead of focusing on small parts of the customer journey by siloing [sales operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/), marketing operations, and customer success operations, RevOps seeks to align operations teams across the entire customer lifecycle. Allowing a smoother revenue process across your organization. Want to learn more about the power of revenue operations? Check out our guide: [What is revenue operations (RevOps)? | ROARevenue operations aims to align sales, marketing, and customer success teams. Explore how RevOps can revolutionize your revenue growth.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--2-.png)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ## Why is RevOps a must for growing SaaS companies? Growth-stage SaaS companies may start to run into new challenges as their teams get bigger. Mainly, your departments may begin to silo as they increase in size. With this misalignment comes teams all pulling in different directions. The result? Your business growth starts to slow or even stagnate, as your teams try to meet their departmental goals (and start to pull away from wider business goals). A [RevOps function](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) with a well-implemented strategy can change your SaaS company for the better. The function focuses on alignment within your revenue-generating teams, leading to increased revenue growth and more satisfied customers. Let’s dive into the reasons why revenue operations is crucial for a growing [SaaS company](https://www.revenueoperationsalliance.com/the-dangers-of-outsourcing-saas-development-vs-keeping-it-in-house/). [Sales ops to RevOps: Building a strategic revenue team | ROAAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ### Align business goals Ever find that your revenue departments are all pulling in different directions? A revenue operations team can help to [align those teams](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) toward a common goal. Sales, marketing, and customer success teams can sometimes get carried away and start focusing on their short-term team goals over long-term business objectives. RevOps can shift the focus back to revenue generation, leading to sustainable growth over time. To create this cross-functional alignment, revenue operations focuses on visibility across these functions - including merging databases and encouraging cross-collaborative meetings. Once your teams are sharing data and talking to each other regularly they can focus on improving [customer experience](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) and generating MQLs, leading to decreased churn rates and increased sales. In turn, growing your recurring revenue over time. ### Customer satisfaction Since your revenue-generating teams are more aligned than ever they can work together to create a seamless customer journey across the sales cycle. Visibility across functions allows data to all be in one place, so marketing, sales, and customer success can all work from the same information to delight your customers. This allows revenue opportunities for upselling and cross-selling to be identified and ensures the warning signs of churn are spotted early. Handovers between sales and customer success teams can be much smoother and more effective once these teams start working together. RevOps may even help to [automate some of these processes](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/), by implementing automatic welcome email sequences. This frees up customer success reps' time and allows them to spend more time providing quality customer service to your clients, further improving customer satisfaction and reducing churn. Happy customers = better retention rates! [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### Remove inefficiencies The revenue operations function loves to [streamline your processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) and workflows by clearing common blockers and removing unnecessary technology. These procedural changes can allow your teams to work more efficiently and produce better results. RevOps teams also try to automate regular repetitive tasks, this can further enhance revenue-generating processes by reducing workload from your teams and allowing them to spend more time selling, creating brand awareness, and supporting your customers. ### Enhanced decision-making RevOps professionals like to focus on the data. This means they can bring predictability and consistency to [forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) and other [key metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) within your sales, marketing, and customer success functions. These insights will help you to make data-driven decisions that can help your business to grow and generate revenue. Including investing in the right markets, channels, and audiences. You can also use these insights to better[ train your sales reps](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/), by understanding what differentiates your top performers from the rest. This information can be used to train and enable the whole sales team, leading them to close more deals. ### Sustainable scaling RevOps might be the key you were looking for to continue scaling your SaaS company sustainably. Since the function creates a cohesive ecosystem between people, processes, and technology that focuses on revenue growth, it’s an essential element for scaling up your business. [The Power of Embedding RevOps as a Strategic Function | ROAIn this article, three senior RevOps leaders share their insights into building a revenue operations function within your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--10-.jpg)](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) ## How does RevOps affect your tech stack? Sometimes having 20+ tools in your tech stack is unnecessary, but pulling that network apart can be a daunting task full of landmines. Revenue operations will help you optimize your tech stack and cull redundant software and tools. Removing unnecessary platforms from your tech stack will allow your teams to work more efficiently as they don’t need to constantly hop between tools. RevOps teams can also implement systems to protect the data quality of your main database. By prioritizing data hygiene in your CRM, you can create a [single source of truth](https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/) allowing better reporting and monitoring of your revenue cycle. This can lead to more informed decision-making and allow you to catch warning signs earlier - meaning you can course correct to stay on track! Plus, getting rid of a few redundant tools from your tech stack will save your SaaS business money you didn’t even realize you were wasting. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## Final thoughts With the power of RevOps, SaaS companies can grow to new heights! Utilizing revenue operations to align your revenue-generating functions, improve customer satisfaction, and optimize internal processes will lead to increased revenue growth. And once your new RevOps team is finished with your tech stack, you might even save some money - further boosting your bottom line! **Want to chat about all things revenue operations and SaaS?** Join our Slack community of 1000+ RevOps pros from a wide range of companies.👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### “Community is key to expanding your skillset in RevOps” - Colin Veerkamp, Hanzo URL: https://www.revenueoperationsalliance.com/case-study-colin-veerkamp/ Last updated: 2025-04-29T16:00:45.000Z Colin Veerkamp, Revenue Operations Manager at Hanzo, recently took part in an Ask Me Anything (AMA) community session, where members of our community banded together to ask Colin their most pressing RevOps questions. Colin serves as the Head of RevOps at Hanzo and has expertise in developing and implementing sales and revenue management solutions, he excels at leveraging technology, best practices, and collaboration to drive revenue growth. In addition to his role in RevOps, Colin also oversees marketing and has customer success reporting directly to him. Based in Denver, Colorado, Colin's passion for aligning strategies with results extends beyond his professional role. In this case study, Colin discusses: - How he discovered ROA - The value he gained from the ROA community - His experience at ROA’s AMA session - What he’d say to someone considering joining the ROA Slack community ## How Colin find discovered the ROA community Colin’s likely been a member of our community since the early days, as he told us he doesn’t remember *exactly* how he discovered ROA’s community. He suggested that it was likely our presence on social media, where we share RevOps content, news, and events, that made him aware of our growing community. As Colin mentioned, it was “probably LinkedIn” which allowed him to discover the wonderful RevOps community we’re building. *Psst… you can follow us on LinkedIn* [*here*](https://www.linkedin.com/company/revenue-operations-alliance/)*, and get those RevOps insights we mentioned straight to your feed.* ## The value Colin has gained from the ROA community Colin told us that “having a forum to ask questions and a chance to expand \[his\] own voice and thoughts” has been at the heart of the value he has gained from the Revenue Operations Alliance community. He continues by stating that “a lot of RevOps roles out there are individual contributor roles, which makes upskilling and learning very difficult - you’re in a silo.” Colin believes that our community allows for valuable “peer-to-peer learning” which is missing from other areas of the revenue operations industry. Colin also mentioned how the community has helped him to develop his leadership skills as he tackles heading up the RevOps function at his own organization: > “I am getting back into leadership, and in order to do that you need to be able to have a clear voice. Communities like this allow those thoughts to grow organically.” ## Colin’s experience at our AMA session When asked about his experiences at our AMA session, Colin said he enjoyed it, and noted that “the questions asked were very process-oriented, which shows strategic thinking instead of tactical.” Looks like our community members have impressed Colin with their approach to RevOps! (Not that we’d expect anything else from our community of revenue operations pros. 😉) *Fancy getting involved with an AMA session, webinar, or something else? Get in touch! 👇* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ## What Colin would say to someone considering joining the ROA Slack community Colin’s answer to anyone on the fence about joining our Slack community of 1000+ RevOps professionals is simple: > “Do it!” He elaborates by explaining, “Community is one of the few ways to expand your skill set as a RevOps professional”. ## ​​Join the community for free today! Don’t delay, get all those community benefits, right now! To join 1,000+ of your revenue operations peers in our Slack community, just click [here](https://www.revenueoperationsalliance.com/revenue-operations-community/). You’ll gain instant access to a community full of networking opportunities, RevOps advice, and much more. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Game on: Get your sales team pumped with these 5 training competition ideas URL: https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/ Last updated: 2023-10-27T13:21:11.000Z Getting sales reps to participate in training can be a challenging task for many organizations - does this resonate with you? Since most [salespeople](https://www.salesenablementcollective.com/from-sales-reps-to-thought-leaders/) are often highly motivated by the desire to close deals and earn commissions, they may view training as a distraction from their primary focus. Sales training can be viewed as tedious or irrelevant to their specific role or industry, leading to disengagement and resistance to participation with no accountability being enforced. To help overcome some of these challenges, it's important to make training engaging, relevant, and actionable. You can also think about integrating some sort of incentive or recognition for participation and achievement. **Who (in sales) doesn’t like a little healthy competition?** By making [training](https://www.salesenablementcollective.com/building-beyond-training-to-the-enablement-horizon/) a priority and creating a culture of continuous learning, organizations can help sales reps see the value in ongoing education and development, ultimately leading to better results and increased success. Let’s explore some unique contest ideas (that will hopefully get your creative juices flowing) that you can use to help your sales team complete their sales training: - [Shark Tank competition 🦈](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/#shark-tank-competition-%F0%9F%A6%88) - [Sales escape room 🏃](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/#sales-escape-room-%F0%9F%8F%83) - [Sales battle royale ⚔️](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/#sales-battle-royale-%E2%9A%94%EF%B8%8F) - [Sales podcast competition 🎙️](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/#sales-podcast-competition-%F0%9F%8E%99%EF%B8%8F) - [Sales training video competition 🎬](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/#sales-training-video-competition-%F0%9F%8E%AC) ## Shark Tank competition **🦈** A Shark Tank-style competition can be a fun and innovative way to challenge your sales reps to think creatively about their sales pitches. Have each rep pitch a new product or service, and have a panel of judges, including sales leaders and company executives, evaluate and provide feedback. Award prizes to the best pitches, and consider developing the most promising ideas. #### Sample activity instructions to get you started: - Each rep will ****pitch a new product or service** to a panel of judges, including sales leaders and company executives. - Each pitch should be ****no longer than 5 minutes** and should include ****a brief overview** of the product or service, target market, and sales strategy. - Judges will evaluate each pitch based on ****creativity, market fit, and sales potential**. - The top 3 pitches ****will receive prizes**, and the company may consider developing the most promising ideas. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- ## Sales escape room **🏃** Transform your sales training into an interactive experience with a sales escape room. Set up a series of challenges and puzzles that require your sales reps to **use their knowledge and skills to "escape" a challenging sales scenario**. This type of training encourages collaboration and teamwork, while also providing a fun and engaging experience for your sales reps. #### Example instructions to get you started if you are doing this **in-person*: - Divide your sales team into small groups - Each group will be locked in a room and given a set amount of time to ****solve a series of sales-related puzzles** and challenges. - The puzzles and challenges should be designed to ****test their knowledge and skills** related to the training material or product. - The first team to successfully complete all the challenges and "escape" the room will win the competition and receive a prize. #### Example instructions to get you started if you are doing this in the **virtual world*: - Divide your sales team into small groups or breakout rooms. - Assign each group a team leader who will be responsible for coordinating the group's efforts and communication during the game. - Choose a virtual escape room platform, or create your own game using online tools like Zoom, Slack, or Google Docs. - Provide each group with a link to the virtual escape room or access to the game materials. - Set a specific time limit for each group to complete the game, and ensure that all members of the group are available during this time. - The game will consist of a ****series of puzzles and challenges** related to the training material or product. - Each group will need to ****work together to solve the puzzles and challenges to progress** through the game and "escape" the room. - Encourage groups to communicate regularly and assign roles to each member based on their strengths and skills. - The first group to successfully complete all the challenges and "escape" the room within the time limit will win the competition and receive a prize. - Debrief the game with the entire team to discuss what was learned and how the experience can be applied to real-life sales situations. --- [Revenue operations vs sales operations: What’s the difference? | ROAWhat are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) --- ## Sales battle royale **⚔️** A sales battle royale competition can be a unique and fun way to foster healthy competition among your sales reps. Divide your sales team into teams, and assign them a target market or product category. Set **a specific sales goal** **for each team**, and track their progress over a set period of time. The team that generates the most sales wins the competition and receives a prize. #### Example instructions to get you started if you are doing this **in-person*: - Divide your sales team into teams, and assign each team a target market or product category. - Set a ****specific sales goal for each team** and ****track their progress** over a set period of time (e.g. 1 month). - Teams can ****use any sales tactics they choose**, as long as they are ethical and in line with company policies. - The team that generates the most sales within the set time period will win the competition and receive a prize. #### Example instructions to get you started if you are doing this in the **virtual world*: - Divide your sales team into teams, and assign each team a target market or product category. - Set a ****specific sales goal for each team** and ****track their progress** over a set period of time (e.g. 1 month). - Teams can use ****any sales tactics they choose,** as long as they are ethical and in line with company policies. - ****Use a CRM tool** or other tracking system to track each team's progress and sales activities. - Regularly communicate with each team to provide support, answer questions, and motivate them to reach their sales goals. - Hold ****regular virtual team meetings to discuss progress**, share best practices, and provide feedback. - Consider hosting virtual sales events or webinars to help teams generate leads and close deals. - The team that generates the most sales within the set time period will win the competition and receive a prize. - Debrief the competition with the entire team to discuss what was learned and how the experience can be applied to real-life sales situations. ## Sales podcast competition **🎙️** Have your sales reps create a sales podcast that covers a specific topic related to the training material or product. The podcast can be hosted by one or more reps and should aim to provide listeners with helpful tips and insights. Have a panel of judges evaluate the podcasts based on **quality, engagement, and effectiveness**, and award prizes to the best ones. #### Example instructions to get you started: - Each rep will create a sales podcast that c****overs a specific topic related to the training material** or product. - The podcast should be no longer than 10 minutes and should ****aim to provide listeners with helpful tips** and insights. - A panel of judges will evaluate the podcasts based on ****quality, engagement, and effectiveness**. - The top 3 podcasts will receive prizes, and the company may consider using the best podcasts as part of its sales training program. --- [Making enablement work in remote settingsUnlock the potential of remote enablement for your GTM teams. Explore key strategies to overcome challenges and drive successful outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKatie Van Hoomissen![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/SEC-remote.jpg)](https://www.revenueoperationsalliance.com/making-enablement-work-in-remote-settings/) --- ## Sales training video competition **🎬** A video competition can be a great way to encourage your sales reps to create engaging and informative [training](https://www.salesenablementcollective.com/coaching-in-a-work-from-anywhere-world/) materials. Have your reps **create a training video that covers a specific topic or product**. The video should aim to be informative, engaging, and creative. Award prizes to the videos that are the most effective and creative. #### Example instructions to get you started: - Each rep will **create a training video that covers a specific topic** or product related to the training material. - The video should be no longer than 5 minutes and should aim to be ****informative, engaging, and creative**. - A panel of judges will evaluate the videos based on ****quality, engagement, and effectiveness**. - The top 3 videos will receive prizes, and the company may consider using the best videos as part of its sales training program. ## Wrapping up Incorporating unique and innovative contest ideas into your sales training program is a great way to keep your sales reps engaged and motivated. These ideas are just a starting point, and you can tailor them to your specific needs and goals. By making your sales training more interactive and fun, you can help your sales team to develop the skills they need to succeed while fostering a sense of camaraderie and healthy competition within the team. Oh yeah... and HAVE FUN! --- *Debbi first published this article on [LinkedIn](https://www.linkedin.com/pulse/game-get-your-sales-team-pumped-5-training-ideas-debbi-varela/?ref=salesenablementcollective.com)* --- **Join 1,000+ of your RevOps peers in our ever-growing Slack community! Ask questions, connect, and share ideas today. 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Becoming a data-driven revenue machine URL: https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/ Last updated: 2025-08-04T16:03:25.000Z *This article is based on Guy’s talk at the SECs & ROAs NY Summit 2023: "How to achieve 95%+ forecast accuracy in 2023".* --- Are you tired of playing the guessing game with your business decisions? Do you want to know how to turn your company into a revenue-generating machine? Well, you're in luck! Today, the focus is on driving forecast accuracy, so I’ll be talking about everything from the importance of collaboration to the power of data analysis in decision-making. In this article, I’ll be sharing the steps you need to take to achieve forecast accuracy. Here’s how it’s been broken down: - [How to become a data-driven team](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/#how-to-become-a-data-driven-team) - [Understanding the DNA of a good deal](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/#understanding-the-dna-of-a-good-deal) - [How to manage the pipeline effectively](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/#how-to-manage-the-pipeline-effectively) - [The importance of forecasting](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/#the-importance-of-forecasting) - [Final thoughts](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/#final-thoughts) # **How to become a data-driven team** Data quality is probably the most important aspect of becoming a [data-driven](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) commercial [team](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/). Without it forecasting accuracy is near impossible, slowing down the whole RevOps system and ultimately hindering growth. While we've all got a CRM tool that we're using, the data underneath that is usually inconsistent. So, we need a reliable system of record, a sturdy base of data. And frankly, in 2023, we shouldn't be relying on humans logging activity, creating contacts, or keeping them up to date over time. With the rapid growth in [AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) and tech, there are machines and software that can be doing this for you, allowing you to excel where it matters. --- [Key insights for Chief Revenue OfficersDiscover the highlights from last year’s CRO Summit in San Fransisco. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--11-.png)](https://www.revenueoperationsalliance.com/key-insights-for-chief-revenue-officers/) --- All of this data exists in your business, it's just spread so widely over different systems, and you've got all these disparate sources of data giving you signals about what's happening in your revenue engine. But we need to start bringing those together **consistently** in one place through software. Once we fix the data, we can start doing some interesting things with it. We all want to build predictable, scalable revenue engines, and to achieve that, we need to take the guesswork out of sales. By **putting data quality at the forefront** of our business, and allowing RevOps to operate at its full strategic capacity, we can succeed in our markets. [How to build a revenue operations teamDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar, gives his insights into building a revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/marvin-meyer-SYTO3xs06fU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) # **Understanding the DNA of a good deal** Now we've got an engine that's kept the data clean and reviewed all the historical deals that have closed or lost, we can now begin to understand the indicators in all past closed deals. One thing to remember is that every indicator will be different for each company and different for different teams, geographies, and verticals, **but you can’t manage what you can’t see**, so we need to understand the DNA of the deals we’ve closed in the last 12, 24, 36 months. > *“Taking a consistent approach to sales will yield results, it’s small, incremental improvements on a regular basis, it’s that 1% a week that we’re looking for, it has a material impact.”* By understanding this DNA you can begin to use it as a benchmark against your live deals, some questions to ask yourself in this analysis, would be, how many active relationships were involved in every sales cycle? What’s the influence of increasing the number of relationships involved in those deals? Or even, which key personas should you be engaging with at each stage of the sales cycle? Tracking these past deal qualification metrics means you have a full picture of the DNA of a good deal and can compare this to live deals, identifying which are going off-track quicker and allowing either course correction or closing off sooner and moving your business forward. [How predictive lead scoring can help your businessPredictive lead scoring optimizes the sales process, maximizing the potential of your leads. This article discusses the importance of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/jorge-franganillo-QJCJYfC1uzw-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) # **How to manage the pipeline effectively** Once we have identified the health of the deal, it's time to manage the pipeline effectively. In this stage, we need to work collaboratively with our sales team to ensure they understand the data. This works best in a visual and graphic format, helping them to understand the steps they need to take to close the deal. Ultimately, the goal is to show them how they can win in a way that will allow for learning and development. The data-driven insights we have gathered from the previous steps will be crucial here. Understanding the data in one place will help us collaboratively work with our team to identify the opportunities that need to be prioritized, and which ones need to be closed off. By prioritizing the right opportunities, we can improve the win rates and move the business forward. > *“...it's not about how large your database is anymore. It's about asking, what real relationships are our team building?”* [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) # **The importance of forecasting** Finally, we come to [forecasting](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/). Once we have delivered all the insights, fixed the data in the CRM, highlighted the health of the live deals, and managed the pipeline effectively, we are ready to talk about forecasting. The end goal here is to achieve a more accurate forecast, and the best way to do that is by having a consistent approach to sales. Consistency is key here, the different teams within organizations need to work in the same way so everyone is looking at the same picture. The teams that are becoming more data-driven in the way that they operate their forecast cadence, so looking at the DNA of deals and benchmarking what works to identify risks in the live pipeline, are much more likely to achieve the outcomes that they’re aiming for. With all these previous steps locked down, you can begin the forecasting process, analyzing and planning accordingly to meet your goals and boost growth. [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) # **Final thoughts** Achieving a more accurate forecast and driving forecast accuracy is not necessarily about the forecast itself. It's about everything that leads up to it. We must put data quality at the forefront of our business and work collaboratively with our sales team to achieve our goals. By following these steps, we can build predictable, scalable revenue engines and achieve success in our markets. We need to embrace the data and use it to our advantage. By doing so, we can take the guesswork out of sales, achieve our goals, and move the business forward.I believe that the businesses that are going to succeed are going to put what you do at the forefront of their business. **RevOps is going to have a seat at the table** because we’re the strategic thinkers and the ones delivering the insights they need to make the actionable insights. --- A little about me, I'm Guy Rubin, the founder, and CEO of ebsta, a revenue intelligence platform that helps provide B2B sales teams with the insight to build predictable, scalable revenue engines. Working with so many businesses across different industries over the years, I’ve acquired some valuable advice that can help you, whether you're a small startup or a large enterprise. **Looking to chat with more RevOps pros like Guy? Join our Slack community! 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How to prioritize as a RevOps leader, with Edtience Tenbrook URL: https://www.revenueoperationsalliance.com/how-to-prioritize-as-a-revops-leader-edtience-tenbrook/ Last updated: 2025-08-04T16:03:57.000Z On this episode of RevOps Unboxed, Sandy chats to Edtience Tenbrook, Senior Director of Sales Operations at Quorum, about how to prioritize tasks as a revenue operations leader. Edtience also discusses her experience merging systems after company acquisitions. ## About our guest, Edtience Tenbrook Edtience is an Operations Director with extensive experience in project management, Salesforce platform optimization, and cross-organizational collaborations. She seeks to use her skills to reach organizational objectives through leveraging people, processes, and technology. She has extensive experience in merger and acquisition operations. Edtience has worked with key stakeholders from over six acquired companies to implement processes in the Blackboard sales order management system. You can follow Edtience on LinkedIn [here](https://www.linkedin.com/in/edtience/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company, and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com)**,** [**Google Podcasts**](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M?ref=revenueoperationsalliance.com)**, or right here on ROA's website.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Sales ops to RevOps: Building a strategic revenue team URL: https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/ Last updated: 2025-08-04T16:04:22.000Z I’d like to tell you a story. I joined my current company back in 2019, right when the company was going through a fairly significant [GTM](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) shift. We were changing how our product was packaged and sold so significantly that it required us to adjust essentially every part of our sales process. It was a critical renaissance for the company and required a shift for every team. Sales teams were asked to sell differently, marketing was asked to hit aggressive lead generation targets, and we were still trying to understand how [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) (CS) would fit into this new world. While we knew this was a big mountain to climb, we had a great vision painted for us by our leadership. People were excited, and teams were aligned; but the foundation – our system, tech stack, and process – wasn’t there. --- [Revenue operations vs sales operations: What’s the difference? | ROAWhat are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) --- By the time we were ready to launch this new GTM strategy, I was part of a humble [sales operations](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) team of two: a Salesforce Business Analyst, and a Sales Operations Specialist (me). We worked long hours, sweated the details, and in the end built out an MVP Lead-to-Opportunity model in Salesforce that got the job done. It was sufficient for where the company was at that time, but it was clear that if the company was going to continue to grow and evolve, the team needed to grow and evolve at the same time. Flashforward to today: I’m the proud RevOps leader of a robust team of eight stellar individuals. We’ve positioned ourselves as an **operational hub** within the revenue side of the business, and drive processes and efficiencies for a long list of teams that extend well beyond sales and marketing. We are an important strategic partner within the organization and are pulled into key strategic conversations. If someone were to ask for advice on how to do this in their own organization, here are the steps I’d recommend: - [Have a clear vision](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/#step-1-have-a-clear-vision) - [Define when the time was right](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/#step-2-define-when-the-time-was-right) - [Do more than lead with data – evangelize the data](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/#step-3-do-more-than-lead-with-data-%E2%80%93-evangelize-the-data) - [Gain leadership buy-in](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/#step-4-gain-leadership-buy-in) ## Step 1: Have a clear vision It’s important to start with a clear vision for a couple of reasons. First: without a clear vision, it’s nearly impossible to get others on board with your goal. You need to be able to explain what problem you’re solving, and why it’s important to gain buy-in from those who will help you realize your vision. Second: [change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) alone is hard, but it’s even harder when it involves gaining buy-in and shifting the mindset of others. Because of this, it can get tiresome, but having a clear goal in mind helps keep motivation high when the road gets challenging. Take the time to actually write down your goal in the form of a vision statement. Here was ours when we started this endeavor: > *“We intend to build a Revenue Operations team that maximizes the company’s revenue potential through full-funnel alignment of customer-facing teams and powerful data insights.”* Next, take your vision statement a layer deeper by thinking more specifically about what responsibilities the team has if this vision is achieved. In this step, we documented the following four pillars: - [**Break down silos**](https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/) by acting as a central business function that aligns activities, projects, and strategies cross-departmentally. - **Drive holistic, logical, efficient processes**, ensuring all processes play in harmony, not dissonance. - **Own and deliver relevant, reliable, and actionable reporting and analytics** that drive important strategic discussions. (More on this in step three!) - **Empower our internal customers** to succeed in the job they were hired to do without getting bogged down in process or paperwork. --- [Mastering RevOps hiring: Best strategies for building a teamJoe Aurilia Jr., SVP of Operations at Cyware provides an expert look at the top strategies for building high-performing revenue operations teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/04/Untitled-design--1-.png)](https://www.revenueoperationsalliance.com/revops-hiring-strategies-for-building-a-powerhouse-team/) --- The final part of having a clear vision is knowing what kind of team you would need to bring this to life. An evolution of this magnitude couldn’t be achieved with a team this size, and we would need to add team members in these areas: 1\. Dedicated support for our big three customers: sales, marketing, and CS. 2\. Robust Salesforce Admin team. 3\. Dedicated analyst. These additions helped us to structure our RevOps team effectively. ## Step 2: Define when the time was right This may be a strange opinion coming from someone who has evangelized the importance of [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) for so many years, but while every company needs an operational team, not every organization may be ready for or need revenue operations. > *In our case, 2019 was not the right time to evolve from sales operations to revenue operations.* We were in the early growth stages, our focus was on the new sales and marketing workflows and we needed to make sure this part of the revenue engine was running smoothly. Making this shift at that time would have been disruptive. A key part of [building a strategic RevOps team](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) is knowing when the time is right. Keep a keen eye open for signals that the business is ready for a more robust operations team that stretches beyond sales and marketing, and be prepared to take advantage of the stars aligning. Early signals might include… --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ### Growing and evolving sales team We were exploring new channels and business models, and the team headcount was growing as well. With more people on the teams, we knew we would also need to grow to provide a high level of support. ### Increased focus on implementation and customer success As our sales team grew, the number of sales coming in the door grew as well – great news! However, to ensure these customers adopted the tool and renewed at a high rate, we needed to greatly invest in our implementation and customer success teams. Growing focus on these teams would require our team to build, implement, and support systems and processes. ### Team capacity Early we built a request intake system in Salesforce. This gave us real data to show the uptick in requests the team was receiving, how much time was being spent on each request type, and which departments were requesting the most. With this data in hand, it was clear that we needed to build capacity within the team and extend our reach to fully support our internal customers. [Separating and building out your RevOps functionHow to build your RevOps function and why revenue operations should be separate from sales and marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/nik-qXakibuQiPU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/) ## Step 3: Do more than lead with data – evangelize the data A dear colleague of mine once said “Data is the one participant in the conversation that has no ego or motivation”. That quote speaks to the **importance and power of data** when making important strategic decisions. Naturally, we are led by emotion or ego, so it’s critical that data be present to guide strategic conversations. Digging in and leading with data is a great way to gain a seat at the table where strategic conversations are happening. Building the systems to capture the important foundational sales [KPIs](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) is a great place to start. Pipeline, bookings, win rate, and lead conversion are great performance metrics to report on the health of the sales cycle. But, this is not the place to stop. To truly operate as a trusted and strategic partner, reporting should stretch beyond the contract signature event. Take the view of health beyond sales and marketing and begin looking at customer adoption metrics. --- [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) --- We started with attainment. As a consumption-based company, attainment is as important of a metric as our booking numbers. Measuring the performance of our customers gave us important insight into the production of our contracts, and it was our responsibility to **bring forward the information in a digestible and actionable way**. The most critical findings will fall on deaf ears if the importance is not understood. By extending our reporting outside of [sales and marketing](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) and truly championing the data, we inserted ourselves into necessary strategic conversations regarding our sales and CS model. ## Step 4: Gain leadership buy-in You can have the most amazing, impactful, brilliant, strategic plan, but **it will all fall apart if it’s not communicated clearly and with conviction**. Even with our vision defined, all the stars aligned telling us the time was right, and our involvement in data-led strategic conversations, this evolution to revenue operations wouldn’t have happened without alignment and buy-in from [leadership](https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/). This is where clear communication at an executive level is key. First, start with the distinction between sales ops and RevOps. It’s more than a title change, it’s a growth in function and reach. Illustrate the impact revenue operations has, leading with your vision statement followed by your pillars. --- [5 steps for effective RevOps process improvement | ROAThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) --- Next, explain why the timing is right for this change. In our proposal to leadership, this is when we pulled in those signals listed in step two: the sales team is growing and evolving, there’s a greater emphasis on implementation and customer success, and the team does not have the capacity to help the company achieve its goals. Finally, recognize the investment and balance with the ROI. While a team can evolve from sales operations to revenue operations without additional headcount, this particular team needed to grow significantly to be a fully operational RevOps team. > *Instead of asking for the full-scale team all at once, we created a multi-year plan that would allow the team to grow in step with the company.* Along with this, each additional headcount was supported by the impact. Additional headcount meant increased capacity, which in turn would mean we would be able to increase our production in line with the speed of the business without jeopardizing quality. In the end, this proposal gave leadership the confidence to trust that growing and rebranding the team to revenue operations was a sound investment. [The Power of Embedding RevOps as a Strategic Function | ROAIn this article, three senior RevOps leaders share their insights into building a revenue operations function within your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--10-.jpg)](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) ## Final thoughts Shifting from sales ops to revenue operations was an incredibly rewarding and worthwhile endeavor. The amount of **high-quality, high-impact work** the team has produced in the last year was more than we could have ever imagined back in 2019. Our team is now better equipped to support sales teams to close deals and help CS to improve customer experience and reduce customer churn. And we are now included in strategic conversations across the company and are a trusted partner for all customer-facing teams in the organization. These changes have allowed us to create a **significant impact on day-to-day processes and increase revenue growth across the organization.** --- **Fancy contributing an article to our growing RevOps community? Check out the guide below and get in touch!** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Examine the difference between strategic and tactical marketing URL: https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/ Last updated: 2023-10-27T13:23:51.000Z In the dynamic landscape of marketing, two essential components play a critical role in achieving business objectives: strategic marketing and tactical marketing. While both approaches are distinct in their focus and scope, they are intricately connected and work together to drive success. This article aims to examine and highlight the key differences between strategic and tactical marketing, covering: - The definition of strategic and tactical marketing, - The key differences between these strategies, - How these strategies can work together. ## **Understanding strategic marketing** ### **Definition and purpose of strategic marketing** Strategic marketing is the kind of plan that prioritizes its focus on achieving ****long-term business objectives**. This type of marketing, due to its focus on the long term, creates sustainable work practices in a way that builds a strong foundation for your company within the market. This type of marketing will prioritize things like market and customer research, rather than one-off events. The aim is to be calculated and specific rather than reactionary. Strategic marketing is continuous in its monitoring and analysis of marketing performance, allowing for adjustments and refinements to the marketing strategy as needed. ### **How customer marketers might use strategic marketing** Now we’ll go through an example of how customer marketers might use strategic marketing. Let’s say this particular marketer works at an e-commerce company that specializes in selling fashion accessories online. With a growing customer base, they recognize the need to deepen customer relationships and increase repeat purchases. ****Strategy:** The customer marketer might employ a strategic marketing approach centered around personalized recommendations with the goal to provide a tailored shopping experience for each customer based on their preferences and purchase history. ****Implementation:** 1. ****Data collection and analysis:** The customer marketer will begin with the company's customer database to collect data on individual customer preferences, purchase history, and browsing behavior. This data will be used to identify patterns and trends. 2. ****Segmentation:** Based on the data analysis, they’ll then segment the customer base into distinct groups with similar preferences and purchasing patterns. This’ll allow for more targeted and relevant marketing strategies. 3. ****Recommendation engine integration:** Next they’ll integrate a recommendation engine into the company's website and marketing platforms. This engine will use customer segmentation data to generate personalized product recommendations for each individual customer. 4. ****Personalized email campaigns:** Leveraging customer data, the customer marketer will also design personalized email campaigns. These campaigns will feature recommended products based on each customer's unique preferences and past purchases. The emails can also include exclusive offers and discounts to incentivize repeat purchases. ****Results:** The personalized email campaign would result in a significant increase in customer engagement which would lead to higher conversion rates. Customers responding positively to the tailored product suggestions would result in increased purchases and higher average order values. As an added bonus, customers would see the personalized shopping experience as the company’s investment in their interests. This, in turn, would lead to improved customer loyalty, with a higher rate of repeat purchases and a lower rate of customer churn. [Why we need to amplify diverse voices in our companies | ROAPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## **Exploring tactical marketing** ### **Definition and purpose of tactical marketing** Tactical marketing approaches its marketing activities and campaigns with ****short-term goals and objectives** in mind. As such the marketing goal is to have your objectives focus on the immediate actions and tactics of your marketing plan. Tactical marketing focuses on the day-to-day activities that help in promoting products or services with components such as advertising, public relations, direct marketing, social media marketing, content creation, event planning, and more. These initiatives aim at reaching your target audience and influencing their purchasing decisions. Tactical marketing requires careful coordination of resources, budget allocation, and effective utilization of various marketing channels and tools. ### **An example of tactical marketing tactics** For this example, let's say that this customer marketer works for a company that is an online electronics retailer, that wants to boost sales during a typically slower sales period. Using a tactical marketing approach would be suitable in this case as this strategy can create urgency and entice customers to make immediate purchases. ****Strategy:** The customer marketer can devise a limited-time offer campaign centered around a significant discount on a popular electronic gadget. The goal is to produce a sense of urgency and exclusivity to drive sales within a short timeframe. ****Implementation:** 1. ****Promotional messaging:** The customer marketer crafted compelling promotional messaging that emphasized the limited-time nature of the offer. Clear and concise messaging was used across various marketing channels to communicate the urgency and value of the discount. 2. ****Email marketing:** The customer marketer sent targeted emails to the company's subscriber base, announcing the limited-time offer. The emails featured captivating subject lines and persuasive content highlighting the benefits of the product and the time-sensitive nature of the discount. 3. ****Social media promotion:** The customer marketer utilized the company's social media channels to amplify the limited-time offer. Engaging posts, eye-catching visuals, and countdown timers were used to create excitement and encourage sharing among followers. 4. ****Website banner and pop-ups:** The customer marketer strategically placed banners and pop-up messages on the company's website to ensure maximum visibility of the limited-time offer. These eye-catching elements directed visitors to the product page, providing easy access to the discounted item. ****Results:** Such a strategy will increase website traffic due to the limited-time offer, as customers are motivated to take advantage of the discount before the promotion ends. This can result in an overall increase in brand exposure and product visibility. This campaign can successfully drive immediate sales for the discounted product which’ll have a notable increase in sales volume to help meet the goal of exceeding sales projections. This type of category can also attract new customers enticed by the discounted price. As such this strategy can also expand a customer base and provide an opportunity for future engagement and repeat purchases. [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ## **Key differences between strategic and tactical marketing** You may have already picked up on a few points on where tactical and strategic marketing differ, but let's delve a little bit deeper. ### **Timeframe: Short-term vs. long-term perspective** ****Tactical marketing** works within a relatively short timeframe, focusing on immediate results. It’s usually initiated to achieve a specific goal within a few weeks or months. ****Strategic marketing** is long-term in its aims and focuses on the big picture. It involves planning and implementing strategies that may take months or even years to achieve its intended results these campaigns are about the sustainability of your marketing strategies, rather than just short-term results. ### **Scope: Holistic approach vs. focused implementation** ****Tactical marketing** is much more narrow in scope, concentrating on specific marketing moments, most often in reaction to new information from market research or competitive intelligence. It also tends to be executed within a specific area or channel. ****Strategic marketing** takes a more holistic approach, considering the broader context of the organization's marketing efforts. It encompasses multiple elements, including market research, competitive analysis, target audience identification, branding, and distribution channels. All of these are made to support your marketing plan over ### **Planning: Big-picture strategy vs. immediate action plans** ****Tactical marketing** is immediate in creating action plans. The planning process involves detailed planning for the execution of tactics, that are both efficient and effective. ****Strategic marketing** emphasizes big-picture strategy. This plan will prioritize setting itself against the overall marketing direction in a strategic manner that guides tactical implementation. ### **Flexibility: Adaptable strategies vs. fixed tactics** ****Tactical marketing** often relies on fixed tactics and predefined plans. While adjustments may be made to optimize performance, the overall approach remains relatively fixed to achieve short-term objectives efficiently. ****Strategic marketing** strategies can be adjusted and refined based on changing market conditions, customer feedback, or performance metrics. Strategic marketing recognizes the need for agility and the ability to pivot when necessary to align with evolving business goals or external factors. ### **Measurement: Long-term impact vs. short-term results** As we’ve established, ****tactical marketing** primarily focuses on measuring short-term results and immediate impact. Metrics may include things such as sales volume, conversion rates, click-through rates, or engagement levels during specific campaigns or initiatives. ****Strategic marketing** is more focused on long-term impact. Metrics may be more broad like customer lifetime value, market share, brand perception, or overall business growth. [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ## **The synergy between strategic and tactical marketing** Strategic and tactical marketing work best once you recognize that they perform best when they’re produced to interact and collaborate with each other. Strategic marketing provides the overarching direction and long-term vision, while tactical marketing implements specific actions to achieve more strategic goals. It’s essential to understand that these two facets of marketing work hand in hand, complementing and reinforcing each other for optimal results. Tactical marketing plays a vital role in supporting and aligning with strategic marketing goals. It ensures that the day-to-day activities and campaigns are aligned with the broader marketing strategy and that the tactics employed are consistent with the brand positioning, target audience, and overall marketing objectives. By monitoring and analyzing the performance of tactical initiatives, marketers can gather data and feedback that inform strategic decision-making. This process allows for continuous improvement and refinement of the overall marketing strategy. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--2.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) [Find out more here!](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### Budget planning for RevOps URL: https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/ Last updated: 2025-08-04T16:05:04.000Z Budget planning and negotiation is an important element of [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) as without proper funding there’s not much you can implement to update processes. No budget = no new software and no new hires. And according to our latest research, [**40.2%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of RevOps teams have **no budget allocation** at their organization. To ensure your RevOps function is always funded check out our guide to budget planning and negotiation. We cover: - [The importance of budgeting](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/#the-importance-of-budgeting-for-revops) - [Handling your RevOps budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/#handling-your-revops-budget) - [Handling cross-departmental budgets](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/#handling-cross-departmental-budgeting) ## The importance of budgeting for RevOps Budgeting can involve a lot of maths and negotiation - and can be even trickier for non-revenue generating functions. And although RevOps work with revenue-generating functions like [sales and marketing](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/), it’s typically **not considered revenue-generating** in its own right. This means convincing stakeholders and decision-makers to invest in the RevOps budget might take more work. But without budget allocations [improving processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) and investing in [new tech solutions](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) is near impossible. The budget for your RevOps strategy is also important as you’re hoping to create a ROI for the business, you’re focused on [revenue growth](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) after all. If your spending is unnecessarily high then it may be difficult to create that return. And as your friends in finance might say, spending eats into profits. > *“My biggest internal pain point right now is *lack of resources*.* > *“If you don't do a good job of mapping out the resources needed to achieve that nirvana state, then oftentimes, you are the *last person to get budget*.”* > **\-Greg Larsen,* VP Revenue Operations at Eltropy* Keeping to your budget allows you to retain your ROI and will hopefully keep you in the CFO's good books. Plus if you deliver great results, you might just get that **budget increase** next year! [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## Handling your RevOps budget With the importance of budgeting in mind, how can you manage your RevOps budget and advocate for your functions needs, to create a successful revenue operations strategy that sticks to your budget? Keep reading to find out. ### Prioritize While you may start the negotiation process with a long wishlist of your ideal tech stack additions, hiring plans, and more, the likelihood is that you’ll negotiate down to the basics. To know what the basics are, you must prioritize ahead of any budget meetings. > *Splitting your wishlist into urgent, maybe, and nice to have will allow you to fight for the key priorities for your budget while understanding what you might need to drop to gain approval on your plan.* Urgent problems are key priorities for the business and the RevOps team that don’t currently have a solution. The maybe section is for issues that have a solution, but this could be improved with new software. And nice to haves are things that would be beneficial, but aren’t a priority right now. So to structure your pitch, think about: What issues are a priority just now? How would solving this problem save money long-term? What is the solution to this problem? Is there a better alternative? 💡 Did you know that [****81.6%**](https://www.revenueoperationsalliance.com/state-of-revenue-operations-report/) of revenue operations professionals said their budget is mostly spent on software? [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### Cost and opportunity To justify your spending to stakeholders and executives you’ll need to convince them that it’s worth it - and will result in a greater return! But this isn’t as simple as just finding the cheapest solution to the problem. Many factors will increase the cost of implementing a new system such as: - Time to set up the new software - Time and cost of training staff - Other resources to run the tool (e.g. an admin, integrations) All of these factors may mean your new solution isn’t so cost-effective anymore! 😅 But don’t worry - understanding the benefits of the new solution may just save your plans. To calculate this, estimate the cost of the problem not being solved (you can use the average time for tasks and average salaries to make this easier). Then estimate how much time (and money) the new solution will save your company - if this is more than the cost of implementing the system, you might be on to a winner! ### Communicating your plan To effectively communicate your plan to key stakeholders, ensure you’ve done your research and present your learnings confidently. Those deciding on your budget want to know you’ve done your due diligence. So, present those numbers we worked out earlier and compare a few solutions to back up your recommendations. It may also be helpful to understand what objections are likely to come up and prepare your counterargument ahead of time. This will help you to stay confident in your pitch and ensure questions don’t throw you off track. > *But beware that a curve ball may still be thrown your way - take your time to carefully consider this point and formulate a confident response.* Some tips for presenting confidently in a budget meeting are: - If sitting, **take up space** \- sit up tall and move your elbows away from your body. - If standing, **separate your feet and center your weight** in the lower half of your body - this helps you appear more confident and solid. - **Steeple your hands** when you are making a point - this is a sign of confidence and it shows your audience you hold expertise. Use this both during in-person and online meetings. [Exploring the revenue operations career path | ROAThis article dives into all the paths to a successful career in RevOps and provides you with the knowledge to thrive in this emerging field.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRevenue Operations Alliance![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--1-.jpg)](https://www.revenueoperationsalliance.com/exploring-the-revenue-operations-career-path/) ## Handling cross-departmental budgeting In addition to managing your own budget, RevOps teams may also play a role in handling budgets across revenue-generating functions: sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/). So how do you tackle this complex issue and balance differing stakeholder needs? ### Aligning teams Aligning the revenue-generating functions can allow budgeting conversations to go more smoothly. Why? Because budget proposals that align with the organization’s goals will be more likely to receive funds; aligned teams should naturally be pulling together towards those revenue goals. This may save some awkward conversations where it seems like you’re backing one department over another. 😬 ### Sorting requests Priority should be given to proposals that align with business objectives, utilize the budget, and are backed by the data. This last point is key. The difference between a mission-critical proposal and a nice-to-have proposal is the [data](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) behind it. As we mentioned before, a strong case relies on providing information on the cost of the solution and the cost of inaction, allowing the benefits to speak for themselves. Look for the specifics of the data such as the percentage increase in conversion rate or hours saved to determine the importance of the change. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ### Communicating the plan Sometimes you’ll need to say no. And while in most cases no is a complete sentence, it is useful to give your team feedback on the decision when you aren’t providing them the funding they requested. This feedback may include details as to why their idea isn’t feasible or how they could improve their proposal for next time. You might have information that they didn’t have about the business's priorities - ensure they understand why their funding request was denied. But remember to **say no with care**. Your reps have spent time preparing their business case and may be disappointed by the rejection. Communicating clearly and with care is key to a good working relationship. ### Actioning the plan Now that the budget plan is complete, it’s time to action the plan. Numbers on a sheet mean nothing if teams end up overspending anyway. Sales, marketing, and customer success teams must feel empowered and supported with their resource allocation and understand how to use those resources to their fullest potential. Not every team will get exactly what they want but it’s important to **offer support** to those teams and motivate them to achieve the action points from the plan. Ultimately, it’s the team’s actions that generate revenue growth not necessarily the resources they have access to. [Strategies to gain stakeholder buy-in for RevOps changeKarli Brophy talks us through change resistance and explains how to gain stakeholder buy-in to manage change and create successful project outcomes.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--22-.png)](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/) ## Final thoughts While budgeting can be a touchy subject in some organizations, it’s crucial to your RevOps strategy. Negotiating the best budget for your function and dividing resources between sales, marketing, and customer success can be challenging - but hopefully, you now feel more confident with the topic. Looking to discuss budget planning and negotiation with other RevOps professionals? **Join our Slack community!**👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### What is burnout and how you can prevent it URL: https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/ Last updated: 2023-10-27T13:24:31.000Z In any role, at any company, it’s normal to feel a certain level of stress or anxiety about the work you’re doing from time to time. What’s not normal, though, is feeling intensely overwhelmed with this type of stress for an extended period of time. After a while, this level of overwhelm can develop into ****burnout**, a state of physical and emotional exhaustion that not only affects work but our personal lives and general mental health. Burnout can be a *significant issue* that comes about as a result of chronic workplace stress. It’s important for *any worker* to understand what burnout is, recognize the signs, and avoid getting to a place where it becomes unbearable. Without this, it can lead to a major decrease in our ability to do any work at all and can have a negative impact that lasts for months, if not years. It’s particularly necessary, though, for those operating at the C-suite level or in senior management roles to be able to spot the signs and know how to tackle burnout, for their own sake as well as that of the workforce that they lead. If those at the top of the business are unable to mitigate the risk of burnout or act accordingly when it seems to be having an impact, not only can it negatively affect the business objectives but it can be detrimental to the mental health of a number of their employees. In order to do our best work possible and support the productivity of others, we need to prioritize good mental health and take workplace stress seriously. No job is worth sacrificing your mental health for. In this article, we’re going to explore: - [What is burnout?](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/#what-is-burnout) - [The symptoms of burnout](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/#so-what-are-the-symptoms-of-burnout) - [What causes burnout?](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/#what-causes-burnout) - [Burnout risk factors](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/#risk-factors-for-burnout) - [How to stop feeling so burned out](https://www.revenueoperationsalliance.com/what-is-burnout-and-how-you-can-prevent-it/#how-to-stop-feeling-burned-out) It’s time to kick burnout to the curb, so let’s dive in. ⏬ ## **What is burnout?** Burnout is a state of chronic physical and emotional exhaustion that occurs as a result of long-term stress in a job, or from working in an emotionally or physically demanding role for an extended period of time. What is key is that this comes about as a result of unsuccessful management of this stress or failure to intervene at the first signs of burning out. The [World Health Organization](https://www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases?ref=communityledgrowth.com) (WHO) characterizes the main three features of burnout as follows: - "Feelings of energy depletion or exhaustion; - Increased mental distance from one’s job, feelings of negativism and/or cynicism related to one's job; and - Reduced professional efficacy." Burnout itself is not a medical diagnosis, however, it *can* negatively impact one’s health, relationships, work performance, and overall quality of life. It stretches beyond just affecting our work, which is why it’s important to be able to recognize the signs and intervene early when work-related stress becomes more significant. [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) ## **So, what are the symptoms of burnout?** The most common symptoms of burnout can appear much like clinical depression in that it presents an overarching feeling of defeatedness, hopelessness, and lethargy. Common symptoms can be broken down into physical, emotional, and behavioral - as follows: ### **Physical symptoms** - Feeling tired and drained most of the time. - Lowered immunity, frequent illnesses. - Frequent headaches, muscle pain, or aches. - Changes in appetite or sleep habits. ### **Emotional symptoms** - Sense of failure and self-doubt. - Feeling helpless, trapped, and defeated. - Detachment, feeling alone in the world. - Loss of motivation. - Increasingly cynical and negative outlook. - Decreased satisfaction and sense of accomplishment. ### **Behavioral Symptoms** - Withdrawing from responsibilities. - Isolating from others. - Procrastinating, taking longer to get things done. - Using food, drugs, or alcohol to cope. - Taking out your frustrations on others. If any of these sound or feel familiar to you or any colleagues or employees, you or they may be experiencing burnout and it’s vital that steps are taken to mitigate the stress. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ## **What causes burnout?** Burnout can come around as a result of numerous factors, including but not limited to the following: ### **Lack of control** At work, if we feel unable to take some ownership or shape certain aspects of our job, such as a schedule, projects, or workload, it can lead to burnout. For example, if you find yourself in a position where you are being told to produce a lot of work or need to be involved in a number of projects, while not actually having the time or capacity to complete them, this can be the start of a dangerous workload. This can then be impacted by an expectation that you have to get all of it done, and an inability to deprioritize anything. ### **Unclear job expectations** In order to work successfully, we need to have a clear understanding of what is expected of us. This can be illustrated through Key Performance Indicators (KPI) that define deliverables on a regular basis, or any goal-setting exercises with your team or management. Not having access to this understanding can make working life uncomfortable, uncertain, and difficult, because it’s impossible to tell if we’re doing our job correctly or heading in the wrong direction without this knowledge. ### **Dysfunctional workplace dynamics** In every aspect of life, we are bound to clash with certain personalities or find ourselves in chaotic situations. This becomes a problem when it’s someone you have to be around significantly more, or when they have the power to influence your working life. This could look like an office bully, colleagues who undermine what you do, or a boss who micromanages your work. All of these examples can compound your feeling of not being good enough at work or increase your stress levels about the work you’re doing. ### **Extremes of activity** When a job feels monotonous or chaotic, you’ll need to keep up a constant level of energy in order to keep up and remain focused. This can lead to a feeling of fatigue or anxiety. For example, if you find yourself constantly worrying that something unexpected is going to happen, or you don’t know what may come up for you next, work can become a source of constant stress. ### **Lack of social support** Loneliness, in any part of our lives, [is bad for our health](https://time.com/6183058/loneliness-health-effects-what-to-do/?ref=communityledgrowth.com). Having friends at work can help to boost our job satisfaction and performance because it gives us a sense of belonging and provides an outlet for us to speak about anything work-related with someone else who *gets it*. This isn’t limited to complaining to a work friend over drinks either. It can look like a friend taking over on a task for you if they know you’re busy or overwhelmed, a manager giving you a shoutout in your team meeting when you’ve been performing well, or a colleague offering some guidance on how to approach a project. A lack of these support sources at work, and outside of it, can make you feel isolated and alone - all of which can increase the chance of burning out. ### **Lack of work/life balance** It’s not uncommon to have a couple of days, here and there, where you spend a little longer than usual working. Or you may need to step in to take over from a colleague and have a somewhat larger workload than normal for a few days. However, when it becomes the norm, and you are consistently working longer hours than you are meant to be, then this will quickly become a problem. So if you find yourself spending the majority of your time working, and sacrificing your personal life or time with family and friends to continue your work - burning out becomes a lot more probable. ## **Risk factors for burnout** In order to ****beat burnout to the punch**, you should look out for the following risk factors in your role: - Heavy workload - Regularly working very long hours - A struggle with work/life balance - A lack of control over your work If you are in a situation where you recognize any of these risks in your role, you should be mindful and keep track of those feelings or situations, so you can know if things need to change from early on - rather than after you find yourself burning out. [Why we need to amplify diverse voices in our companies | ROAPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## **How to stop feeling burned out** ### **Self-care** The first step when it comes to stopping feeling burned out, is to prioritize self-care. Self-care can manifest itself in a variety of ways but ultimately it boils down to making sure you’re looking after yourself as best you can. This could include making sure you eat a balanced diet, exercising regularly, getting enough sleep, and doing things you enjoy or that help you relax and stay grounded. ### **Boundary-setting** Setting boundaries at work and establishing a clear split between your personal and work life is a key way to stop burnout. It could look like setting yourself specific work hours and making sure to stick with them, not having your emails or work communications on your personal phone (and not checking these outside of your work hours), or making sure you take regular breaks from work throughout the day. Boundary-setting can also mean having conversations with colleagues or management to say, “Hey, I can’t prioritize this project right now - let’s work together to find a time when I can.” or “Going forward, I need 5 working days’ notice in order to complete these tasks”. It’s not just about creating a work-life balance, but also letting others know that your time is valuable and you can only do so much in a day. ### **Seek support** Don’t be afraid to reach out for support when you need it. This can be to friends and family, but it can also be to colleagues and management and in some cases, a mental health professional. While our managers are there to oversee our work and guide us professionally, they also have a duty to help us manage our workload and stress levels - so it can be incredibly useful to reach out and alert them that you are beginning to see signs of burnout. As for friends, family, and colleagues - they can offer a listening ear, advice, and guidance on how to manage your stress. ### **Mindfulness** In a broad sense, mindfulness is a process in which you focus on being acutely aware of experiences occurring in the present moment, and the feelings those experiences create - without interpretation or judgment. Benefits of mindfulness include improved focus and concentration, reduced stress, enhanced self-awareness, increased patience, and better emotional control. A way to use mindfulness at work could be to pay attention to the first feelings of heightened anxiety and step away from what you’re doing to conduct a breathing exercise. What you want to avoid doing is ignoring the feeling of anxiety, but instead try to acknowledge it without interrogating yourself about the feeling. Imagine that feeling of anxiety as a cloud of smoke in your mind, and use the breathing exercise to gently waft it away and clear the air before you step back into working. ### **Take time off** If you’re able to, taking time off from work can be very beneficial. This doesn’t have to mean you’re taking a vacation - it could be as simple as taking a day or two and just allowing yourself to spend that time doing the things you love. If your burnout is at a point where it’s becoming impossible to deal with work and it’s causing physical or mental health conditions, it may be a good idea to talk to a medical professional and enquire about stress leave. Mental health is just as important as your physical health, so taking time off for sickness or stress is absolutely okay and can help you to take that much-needed time to recover. ### **Re-evaluate your priorities** If you’re feeling burned out, it can feel incredibly overwhelming to think proactively about what needs to change in order to feel better - after all, it comes with a real sense of defeatedness. Despite this, taking a step back to really consider what’s important to you can be a great way to start understanding what steps you need to take in order to get rid of burnout. ****Identify what matters to you** most, whether it’s advancing in your career, spending time with your family, developing a certain skill or focusing on your health. Then, ****look at your current situation** and assess what you’re spending most of your time on. Next, compare your ideal situation to your current one. Are you spending your time on the things that matter most to you? Does your current situation look like the ideal situation? If you answer no to both of these questions, then you can start to identify what may be contributing to those feelings of burnout. With this re-evaluation, you can start to make changes that will bring your current situation closer to the ideal situation. This could involve delegating tasks, saying no more often, or reorganizing your schedule to better reflect your personal and professional priorities. ### **Seek professional help** If feelings of burnout persist, consider seeking the help of a mental health professional. They can provide strategies and techniques to help you cope with burnout and manage stress. They can also help to unpack deeper-rooted issues that you may not have been entirely aware of, which can be contributing factors to your burnout. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- ## **Let’s sum up** Burnout is a serious issue that can result from chronic workplace stress. It's not just a state of physical exhaustion but also a state of emotional exhaustion that can significantly impact our personal lives, work performance, mental health, and overall quality of life. To ensure we’re at our best, we must understand and recognize burnout, and take proactive steps to prevent it. Fortunately, burnout can be prevented and mitigated through various strategies. Prioritizing self-care, setting boundaries, seeking support, practicing mindfulness, taking time off when needed, and re-evaluating priorities can significantly help in managing and reducing burnout. In severe cases, professional help might be necessary to effectively address the problem. Remember, no job is worth sacrificing your mental health for. Prioritize your well-being, and do not hesitate to seek help when you need it. By understanding and acknowledging burnout, we can all contribute to a healthier and more balanced work environment. --- Understanding and knowing how to tackle burnout is just one of the many abilities any C-Suite executive or senior leader should possess. That’s why we explore it in our [C-suite Masterclass](https://certified.thealliance.io/course/c-suite-masterclass?ref=communityledgrowth.com). If you’re a Director or VP-level professional who wishes to or is expecting to transition into a C-suite leadership role, this course is for you. But, if you’re a newly appointed C-suiter who’s keen to explore how other like-minded professionals have led teams or sustained organizational performance levels, then you’ll thrive in this program, too. From developing your leadership abilities to understanding the unique challenges faced by C-level executives, gain the comprehensive understanding you need to drive results, inspire teams, and achieve your career aspirations - all in this industry-leading course. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--1.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) [Find out more here](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### “It's been really fun and engaging, so I encourage others to join” - John Hunt, Zappi URL: https://www.revenueoperationsalliance.com/case-study-john-hunt/ Last updated: 2025-04-29T16:00:03.000Z John Hunt, Head of Revenue Enablement at Zappi, is a familiar face across ROA’s events, in-person and online. John, one of ROA’s ambassadors, recently spoke at a virtual panel discussion and hosted an in-person meetup in Boston. John is passionate about process, people, and enablement. After a decade and a half of selling and leading sales teams, he pivoted to his “true calling”, enablement. He consistently challenges the status quo with outside-the-box thinking, training and enablement of revenue teams at Zappi. In this case study, John discusses: - [How he discovered ROA and first got involved](https://www.revenueoperationsalliance.com/case-study-john-hunt/#how-john-heard-about-roa-and-first-got-involved) - [The value he gained from the ROA community](https://www.revenueoperationsalliance.com/case-study-john-hunt/#the-value-john-gained-from-the-roa-community) - [His experience speaking at ROA’s panel discussion](https://www.revenueoperationsalliance.com/case-study-john-hunt/#john%E2%80%99s-experience-speaking-at-roa%E2%80%99s-panel-discussion) - [His experience as a ROA ambassador](https://www.revenueoperationsalliance.com/case-study-john-hunt/#john%E2%80%99s-experiences-as-an-ambassador-for-roa) - [What he’d say to someone considering joining the ROA Slack community](https://www.revenueoperationsalliance.com/case-study-john-hunt/#what-john-would-say-to-someone-considering-joining-the-roa-slack-community) ## How John heard about ROA and first got involved “I originally joined the Revenue Operations Alliance in early 2023 - I was referred to the community by a colleague who had been a member previously and she thought I might find some value. “Since joining, I've connected with a bunch of like-minded folks, both asynchronously and in person, which has been **really, really good**. “I became a brand ambassador in the spring of 2023 and hosted the first meetup in the local chapter in Boston in June, which was really, really fun.” ## The value John gained from the ROA community “I got to meet with a couple of folks \[at the Boston meet-up\], we chatted about ideas. And although it was small and scrappy - it was actually really, really nice. “We've been able to do this in a virtual world for some time, but the in-person meetups are really important as well.” ## John’s experience speaking at ROA’s panel discussion “I was asked to join the panel discussion and we had so much fun. “I met with two gentlemen named Max and Greg who had different, but not completely different backgrounds from myself. “And we just engaged on different topics live, which was really fun. “It was the first live webinar that I had ever been a part of in my capacity as a revenue operations professional. It was super fun and Harshil (ROA’s community manager) made the process easy.” ## John’s experiences as an ambassador for ROA “Being an ambassador, is really good because I've not been in RevOps for my entire life. I was in sales for about 15 years before making the transition. “It's a good way to really network and, and try to learn from others that have more experience than me or just sometimes different experiences, which is really, really fun.” ## What John would say to someone considering joining the ROA Slack community “I'd say if you're considering joining the Slack community either reach out to myself or one of the community leaders and don't be afraid to put yourself out there. “I think it's really important, especially in this kind of virtual-first world, that you're connecting with people not just in your office or in your very, very small local community, but also around the world. “It’s great to be able to engage with folks like that, and **you get out of it what you put into it**. “If you want to respond to threads or troubleshoot things, I've even hopped on a call with a couple of people that, again, I've only met from the Slack community. “And it's been really fun and engaging, so I encourage others to join.” ## Join the community for free today! Convinced? Of course you are! To join **1,000+** of your revenue operations peers in our Slack community, just click here. You’ll gain instant access to a community full of networking opportunities, chances to ask questions, and much more. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How to build a culture that values customer interaction in product-led growth URL: https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/ Last updated: 2023-10-27T13:26:35.000Z In product-led growth (PLG), giving your customers value is the number one driver of growth and success. It all comes down to your business’s perception, and by building a solid relationship with users, you’re creating brand trust. Customers who trust a business are more likely to stick around and become long-term subscribers. So how do you prioritize customer satisfaction, and how does that relate to product experience? ## **What is customer success in PLG?** A large part of customer success comes down to your organization's culture. When you empower your employees, you give them a sense of authority and autonomy to make the customer experience the best it can be. Think of it as giving your employees the right tools to handle customer interactions quickly and smoothly. Now you have the building blocks of positive customer service. But, what are the specific ingredients to create a work culture that embraces positive customer interactions? Read on ahead, you customer guru. ## **Have clear expectations with goals and metrics** You want to make sure everyone in your company understands the value of good customer service. If people aren’t on the same page, goals can’t be aligned, and direction is immediately lost. You want to ensure you’ve effectively stated the company vision with measurable goals and KPIs focusing on customer satisfaction. It’s important to lay out what you expect from your employees from the beginning. Changing desired outcomes often can give employees whiplash and make them feel directionless. Consistency creates boundaries people know to stay within, so be clear and stick to them. ## **Hire the right people** If you want employees who’ll [treat your customers right](https://www.productledalliance.com/instilling-a-customer-first-approach-in-all-you-do/), you need to find ones who align with your values. When interviewing, you want to scout for passionate, empathetic, and emotionally intelligent people. These are the people who will foster and embrace a customer-centric culture. Ideally, you need the right temperament and communication style to handle customer interactions. These people should be able to take constructive criticism well and adapt to situations quickly, as you never know how customers will react. But don’t forget to nurture these people. Handling different personalities all day can be exhausting, and if you want your employees to thrive, you need to take care of them. That means providing them with the right environment to succeed, where their emotional needs are being addressed. ## **Train and empower employees** The best employees are the ones who are given the proper tools to handle any situation. You want to empower your people with the proper training and resources to deal with adversity should it come their way. Think proactivity. By empowering, you’re giving employees the ownership to make decisions based on their training that benefits the customer. Autonomy to act means employees don’t always have to escalate issues to higher management. They have the knowledge to deal with and satisfy customers or have the tools available if needed. Highly trained employees are also less likely to feel overwhelmed and will feel backed by their company. You’re investing in them and their continued development, which will, in turn, make them feel more supported, motivated, and valued. And that will increase happiness, which will then be passed on to the customer. When employees are empowered with knowledge, they can pass that along to the customers. It’s a trickle-down effect and gives customers a sense of ease, knowing they’ll get the information they need. This fosters a positive relationship with the company, as the customer feels confident that, when they have a problem, they know who they can turn to for help. ## **Foster a customer-centric culture** If you want the best customer service experience, you must make sure your business has the fundamental shift to approach it. This goes beyond metrics and policies and taps into the company's ethos as a whole. Everyone needs to understand customers are priority number one. Without them, there is no audience to sell the product to, after all. Customer satisfaction drives business growth. So, how do you create that culture? A few ways. You can reward those who prioritize customer satisfaction either through bonuses or acknowledgment. It gives people a solid goal to strive towards. You can also celebrate customer success throughout the company, which creates a positive work environment. And you can focus on customer satisfaction metrics over others to drive your company’s compass in that direction. The name of the game is all about reinforcing customer value. So, find what works best for you and go for it! ## **Continuously improve** [Customers need change](https://www.productledalliance.com/navigating-constantly-changing-customer-needs-2/), and you need to be on top of that. Employees are your first point of contact with the customer, so listen when employees share their feedback on improving things. The best way to do this is by personalization. Your goal is to adapt the customer experience based on customer preferences. Know how and when to engage with them and what they want. What are some ways to personalize? - Use customer surveys to get their opinion - Use past purchases to see their wants and needs - Make recommendations based on user profiles - Use customer journey mapping to understand issues and opportunities As your business grows, you might be able to identify new methods of offering customer service, as well as optimize wait times and responses to queries. You want to make your customers feel like they’re getting VIP treatment, which means constantly trying new things when the opportunity presents itself. Just keep a close look at the data to make sure something new is working for you and not against you. ## **Lead by example** Your employees look up to you, so set the right tone as the leader. Your actions towards customers should inspire as you lead by example. A great way to do this is for leaders to be accessible to customers. They want to know everyone in the business is working for their satisfaction. When leaders take accountability for customer issues, it's vital for employees to watch how they handle it. You’re responsible for making positive customer interactions a priority. Don’t let it slip. ## **Use data to drive decisions** Metrics are a great way to keep your company focused on the customer journey. Not only does it allow you to understand customer behavior, how to fix their pain points, and what they like, it shows you how to [improve your customer experience](https://www.productledalliance.com/speed-and-scale-to-support-consumer-brands/) if something is lacking. We’re all about continued improvement here. So, what are some great [KPIs to measure customer success](https://www.productledalliance.com/10-best-customer-retention-metrics-for-product-managers/)? Here are a few you should always be checking on. **Customer retention rate (CRR)** CRR is a crucial metric for gauging loyalty and the effectiveness of your business strategy. CRR is the number of customers who continue to do business with you over time. Retaining existing customers is more cost-effective than acquiring new ones, and a 5% increase in CRR can lead to an ROI increase of 25% or more. And, since happy customers are more likely to refer your services to others, you’re essentially getting free marketing for your business. **Customer satisfaction score (CSAT)** CSAT measures overall customer satisfaction through surveys or feedback, often using a scale of 1-10 or emojis. CSAT provides quantitative data for qualitative feedback and can help identify areas for improvement. Surveys can be delivered through websites, email campaigns, or in-store kiosks, but timing is crucial to avoid oversaturating customers and to ensure their voices are heard. **Net Promoter Score (NPS)** NPS measures customer loyalty and satisfaction through surveys asking how likely a customer is to recommend a product, usually on a scale of 1-10\. Specific follow-up questions about demographics and product quality can provide tailored data to improve your NPS. A high NPS can predict company growth through positive word-of-mouth advertising, and calculating NPS only requires survey software, well-crafted questions, and an irresistible product. ### **Conclusion** Customer interactions should be a positive experience that employees are well equipped to handle. It’s a top-down approach, where leadership offers the goals, mindsets, and training for employees to thrive in customer service. So, once you’ve made sure you’ve hired the right people and you’ve given them the space to flourish, keep nourishing that culture. It’ll only continue to pay off. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1-.png)](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) While you're here, get the **C-Suite Masterclass** now. Get the help of leading experts and access to our Alliance frameworks and case studies. With this comprehensive masterclass, you'll get the strategies, insights, and skills you need to thrive in the upper echelons of business. [Find out more here!](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### Importance of RevOps and enablement working hand-in-hand - Christian Palmer URL: https://www.revenueoperationsalliance.com/importance-of-revops-and-enablement-working-hand-in-hand/ Last updated: 2024-04-26T08:42:36.000Z Christian Palmer, Global Revenue Enablement Manager at Riskified, discusses the importance of RevOps and enablement functions working together to train and empower sales teams. ## About our guest, Christian Palmer With a Bachelor's in Criminal Justice, a Master's in Education, and various experiences in differing industries, Christian's career interests and aspirations have changed over the last decade. Although his roles and responsibilities have changed, one thing has remained the same: developing and working with people. People have been at the forefront of all Christian's endeavors whether educational, personal, or professional. Starting in the hospitality industry, he sold food to guests (something we all need). Next, he represented Apple in a retail environment by demonstrating and offering services/products. Transitioning to the recruitment industry, Christian linked the best talent to the right opportunities, while recruiting, and later developed junior and experienced consultants to achieve success through a variety of blended learning solutions. Christian's sales training experience was developed further when he led the onboarding, development, and sales efforts of ride-hailing, real estate, and financial SaaS startups. Whether it was working as an individual contributor, leading people, or supporting in enablement and operational capacities - Christian's always put his all into building relationships with his teammates. Currently, he drives delivery and coaching on Riskified's global enablement team! You can follow Christian on LinkedIn [here](https://www.linkedin.com/in/christian-palmer/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company, and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com)**,** [**Google Podcasts**](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M?ref=revenueoperationsalliance.com)**, or right here on ROA's website.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The power of embedding RevOps as a strategic function URL: https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/ Last updated: 2025-08-04T16:05:40.000Z Are you looking to unlock the full potential of your organization? Do you want to drive revenue growth, streamline your operations, and empower your sales team? If so, then **embedding RevOps as a strategic function in your organization** could be the answer. RevOps is the glue that holds together your go-to-market strategy, ensuring that your sales, marketing, and customer success teams are aligned and working towards the same goals. Whether you're a startup looking to establish RevOps from scratch or a larger organization seeking to optimize your existing RevOps function, this discussion will provide you with valuable insights and best practices. Three RevOps leaders share their insights and experiences on how to build and scale a successful RevOps strategy, covering everything from team structure, to process improvement, roadmaps, and cross-functional collaboration. We were joined by: - Oscar Armas-Luy, Senior Director of Revenue Operations at Beeline - Kartikk Mohan, Sales Strategy and Operations Lead at Amazon Web Services - Jordan Shaheen, Director of Revenue Operations at Candid --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) --- We can break up the discussion into these key questions: - [**What is revenue operations exactly?**](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/#what-is-revenue-operations-exactly) - [**How has it evolved and what is its future?**](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/#how-has-it-evolved-and-what-is-its-future) - [**How can you best embed RevOps in your organization?**](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/#how-can-you-best-embed-revops-in-your-organization) - [**How do you structure a successful RevOps team?**](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/#how-do-you-structure-a-successful-revops-team) - [**How can you overcome any challenges in building your RevOps strategy?**](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/#how-can-you-overcome-any-challenges-in-building-your-revops-strategy) So sit back, grab a coffee, and let's dive into the world of RevOps. # What is revenue operations exactly? [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) or RevOps is really just the unification of sales, marketing, and customer success through one team. Jordan Shaheen defines RevOps as “the amalgamation of marketing, sales, finance, and revenue, into a symbiotic vision for the company”, with one common goal of driving revenue for the business. Oscar Armas-Luy adds that RevOps, whilst having alignment at its core, is “not just planning, it’s not just execution, it’s where strategic planning meets the execution of discipline to actually get stuff done”. Kartikk Mohan emphasizes that RevOps “is the glue that holds an organization together”, a strategic function that sits between the go-to-market teams and the rest of the business, with a responsibility to optimize the revenue process from start to finish. [What is revenue operations?This article aims to give you the quickest run down on all things RevOps and highlight the benefits of implementing Revenue Operations in your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/lxrcbsv-vVHXeu0YNbk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) # How has it evolved and what is its future? Revenue operations as a framework and role has grown in importance in recent years as companies have become more data-driven and customer-centric. According to Jordan Shaheen, RevOps has evolved from a function that was viewed as a “back-office job” to a critical function that is essential for driving growth. He also emphasizes the excitement that the continued visibility of revenue operations brings him. Oscar Armas-Luy adds that RevOps has also become more data-driven, with a greater focus on customer success teams to really deliver value to customers. The expansion of revenue operations as a role has also meant that for Oscar, ‘there's always something new to learn, something new to share, something new to consume, and it's changing so fast that it constantly stimulates your mind and keeps you busy’. Kartikk Mohan stresses just how far revenue operations has grown, as ‘10, 11 years ago, it wasn’t even called sales ops or RevOps’, but now there’s a team of technology companies that are solving issues and combining everything together for you. This expansion of tech and intelligence into the world of RevOps has improved the role ten-fold, allowing teams to focus on bigger decisions and business growth. [7 steps for crafting a winning RevOps strategy | ROAWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) # How can you best embed RevOps in your organization? Now you have the landscape for adopting RevOps, how can you successfully implement it? One crucial way is by improving alignment between sales, marketing, and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) teams, building culture of collaboration and transparency for improved efficiency and productivity. Jordan Shaheen explains that creating structure and visibility is key, ‘reporting out constantly in a structured format’ so teams ‘know what’s going on and what’s not going on, which is equally important’. It’s important to focus on communicating in a structured, reliable format, so you can become a foundation for cross-team collaboration. Oscar Armas-Luy highlights the division between teams that have existed since start-up and new teams that have come in with the scale up, as a crucial dynamic to consider. This is where a revenue operations leader steps in, acting as a ‘neutral ally to both sides’, and when you become that you help your organization transition into a new, fully collaborative phase. !["I try to remind people that a company is not a dinner party, it's a cookout. You're not given a seat at the table, you bring your own, you pull it up, and you earn your spot. Don't be afraid to step up." Oscar Armas-Luy](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/ROA-Oscar.png) To ensure success through aligning teams and creating a culture of collaboration, Oscar Armas-Luy stresses that you need to understand the role you’re expected to play and at the right moment. He says, ‘sometimes you have to be a therapist, sometimes you have to be a traffic cop’ and sometimes you need to be neither, knowing what to play and when improves the efficiency of your RevOps role. Another key way you can embed RevOps successfully within your organization is by increase visibility into the customer journey and revenue pipeline, prioritizing customer feedback and product development to inform better data-driven decision making. From his experience, Kartikk Mohan emphasises the importance of data and revenue pipeline in defining an airtight strategy, showing accurately what worked and what didn’t, working backwards from the end-goal to inform any changes that need to be made going forward. [Managing a major product change with Jordan Shaheen \[Video\]Jordan Shaheen dives into his experiences of managing the revenue strategy while moving from DTC selling to a B2B strategy. Watch the video.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w1200/2024/02/ROA_Youtube_Thumbnail_Template_.png)](https://www.revenueoperationsalliance.com/managing-a-major-product-change-video/) # How do you structure a successful RevOps team? Leading on from this last point, [structuring a successful RevOps team](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) is essential for driving revenue growth and boosting performance. Here our industry leaders provide insight from their own experiences, from transparency and collaboration to personal innovation and growth opportunities. Within Oscar Armas-Luy’s team, he has established what he calls a ‘Salesforce Centre of Excellence’, with a multi-layered team of sales enablement, salesforce administrators, and sales development representatives, that all roll into RevOps. Fleshing out enablement and analytics means that everyone, across all teams, is trained and informed on the whole process as his company scales up. Jordan Shaheen’s team uses the ‘umbrella of [go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) operations’ that combines revenue operations, sales operations, marketing success, strategy and operations that roll up to several leaders. He explains that even though there is delineation between these roles, ‘there’s a tonne of overlap’, forming a very collaborative environment. Also, at the core of his team, he instills the idea that ‘it is not important to get credit’ or ‘for people to think it was your idea’, actively encouraging others to think it was their idea instead. This keeps the company moving in the right direction as when people think ‘it’s their idea, they adopt it more’ and it boosts engagement and innovation. [How to build a revenue operations teamDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar, gives his insights into building a revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/marvin-meyer-SYTO3xs06fU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) # How can you overcome any challenges in building your RevOps strategy? One of the main challenges any RevOps leader faces in embedding a revenue operations strategy into an organization is **friction**. This resistance to change that comes from legacy sales and marketing teams can block any of the cohesive work RevOps aims to achieve. All three of our industry leaders agreed that friction is an inevitable part of revenue operations and provided key insights into overcoming this challenge or even repurposing this friction to make it productive. Kartikk Mohan mentioned that friction often arises when there is no [alignment](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) between the sales team and product or service. You need to be able to balance all of the new changes to a product that the sales team pushes for with making sure that you can deliver value, making customers happy. As Kartikk Mohan advises, building transparency with customers about product roadmaps can help manage expectations and sustain positive growth. --- [Implementing a revenue operations strategyLearn about creating and executing a revenue operations strategy and why revops is still, not yet, a fully fledged function. Join Crissy, Nick and Rosalyn as they share their insights.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/gr-stocks-Iq9SaJezkOE-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/) --- Jordan Shaheen also ephasized the importance of communication. As friction is unavoidable, you need to be able to recognise it as a good thing as it allows passion and open conversations. He adds, ‘the more friction the better … I think friction shows growth’. On the other hand, Oscar Armas-Luy talked about the danger of making these conversations and disagreements public, as this opens up the risk for egos to be hurt and more challenges to arise. His solution to this friction is to make sure that everyone has a chance to voice their disagreements in private. In the right setting you need to allow people to be heard to avoid detracting from the main goal or mission. He advises that ‘it’s on us as RevOps leaders to make that friction productive as opposed to counterproductive’. # Final thoughts RevOps has emerged as a critical strategic function that unifies sales, marketing, and customer success teams to drive revenue growth and streamline operations. As this article has shown, successful adoption of RevOps requires a culture of collaboration, transparency, and data-driven decision making. It also demands effective team structuring and the ability to overcome the inevitable friction that arises when embedding RevOps in an organization. By following the best practices and insights shared by industry leaders in this discussion, organizations can unlock the full potential of RevOps and revolutionize their operations to achieve sustained growth and success. --- Fancy contributing your thoughts to an article? Get in touch with us to discuss! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### Using Generative AI in your revenue operations strategy URL: https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/ Last updated: 2025-08-04T16:18:28.000Z With the rise of Chat-GPT, [94%](https://www2.deloitte.com/us/en/pages/consulting/articles/state-of-ai-2022.html) of executives agree that AI is crucial to business success in the next five years. The revenue operations (RevOps) function is no different. Generative AI can help you [grow your business’ revenue](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) and delight your customers while simplifying your role. Want to learn more? Keep reading… 👀 In this article, we cover: - [What Generative AI is](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/#what-is-generative-ai) - [Benefits of Generative AI in RevOps](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/#what-are-the-benefits-of-generative-ai-in-revops) - [Ways to utilize Generative AI in your RevOps strategy](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/#ways-to-utilize-generative-ai-in-your-revops-strategy) - [How to implement Generative AI](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/#best-practices-for-implementing-generative-ai-in-revops) ## What is Generative AI? Generative AI is a type of artificial intelligence that can produce unique audio, text, code, video, and images. This can be utilized to quickly create content based on a specific brief. Unlike traditional AI which uses algorithms to identify patterns in a data set and make predictions, Generative AI uses machine learning to generate outputs based on the training set. Popular examples of Generative AI tools include [ChatGPT](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/), Bard, DALL-E, Midjourney, and DeepMind. ## What are the benefits of Generative AI in RevOps? Generative AI can bring many benefits to your RevOps processes such as improved insights, easy personalization, and [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/). Saving your team time and improving your customer experience (CX). > *“The insertion of AI into the revenue operations stack, and all of the automation and efficiency gain that it can provide is massive.* > *“Until this year, it hasn't been a good enough quality that you could trust it. Now I've seen some things come that are complete *game changers*, from an AI standpoint, in reducing the manual effort from the sales team.”* > *\-*Greg Larsen,* VP Revenue Operations at Eltropy* ### Enhance decision-making AI software can analyze data quickly and accurately, providing you with the most up-to-date information to aid decision-making and strategy planning. These tools can draw out patterns in data sets that may have been missed during manual analysis. Generative AI can also use previous data to make predictions and [forecast sales](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/). It does this by analyzing historical sales data and market trends and utilizing predictive modeling software. This allows you to have more accurate insights leading to more informed decisions on resource allocation, budget planning, and goal setting. ### Improve customer experience The use of AI tools can also assist your teams in providing a better [customer experience](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) (CX), through the magic of personalization. With the help of Generative AI your marketing team can create hyper-personalized marketing campaigns that your customers love. AI can even help you to segment your audience to ensure they always receive the content they want to see. Generative AI can also alert your [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) (CS) team when customers are likely to churn based on customer feedback and previous trends. This helps to improve your CX by allowing your CS reps to satisfy customers before they choose to leave. [How revenue & customer success can work together more effectivelyDiscussing the importance of close relationships between revenue & customer success teams, we present a Q&A from the Future of SaaS Festival where experts provide insights on how closer collaboration can work together to drive growth, adoptions, and of course, revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEmma Bilardi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ashkan-forouzani-m0l9NBCivuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) ### Save time and reduce errors Automation is a huge time saver for revenue operation professionals. It can allow you to offload those repetitive tasks and focus on high-value activities. Generative AI can help with that. Not only can this tool be used to automate tasks, but it can also help you to [optimize your processes](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) to save even more time. Plus, allowing Generative AI to take over your repetitive workflows can reduce human error, leading to more [accurate data](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) and a smoother customer journey. ## Ways to utilize Generative AI in your RevOps strategy With so many uses for Generative AI, it can take time to understand where to start. In this section, we’ll take a look at some of the creative ways you can use AI in your RevOps strategy. ### Personalized customer communication Let’s face it, it’s time-consuming to personalize emails for every customer segment, never mind each individual! But luckily for you, Generative AI’s bread and butter is creating new content based on your specifications. Allowing you to easily generate tons of personalized email campaigns that will increase your click-through rate (CTR). [How using AI can boost your revenue performance | ROAStewart Townsend shares how utilizing AI can bring your revenue performance to new heights and keep you one step ahead of the competition.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceStewart Townsend![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/10/Meta-image--23---1-.png)](https://www.revenueoperationsalliance.com/how-using-ai-can-boost-your-revenue-performance/) ### Sales forecasting As we mentioned, Generative AI can make use of your database and current market trends to create an accurate sales forecast, quickly. This can allow you to make more informed decisions about your RevOps strategy. [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ### Analyze data Generative AI can quickly and accurately analyze [data](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) from multiple sources and summarize the key findings. This can help you to prepare for meetings quickly or ensure that insights are easily digestible. Plus, using AI can reduce human error when analyzing data, leading to more trustworthy data. ### Sort customer feedback Organizing qualitative customer feedback can be a struggle, luckily Generative AI can help sort through that data and find patterns you can use to inform your CS strategy. AI tools can also prompt your customers to leave a review, so you receive even more feedback and customer testimonials. ### Pricing strategy By continuously reviewing market dynamics, customer behavior, and sales performance Generative AI can make suggestions for pricing strategy changes to optimize your revenue growth. These insights can help you to increase your profitability while staying competitive in your market. [RevOps, data, metrics, and CX | ROABy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ### Streamline CRM maintenance Maintaining accurate data in your CRM is essential but it can pose a challenge. An AI tool can help to automate manual data entry tasks and check data consistency. Generative AI can even provide suggestions for updates or additions based on new information on your systems or online. This can allow you to keep your CRM up-to-date and full of rich customer data easily. ### Bespoke training We mentioned Generative AI’s ability to create bespoke content, but did you consider using this feature to create bespoke training materials for your teams? AI can be a huge help in creating sales training tools by summarizing product documents, competitive analyses, and technical documentation. This can save your team time while enabling your sales team to close more deals. ## Best practices for implementing Generative AI in RevOps Like all new revenue operations tools, you’ll need a [plan](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) to incorporate them into your workflows. But don’t worry! We’ve outlined the 5 best practices for incorporating Generative AI into your RevOps process. ### Assess current processes The first step in implementing Generative AI into your RevOps workflow is to understand how your current process works. This understanding allows you to know where AI might be the most beneficial. Without this understanding, you might end up creating more problems, as AI might not be able to solve the underlying issues you wish to solve. For example, if your sales and CS team don’t talk to each other then AI might be able to solve some data issues or create a smoother onboarding process, but it can’t solve the deeper issue of siloed teams. ### Identify areas for Generative AI integration Once you’re clear on the current processes within your organization, you can start to find the areas that Generative AI would be beneficial. Not every team will require all aspects of AI tools, so identify which pain points exist in your organization that could be solved with AI. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ### Select the right tools Now that you understand which areas you need an AI tool for you need to select the right tool for the job. There are tons of Generative AI tools out there so take your time and do your research to ensure the tool you select meets your business needs and other criteria. Some things to consider are price, capabilities, integrations, and privacy. You may even find that your team requires more than one tool to meet their needs! ### Train your team It may be tempting to jump straight in and start using Generative AI straight away, but without proper training, your team may reject the change! Have a training call with your team to ensure they know how to use the new tool and how it can make their role easier. This will encourage uptake and allow them to make the most of the new technology. Training can also help to avoid mistakes due to misunderstandings around the tool’s capabilities. ### Monitor success Set a goal for what you want to achieve with Generative AI in your organization and measure this regularly after rollout. This will allow you to understand how the tool has helped optimize your processes over time and can even help to justify the cost to upper management! [How to Use Revenue Operations Metrics to Drive Business GrowthIn today’s constantly changing business landscape, revenue is the lifeblood that keeps all companies functioning.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/How_to_Use_Revenue_Operations_Metrics_to_Drive_Business_Growth.jpg)](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) ## Final thoughts Overall, Generative AI is a useful tool to incorporate into your RevOps strategy to enhance your decision-making, improve CX, and save your teams’ time. There are tons of use cases for AI in revenue operations, such as sales forecasting, data analysis, and email personalization. So, it might be time you looked into implementing Generative AI into your RevOps workflows. Continue the conversation over on Slack, where 1000s of revenue operations professionals are waiting on your insights. Join now. 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Unlock the power of RevOps automation URL: https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/ Last updated: 2025-08-04T16:05:58.000Z In today's fast-paced business world, it's essential to streamline your processes to keep up with the competition. One way to do that is through the power of revenue operations (RevOps) automation. With RevOps automation, you can align your sales, marketing, and customer success (CS) teams to work cohesively towards a common goal. In this article, we’ll explore: - [What RevOps automation is](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/#what-is-revops-automation) - [Key processes to streamline](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/#5-revops-processes-to-streamline) - [How to implement automation into your business](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/#implementing-revops-automation-in-your-business) ## What is RevOps automation? [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) automation is an effective way to streamline revenue operations processes and reduce human error. This involves using automation software to automate revenue operations processes and tasks. Automation empowers teams to work more efficiently by reducing manual processes and [streamlining their workflows](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/). This can help your teams to spend less time doing simple repetitive tasks, and more time providing value to your customers. This technology also provides faster, more accurate data analysis and reporting, removing the need for manual data upkeep and allowing revenue teams to share a database. Want expert insights? Check out this interview with Alysson Pehoski ### The benefits of implementing RevOps automation A quick summary of the key benefits of RevOps automation includes: - **Efficient workflows** \- Less time spent on follow-ups and manual data entry, more time spent helping customers. - [**Better data**](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) \- Fast and accurate data analysis and reporting without the risk of human error. - **Improve** [**customer experience**](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) **(CX)** \- Smoother handoffs between sales and CS, better predictions of client needs, and actioned customer feedback leads to a better CX across the customer journey. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## 5 RevOps processes to streamlin**e** There are lots of ways to use automation to improve your workflows. But this can get overwhelming, so we’ve suggested five processes to start your RevOps automation journey. ### Lead generation Automate your lead generation processes by using a tool to pull lead information from various sources such as social media, email campaigns, and customer interactions, and organize it into a centralized database. This tool can also identify new prospects based on social media engagement or LinkedIn profiles. And quickly export new contacts from an event. ### Sales proposals A crucial part of the sales process is the proposal. Making a mistake here or taking too long to respond may mean losing the sale. Automation can remove human error and generate custom proposals quickly to send out to prospects. This system also benefits from being more consistent with business policies. This accelerates the sales cycle by making it quicker and easier for your sales reps to send a quote to a potential client. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ### Client onboarding The handover between sales and [customer success](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) reps should be seamless, but manual onboarding can lead to challenges. Some customers may receive a warmer welcome than others, which may lead to dissatisfied customers. Using an automation platform can allow each new customer to have the same great welcome by automatically sending them emails, information, video tutorials, or even a link to set up a call. > *This leaves your customer success team more time to take meetings and resolve customer problems.* ### Client reporting Client reporting can be time-consuming as it requires a lot of data gathering and presenting. Automation software can quickly pull this information together from various sources and create [visuals](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) for your report. This saves your team time and reduces human error and [data inaccuracies](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/) by syncing with your CRM. Win-win! ### Customer feedback Customer feedback can help to keep your customers happy and can be an **early warning sign of churn**. Automation tools can ask your customers for feedback and take specific actions based on their comments. For example, a dissatisfied response can automatically flag that a rep should call that customer. Whereas a response indicating customer satisfaction could prompt the customer to leave a review. [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) ## Implementing RevOps automation in your business RevOps automation can be a game-changer for businesses looking to streamline their sales and marketing operations. But how do you go about implementing automation into your workflows? ### Assessing your current processes Before implementing RevOps automation into your business, it's important to assess your current processes. Take a deep dive into your sales and marketing strategies to detect where any inefficiencies lie, and identify potential pain points. This analysis will provide you with valuable insights into your business operations and help you identify areas where automation can be most beneficial. > *For example, you may find that your sales team spends a significant amount of time manually inputting customer data into your CRM system.* > *By automating this process, you can free up your sales team's time and allow them to focus on more valuable tasks.* Additionally, by identifying potential pain points, you can better understand what success will look like and identify any operational or cultural barriers to overcome. This knowledge will be crucial in ensuring a successful implementation of RevOps automation. ### Choosing the right RevOps automation tools Once you’ve assessed your processes, the next step is to choose the right RevOps automation tool. There are several software solutions available, so ensure you pick one that aligns with your business requirements, budget, and capabilities. > *Proper tool integration can drastically increase efficiency and provide a seamless experience for your team.* There are a lot of tools that help you automate RevOps processes - each tool offers unique features and capabilities, so it's important to do your research and choose the one that best fits your business needs. ### Training your team on RevOps automation Once you’ve identified and implemented the right tools, ensure that your team is thoroughly trained to use them. [Training](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/) can be done through a variety of methods, such as online tutorials, in-person workshops, or one-on-one coaching. It's important to choose a training method that works best for your team and ensures they have a solid understanding of the software. By training your team on how to use the automation tools effectively, you can increase the beneficial effects of the automated processes as your reps understand how to make the most of these time-saving tools. > *After all, if it takes your team longer to set up the automation than to do the task manually, there’s no time saved!* [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ## Summary RevOps automation offers businesses a streamlined solution to revenue growth and efficiency. The use of automation technology can help **save your teams time and money** while improving your CX. Ensuring you select the right tool for your business needs, and budget is crucial for making the most of RevOps automation. And training your team on the new tool will allow them to make the most of the new automated processes. ### Importance of reducing silos in your organizations - Kristina Diederich URL: https://www.revenueoperationsalliance.com/importance-of-reducing-silos-in-your-organizations-kristina-diederich-2/ Last updated: 2024-04-26T08:42:21.000Z In this episode of RevOps Unboxed Sandy chats to Kristina Diederich, VP of Revenue Operations, about the importance of aligning your revenue teams and reducing silos in your organization. # About our guest, Kristina Diederich Kristina is a Global Revenue Operations leader with demonstrated success growing sales and productivity with extensive experience in the SaaS technology industry. Results-driven with a forward-thinking approach centered on company success and competitive growth and a track record of building successful teams while managing profitable operations. She has been an internal Salesforce SME, customizing and streamlining the sales process within Salesforce within multiple organizations. She is highly adept at taking multiple areas of the business and understanding their needs to enable capturing end-to-end data within Salesforce. You can find Kristina on LinkedIn [here](https://www.linkedin.com/in/kristinadiederich/). # About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, she's seen how revenue operations can make or break a company, and is excited to share her knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com)**,** [**Google Podcasts**](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M?ref=revenueoperationsalliance.com)**, or right here on ROA's website.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### What is change management in RevOps? URL: https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/ Last updated: 2025-08-04T16:06:12.000Z Making updates to processes is a huge part of the [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) role, which is why change management is so important. But what is change management, and how can you utilize a change management strategy in your next project? Change management is a strategy that allows your stakeholders smoothly transition to a new workflow without the fuss. Does that sound too good to be true? Keep reading. This article explains: - [What change management is](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/#what-is-change-management) - [Why change management is important](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/#why-is-change-management-so-important-in-revops) - [Challenges of change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/#what-are-the-risks-of-change-management) - [Steps for a successful change management strategy](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/#7-easy-steps-for-successful-change-management) ## What is change management? Change management is a strategic approach taken within an organization to move **from its current state to a future desired state**. This is a coordinated effort to ensure that the change to systems and processes goes smoothly. These projects typically aim to deliver business value to the organization, and may even result in improved [revenue growth](https://www.revenueoperationsalliance.com/why-revenue-operations-is-vital-for-managing-business-growth-2/). A good change management strategy will ensure that the change not only goes smoothly but also leads to the embedding of the change in the organization’s workflow. ## Why is change management so important in RevOps? Revenue operations professionals can implement a lot of changes to their stakeholders' workflows. And while these changes may be beneficial to teams in the long term - they might not feel that way to begin with. > *That’s where change management comes in.* Managing complex change effectively can allow you to help your key stakeholders accept the change and integrate it into their workflow by communicating the steps to them well in advance and resolving problems before the change goes live. [70%](https://www.mckinsey.com/capabilities/transformation/our-insights/why-do-most-transformations-fail-a-conversation-with-harry-robinson) of change initiatives fail, so setting yourself up for success is key. --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/07/ROA_Framework_Webiste_CTA_Banner_.png)](https://www.revenueoperationsalliance.com/revenue-operations-framework/) --- ## What are the risks of change management? Before we dive into the process of change management, let’s step back and try to understand what the risks are, and why we should avoid them. ### Unplanned downtime A poor change management strategy can lead to problems in the change over which results in unplanned downtime as team members **can’t access vital tools and information**. For example, making a change to your CRM that makes it unavailable to your [sales reps](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) stops them from effectively closing deals. Ultimately resulting in lost revenue! To avoid this outcome, ensuring the changes work as intended and teams understand how to use the new program is crucial. ### Misaligned GTM teams Misalignment within your [GTM](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) team can occur when you manage change poorly. Your stakeholders need to all be on the same page in order to succeed, otherwise, you risk **misunderstandings and poor data tracking, which may result in lost revenue.** To avoid this, ensure that you communicate what the change is, how it will affect stakeholders, and when it will take place in plenty of time, so everyone feels prepared. ### Human error Without a change management strategy, your admins might make mistakes as they make changes. And while this might be fine in a sandbox, if they skip straight to production this could cause some major issues. These include: - Mismatched data, - Broken automation - Inaccurate reporting [Why is revenue operations important?Why is revenue operations so important to your business, and, what are some common issues revops practitioners face when building their function? Join Crissy, Nick and Rosalyn to hear their thoughts and insights.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/absolutvision-82TpEld0_e4-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/why-is-revops-important/) ## 7 easy steps for successful change management Now that we understand what could go wrong, it’s time to dive into the best practices for successfully implementing change in your organization. While there are many models for managing complex organizational changes these can be, well overcomplicated. Instead, we explain 7 easy steps for a successful change management strategy. ### Define benefits The first step of any successful change management strategy is to **define and communicate the benefits of the change to stakeholders**. If the teams impacted don’t understand the reason for the change they are more likely to fail to adopt the change into their workflow. In turn, causing your change process to fail. Clearly explaining the benefits of the change in a tangible way such as time saved or money lost will incentivize the stakeholders to care about the change and implement it. You should also communicate what challenges the change may bring to the team, as this will build trust and allow you to **gain feedback on potential dealbreakers** before the change takes place. ### Buy-in from management **Managers are great allies when implementing a change.** They can help to direct their team towards making the most of the new system. Without [management buy-in](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/), adoption rates may be lower as the team’s manager doesn’t care about the change, so the team feels like they can get away with using any system they like. If you can’t get the team’s managers to buy-in it might be time to go up an organizational level to upper-management to help push the change. As long as you have a strong benefit statement this shouldn’t be too tricky. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ### Test, test, test Testing is a crucial part of change management. If the change breaks the system or is complicated to use, **adoption rates will be low** and you risk having unplanned downtime. Think outside of the box and try to break the system in any way you can think of. Then ask your team to do the same. If you can’t break it then it’ll hold up when launched. > *However, if it breaks make sure to work out how and why it broke and fix it before launch.* But don’t stop testing there, ask some future users of the system (eg. sales reps) to try out the system. Give your sales reps minimal instructions, to see how intuitive your [new process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) is. The areas they get stuck in should be improved so that users are **less likely to get frustrated and return to an outdated system**. ### Recruit champions Recruit individuals to champion your change and spread the word of its benefits across their team. This is especially useful if you can turn around a vocal skeptic. If someone is negative about the project publicly, ask to show them the benefits of the changes and explain how it’ll work. If you can convince them the project is important they’re likely to spread the word. > *People talk, so use this social proof to your advantage to increase stakeholder adoption.* ### Early preview As a bonus for your champions, let them preview the project early. Their feedback will be useful in refining the changes and catching problems before the mass rollout. Plus, your champions will feel involved in the project and will want it to succeed, making them even more valuable as champions. --- [Mastering change management in revenue operationsRevOps experts Serena Cordon, Karli Brophy, and Nicholas Gollop discuss the secrets to a successful change management strategy in revenue operations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceSerena Cordan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/06/Meta-image--63-.png)](https://www.revenueoperationsalliance.com/mastering-change-management-in-revenue-operations/) --- ### Communicate the details Typically people hate change - so make sure to communicate with stakeholders at each stage of the project to help them prepare for the changes. Here’s a list of things affected teams should know: - Benefits of the project - How the change will affect them - When will the project launch - What support and resources are available - Who to contact if there’s a problem > *Tip: Send out frequent reminders about the launch, eg. one month, one week, today.* ### Define, measure, and evolve Before launching, define what [metrics](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) you’ll be tracking and some goals for the project. This will help you to truly see the impact the changes have made. Measure these metrics frequently - it may take some time for the changes to show! If the project isn’t as successful as planned, go back and make some adjustments. Change management is that it’s an iterative process, not a static event. So continue to evolve and iterate the project. [RevOps, data, metrics, and CX | ROABy embracing data-driven metrics companies can gain a holistic view of customer data and insights, leading to improved CX and increased revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceLeore Spira![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/3.jpg)](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## Final thoughts Overall having an effective change management strategy is crucial for a smooth transition toward a more efficient revenue stream. These seven steps should help you to implement your next RevOps project successfully. Looking for a more in-depth article on change management? Karli Brophy explains her steps for process improvement. 👇 [5 steps for effective RevOps process improvement | ROAThe RevOps process is super complex, this article reveals the 5 steps for successful process improvement in your org.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKarli Brophy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--3-.jpg)](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) --- Still not had enough RevOps content? Join 1000s of revenue operations professionals on Slack! [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Analysis of Go-to-Market for top AI-first products URL: https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/ Last updated: 2025-08-04T16:07:30.000Z While I was a Product Manager at Google AI, I launched several AI-first features such as the first internal version of LaMDA platform, Smart Replies in Google Play, and the Gaze detection platform for UX Research use cases. All of these technologies were very nascent and had more kinks than anyone could possibly imagine. The system and technology misfired A LOT during the early stages and the trick was always to find the tiles that were safe and not step on the ones with landmines to determine the Go-to-Market for the product feature. We’d consider which features to work on now vs later, which set of users to target based on the value they’d get from the product, and more. I left Google earlier this year to explore and build my AI-first company, and got curious about what the GTM for AI-first startups looks like. So, I did some preliminary research on three AI-first startups. Here’s a brief overview of their GTM: [Sales-led Go-to-Market, a case study with Jarod Greene | ROAJarod Greene discusses sales-led GTM strategies and how he used this approach at Highspot.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKate Onley-Gregson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/23.png)](https://www.revenueoperationsalliance.com/sales-led-go-to-market-a-case-study-with-jarod-greene/) ## **1\. Midjourney (image generation, started in 2021)** Midjourney is an independent research lab that’s self-funded. Midjourney did something very clever for their [GTM](https://www.revenueoperationsalliance.com/how-to-lead-a-cross-functional-go-to-market-strategy/). Instead of creating a web app (like Dalle), they launched a Discord server and gave early adopters access to the technology through that. David Holz shared the following on why they launched the offering through Discord: > *“We found very quickly that most people don’t know what they want. You say: “Here’s a machine you can imagine anything with — what do you want?”* > *“And they go: “dog.”* > *“And you go “really?”* > *“And they go “pink dog.”* > *“So you give them a picture of a dog, and they go “okay,” and then go do something else.* > *“Whereas if you put them in a group, they’ll go “dog,” and someone else will go “space dog,” and someone else will go “Aztec space dog,” and then all of a sudden, people understand the possibilities, and you’re creating this augmented imagination — an environment where people can learn and play with this new capacity.”* Dalle played a big role in Midjourney’s initial success. While Dalle was raking headlines, it wasn’t available to all. Midjourney, with its comparatively sub-par offering, gave access to early adopters including me who were itching to try out the tech for themselves. Given that the community had moderators on Discord (another advantage of the platform), they could control the stuff being generated and didn’t worry as much about sensitive content being generated as much as OpenAI did, and were able to open up the offering quickly. ### **Key Takeaways from Midjourney Go-to-Market:** - There are creative ways for GTM beyond just launching a web or mobile app. - A community of early adopters can be powerful to help assess the possibilities of a significantly new offering. - Communities enable extremely fast feedback loops and Midjourney repeatedly polled people for features, likes, dislikes, events, and more. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ## **2\. Jasper AI (text generation, started in early 2021)** Jasper is amongst the top startups that popped up after the release of GPT-3. The first version was called conversion.ai (which now redirects you to jasper.ai). Jasper’s founder and CEO ran a marketing agency for several years and then created marketing courses with $10K MRR. So they were well-versed in the space and what was needed. Their ideal customer profile was pretty clear and because of their past agency business, they likely had relatively easy access to the marketing teams and other agencies. They also got testimonials from the initial users and that likely helped build credibility and word of mouth. ### **Learnings for Go-to-Market from Jasper:** - Having a strong background in the area helps with problem-area understanding and domain knowledge as well as GTM with the initial set of customers (cliche but very true). - Get early users to write testimonials; build credibility and word-of-mouth publicity through that. [How to create an effective revenue operations roadmapHow can you create a successful roadmap and what should you be avoiding? Read an excerpt from Crissy, Nick and Rosalyn’s talk from the Revenue Acceleration Festival and learn about being outcome-based and incorporating data into the revops roadmap.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/annie-spratt-AFB6S2kibuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-create-an-effective-revenue-operations-roadmap/) ## **3\. Synthesia (spokesperson video generation, 2016)** Synthesia started as a deep-tech project as well, where the founders tried to customize lip movement on an existing clip with the help of AI-based synthesis. The initial version of the website boasted the technology and potential uses but didn’t target any specific segment. They did have a long-term vision because in 2017, lip movement synthesis was an extremely challenging problem, and to build a deep-tech company that would likely take one to three years was a solid forward-looking vision from the founders. While they realized that movies, news, YouTube videos, etc would be eventual use cases, my opinion is they didn’t know what the ideal use cases should be at the start. They found product-market fit in 2021 when they started focusing on corporate training videos and presentations, and then the offering blew up. They’ve since been focusing on competing with text-based presentations by offering companies a way to generate video presentations and training just from text. ### **Key Takeaways from Synthesia Go-to-Market** - Finding an ideal use case and customer profile can be challenging for a tech-first startup. - Synthesia was a solution in search of a problem, which is an idea that YC scoffs at. So, it is possible to build startups in that bucket and have a successful Go-to-Market. On the flip side, this approach does take longer. --- Looking for more GTM insights? Ask away in our dedicated RevOps community! 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### 5 steps for effective revenue operations process improvement URL: https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/ Last updated: 2025-08-04T16:07:51.000Z Revenue Operations (RevOps) is essential in any organization focusing on revenue generation and growth. It encompasses everything from marketing and sales to finance and customer success. The RevOps team is responsible for optimizing **the entire revenue cycle** and driving revenue growth for the organization. However, the RevOps process is usually incredibly complex and challenging to manage. It involves multiple teams, tools, and technologies and requires cross-departmental collaboration and communication. Improving this [process](https://www.revenueoperationsalliance.com/how-to-overcome-hurdles-in-your-revenue-process/) can be daunting, but with the right approach, the results can significantly improve revenue generation, customer satisfaction, and employee morale. In this article, we will discuss how to approach tackling your RevOps processes that need a little facelift. Including: - [Understanding the current process](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/#step-1-understand-the-current-process) - [Identifying bottlenecks](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/#step-2-identify-the-bottlenecks) - [Building a cross-functional team](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/#step-3-build-a-cross-functional-team) - [Setting your goals](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/#step-4-time-to-set-your-goals) - [Implementing changes and measuring results](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/#step-5-implement-changes-and-measure-results) ## Step 1: Understand the current process Before improving any [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) processes, you need to understand how things are currently being done. Start by mapping out the entire process from start to finish. > *That sounds scary, but we believe in you! Plus, taking the time to do this at the beginning will save you time later on.* Identify each of the stakeholders involved, from the marketing team to the sales team, to finance, to the sneaky groups in the background that we often forget, like legal and IT. Document each process step, including the tools and technology used at each stage. 💡 ****Tip**: Use tools like Microsoft Visio or Lucidchart to efficiently and quickly map out current state process flows. Conducting this discovery exercise will help you identify any inefficiencies, redundancies, or gaps in your current process. It will also help you understand the interdependencies between teams and their tools. For example, you may find your sellers are manually entering product tickets to the development team, causing delays in the sales-to-services hand-off process. This delay should be flagged as a bottleneck for improvement. ## Step 2: Identify the bottlenecks Once you've mapped out the entire process, it's time to identify those problem areas. **Bottlenecks are points where things slow down, come to a halt, or are frustrating for the team.** Inefficient tools, outdated techniques, or lack of [team communication](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) are just some actions that can cause these bottlenecks. Identifying these constraints is critical to improving the RevOps processes. If you don't address bottlenecks, they will continue to impede revenue growth and cause frustration for employees and customers. > *Prioritize the bottlenecks based on their impact on* [*revenue generation*](https://www.revenueoperationsalliance.com/why-revenue-operations-is-vital-for-managing-business-growth-2/) *and* [*customer satisfaction*](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/)*.* For example, if the sales team spends too much time on administrative tasks in the CRM, it may slow down the sales process and cause customer frustration. In this case, improving the sales team's productivity should be a high priority due to its huge impact on customers. [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## Step 3: Build a cross-functional team Improving interdepartmental processes requires input and collaboration cross-functionally. The next step is to [build a team](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) that includes members of each group impacted during the process. > *Each team member should clearly understand the current process, the constraints, and the high-level goals for improvement.* It's essential to have a culture of collaboration and communication across departments to drive revenue growth. The cross-functional team should meet regularly to discuss progress, share updates, and identify new opportunities for improvement. However, **be conscious of goal scope creep**! Keep additional process improvement requests from slowing down your current project. Add those ideas to your overall RevOps process improvement list and save those scope creeps for their own projects! [Separating and building out your RevOps functionHow to build your RevOps function and why revenue operations should be separate from sales and marketing.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/nik-qXakibuQiPU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/) ## Step 4: Time to set your goals Now that you have your team, it's time to set some smart SMART goals for improvement. That's not a typo. We truly meant both smart and SMART goals. > *Goals should be *s*pecific, *m*easurable, *a*ttainable, *r*elevant, and *t*ime-bound (SMART).* A common pitfall for process improvement is **failing to create logistically measurable goals**. Process improvement is an iterative effort. Without measuring and tracking, it's difficult to know if the improvements have the desired impact (or any impact!). For example, your goal could be to reduce the time it takes to close a deal by 30% by the end of the quarter. This goal targets a specific process, has a way for us to measure, is attainable (we hope!), is relevant, and has a time constraint attached. Setting SMART goals will help you track progress and [measure the success](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) of your improvements. Once you've set your goals, pass the message along! > *Communicate, communicate, communicate!* Communicate these goals to all teams involved in the RevOps processes. [Visualizing success: How effective data visualizations can drive actionIs your data not engaging your team or shareholders? Is it hurting your ability to deliver valuable insights? Look no further than the power of effective data visualizations.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceElla Harrison![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/visualizing_success_ROA.jpg)](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) ## Step 5: Implement changes and measure results With a cross-functional team in place and the new process design created, it's time for the most rewarding step. Implement the new process! Start with the **highest priority bottlenecks** and work your way down. Use data to guide your decisions and measure the results of each [change](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/). If a change doesn't have the desired impact, adjust your approach and try again. For example, your goal could be implementing a new [lead-scoring](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) methodology. Traditionally, the sales team might have relied on manual lead qualification, resulting in inefficiencies and inconsistencies. You've established your team, set SMART goals, and implemented the new system and process. Now it's time to measure your success. [Analyze data](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) captured in the new system over the next few weeks. Potential data to review includes the conversion rate of qualified leads, time taken to convert leads into customers, and average deal size. Compare the data with your established benchmarked data before the change. Assess the delta to see those metrics' impact, patterns, and improvement. If the new lead scoring methodology is not yielding the desired results, consider making further adjustments and iterate on the process. ## Final thoughts In conclusion, process improvement is a continuous journey that requires a commitment to ongoing learning, collaboration, and innovation. By involving team members in the process, setting clear goals and metrics, measuring progress, and continually refining and adapting processes, organizations can **achieve sustainable improvements in efficiency, productivity, and customer satisfaction**. While the process may not always be easy, the benefits of a streamlined and effective operation are well worth the effort. By embracing a process improvement culture, organizations can stay competitive, adapt to changing market conditions, and drive long-term success. --- **Looking for more advice from RevOps professionals? Join our 1000+ members on Slack today. 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### The ultimate RevOps recipe for explosive growth and efficiency URL: https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/ Last updated: 2025-08-04T16:19:25.000Z While it may seem pointless to try to rebuild something if it isn’t broken, sticking with what you have **may not be the best option in the long term**, and may not position your company for future success. Thus, to truly achieve success in today’s business landscape, companies must focus on a **data-driven approach to revenue operations and customer experience**. By embracing data-driven metrics such as KPIs and OKRs, companies can gain a holistic view of customer data and insights, leading to personalized customer experiences and increased revenue. We’ve already heard about how [revenue operations is a must-have](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/?ref=salesenablementcollective.com) for any business to navigate these days successfully. They help focus on the customer journey that’s been changed to focus more on relationships than just making it a numbers game. > *Yet what else is needed, and how do we get there?* The journey begins with a fundamental understanding of the customer journey, combined with a data-driven mindset. - [Why is data so critical in the first place?](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/#why-is-data-so-critical-in-the-first-place) - [How to embrace being data-driven](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/#how-to-embrace-being-data-driven) - [Truly understanding the customer journey](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/#truly-understanding-the-customer-journey) - [Understanding how to implement an ABX strategy](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/#understanding-how-to-implement-an-abx-strategy) - [How revenue operations comes in](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/#how-revenue-operations-comes-in) - [Bottom line](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/#bottom-line) ## **Why is data so critical in the first place?** Understanding the customer journey is fundamental to developing a [successful revenue operations strategy](https://www.revenueoperationsalliance.com/why-is-revops-important/?ref=salesenablementcollective.com). By breaking down the customer journey into moments versus stages, companies can **identify critical touchpoints and actions** that lead to increased customer success. > *Taking a proactive approach to customer support is an essential component of connecting the final dots in revenue operations.* Regardless of what we may preach or dictate, even from the success of the past, data-driven metrics will always be the center of truth with every action taken. They help to eliminate assumptions and hubris and are neutral with their emotions. In fact, companies that first take the time to embrace the data will be almost **60% more successful** than other companies, and are [162%](https://www.dbta.com/Editorial/Trends-and-Applications/How-a-Data-Catalog-Can-Help-Your-Business-Reach-New-Heights-144574.aspx?ref=salesenablementcollective.com) more likely to beat out their competitors, who may be lagging. A recent study by Ernst and Young stated that over [80%](https://assets.ey.com/content/dam/ey-sites/ey-com/en%5Fgl/topics/digital/ey-global-becoming-an-analytics-driven-organization.pdf?ref=salesenablementcollective.com) of companies already state that data is the heart of every organization, and with good reason. It helps to eliminate any hearsay and helps to lead the way regarding pitching and developing a revenue operations team. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) ## **How to embrace being data-driven** The term data-driven [metrics](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/), or KPIs, OKRs, and other components get said, and then the action stops. So what does it all mean in the end? **It starts with democratizing data** and sharing it amongst the various relevant departments. Sharing these points gives everyone a holistic view of what the data looks like, which can lead to customer success down the line. To bring everything together, revenue operations must connect the dots and bring alignment to various departments and channels. A unified [go-to-market strategy](https://www.gotomarketalliance.com/go-to-market-strategy-startups-vs-scale-ups-vs-enterprise/?ref=salesenablementcollective.com), guided by the power of data and metrics, helps to **identify the best opportunities for growth and revenue**. By building a single source of truth in the revenue operations team, companies can ensure every touchpoint is run efficiently and pushes for sales from different angles, and focus their efforts on how to curate and personalize for the GTM teams. Through the different data points and conversations that can happen, by centralizing and sharing all the data, business leaders can get a **bird’s eye view** of just exactly what data to focus on. > *Is it the target audience, pricing, complaints about a product or service, or everything all at once?* Tracking these points *and adjusting the overall strategy to lead to more sales* is at the core of being a data-driven organization. [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## **Truly understanding the customer journey** While many follow [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) methods, customers have varying and different journeys. The customer journey helps the organization understand what the customer is going through, what their concerns are until they make the purchase (or don’t), and what helps them to become an advocate in the end. **Yet there’s no single path for every customer**, and understanding just how complex it can be to get a customer from *awareness* to *advocacy* rolls back to reviewing the data-driven focus built above. These customers aren’t jumping through your hoops and stages, they are taking their own actions, and when enough data points start to align and seem similar, you can roll those up into those all-too-critical [user or buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/). [RevOps metrics: Insights from the experts \[podcast highlights\] | ROALearn from three RevOps experts by diving into the best revenue operations metrics insights from season one of our podcast, RevOps Unboxed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--14-.png)](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) Then break down the customer journey even further and into **milestones versus critical events**. Milestones are fixed points along the path of the customer journey, where one goes forward in a structured sequence. The critical events are individual actions that can occur throughout each piece of the journey. You can revisit these moments multiple times, and **they truly need to be connected**. > *For example, you want that moment where you keep the promises made in your claims.* Best practices these days are where you build trust with your customers from day one. Customer habits have shifted where not only are they expecting a certain level of customer excellence, but they want that trust and authenticity earlier on. This is what gets them to recommend your products or services in the end and helps to build up a level of certainty. 📖 Psst... Get [****Revenue Operations Metrics Certified**](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) with our new Masters course. ## **Understanding how to implement an ABX strategy** Many often feel that customer experience is just a fancier term for customer support. Yet there is a core difference between the two, and that’s where customer support is reactive; customer experience is all about taking a **proactive approach**. It’s about the anticipation of the questions clients and customers may have and working to develop ways to deliver the answers to them. It becomes a partnership between the company and the customer so that they always have someone they can rely on to provide feedback and keep them engaged. This is done post-sales typically and [reduces churn rate](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/), especially when you’re providing a subscription-based service or product. > *This makes customer success a critical component of helping with connecting the final dots in the end with revenue operations.* The reason for their importance is that they are the ones that will continue interacting with the customer as long as they are, well, a customer. This could be months to years of continuous interaction, assessing their ongoing needs, and continuing to sell and cross-sell relevant products and services that make sense to these customers. It is an integral part of Net Revenue Retention (NRR), which is how much recurring net revenue each customer brings in over a specified period. It also helps when it comes to calculating the LTV or lifetime value of a client, which helps shape the value each client brings. [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) ## **How revenue operations comes in** RevOps is there to help with connecting the dots and bringing alignment. More than [two-thirds](https://c1.sfdcstatic.com/content/dam/web/en%5Fus/www/assets/pdf/datasheets/salesforce-research-fourth-annual-state-of-marketing.pdf?ref=salesenablementcollective.com) of marketers are saying how important the customer journey touchpoints and channels are to be connected in these markets. And what revenue operations is, is a killer. What RevOps is killing is gaps - between everything from various departments and channels to gaps in processes that end up destroying revenue growth. It does this through **alignment and efficiency**, through data and metrics that help to provide focus on revenue growth. Revenue operations helps to relieve the problems above, as well as connect everything together, developing a unified go-to-market strategy. All the while being **guided through the power of data and metrics** to show them where the best opportunities are. > *Without this type of connectivity, we have these gaps that will continue to widen, and the customer journey will feel disconnected and staged instead of having a seamless flow.* You build out a single source of truth in the revenue operations team, up to the point where anyone that’s part of that team will eventually be able to field any questions. Beyond that, every touchpoint from RevOps will be run efficiently and push for sales from different angles. With all elements combined, it shows that the **metrics provided and supported by the RevOps teams help to establish the overall strategy to achieve growth**, from go-to-market strategies to maintaining customers. [Becoming a data-driven revenue machine | ROAGuy Rubin, CEO of ebsta, discusses the importance of driving accurate sales forecasts. And explains how you can achieve 95%+ forecast accuracy.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceGuy Rubin![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/afif-ramdhasuma-RjqCk9MqhNg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) ## **Bottom line** A data-driven approach to revenue operations and customer experience, coupled with an understanding of the customer journey and a proactive approach to customer experience, can help companies achieve growth and success in today’s competitive landscape. By embracing data-driven metrics and developing a unified go-to-market strategy with RevOps, companies can position themselves for long-term success and build valuable relationships with their customers. --- *Leore first published this article on* [*medium.com*](https://leore-spira.medium.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency-9be29bde9f87?ref=salesenablementcollective.com) --- **Need more metrics insights? Grab a copy of our RevOps Metrics Playbook! 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Revenue Operations Summit San Francisco - September 19 & 20, 2023 URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-san-francisco-september-19-20-2023/ Last updated: 2023-10-27T13:42:14.000Z 🗓️ **Date:** September 19 & 20, 2023 📍 **Venue:** Oakland Marriott City Center ### What is Revenue Operations Summit? 🤔 Great ideas don't happen in a vacuum! Our summit invites you to step out of your daily job and spark your inspiration. With curated discussion panels and actionable keynotes, you're sure to return with a fresh perspective to unlocking the power of revenue operations. [👉 GRAB YOUR TICKET👈](https://events.revenueoperationsalliance.com/location/sanfrancisco/register?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-revops-sf-sept23) **Speakers Highlights. 🧠** **Building a future-proof RevOps framework: A multi-year cabability roadmap** Mike is an experienced senior planning and operations leader in the high-tech, retail and apparel industries. He has held increasingly responsible leadership positions across multiple functions including planning, new product introduction, general management, retail operations and program management. **RevTech 2.0: Shifting focus onto the customer** Sandy has experience with large public organizations as well as small to mid-sized startups in the Enterprise SaaS space. She has a true understanding of what teams need and is committed to working collaboratively while challenging the status quo. Sandy’s passion is to enable teams through intense focus on the customer buying journey as it relates to systems, tools, training, and process. In her current role at Nymbus Sandy and her team have set up the tech stack, configured the CRM, created sales processes, implemented comp plans, and rolled out an enablement strategy. **Improve data decision making through driving exceptional hygeine** Rohit Shukla is a seasoned executive with years of experience in leading sales operations and strategy at Google. As the Head of Strategy Sales Operations, Rohit is responsible for driving growth and maximizing revenue through effective sales operations and strategy development. Under Rohit's leadership, Google's sales operations and strategy have continued to thrive, driving growth and delivering results year after year. His expertise and commitment to excellence have helped him build a strong reputation within the industry and establish himself as a thought leader in sales operations and strategy. [🎙️ FULL SPEAKER LIST 🎙️](https://events.revenueoperationsalliance.com/location/sanfrancisco/speakers?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-revops-sf-sept23) ### Agenda highlights. 🔥 - Improve data-driven decision making through practicing data hygiene. - Get a competitive advantage through improved forecast accuracy. - Leverage AI to optimize your processes and functions. - Engage stakeholders across the organization and position RevOps as a key growth driver. - Build robust and scalable processes that optimize growth and uphold compliance as a top priority. - Guide and align your organization through strategic change management. [🗓 FULL AGENDA 🗓](https://events.revenueoperationsalliance.com/location/sanfrancisco/agenda?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-revops-sf-sept23) Harness the power of in-person events, form genuine connections, and gain valuable insights to elevate both your professional development and your organization's growth. [👉 GET INVOLVED👈](https://events.revenueoperationsalliance.com/location/sanfrancisco/register?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-revops-sf-sept23) ### Chief Revenue Officer Summit San Francisco - September 19, 2023 URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-san-francisco-september-19-2023/ Last updated: 2023-10-27T13:43:08.000Z 🗓️ **Date:** September 19, 2023 📍 **Venue:** Oakland Marriott City Center ### What is Chief Revenue Officer Summit? 🤔 Great ideas don't happen in a vacuum! Our summit invites you to step out of your daily job and spark your inspiration. With curated discussion panels and actionable keynotes, you're sure to return with a fresh perspective to elevate your revenue leadership. [👉 GRAB YOUR TICKET👈](https://world.salesenablementcollective.com/location/crosanfrancisco/register?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-cro-sf-sept23) ### **Speakers Highlights. 🧠** **Driving** **top line company growth by making data-driven decisions** Darlene Ghorbanian is an experienced marketing executive with a passion for driving growth and innovation by making data-driven decisions. With a track record of delivering impactful insights and building high-performing teams, Darlene is a sought-after expert in performance marketing. As CRO at TubeScience, the largest creator of performance ads on Meta, Darlene's teams help drive performance for some of the highest spending performance advertisers. **Driving business value through strategic partnerships** Bill is an experienced executive with technical and business expertise. He has helped develop sales channels, strategy, drive innovation, create products, align teams, and leverage industry partnerships/acquisitions at both startups and fortune 500 companies. Bill is currently CRO at AIKON, a Blockchain startup, and working with SRI International leading revenue opportunities for several businesses including robotics business and BioCyc/Pathway Tools – Bioinformatics. **Fireside chat: Maximizing sales success through unified processes after a merger or acquisition** JD began his technology career during the dot-com boom as employee number 26 of a web content management company that went public with one of the largest technology IPOs of its time. ​ Eager to repeat that experience, he went on to take progressive leadership roles at international organizations seeking sales transformations - whether that be strong increases in revenue or preparation for merger, acquisition, or IPO. ​ Currently the Chief Revenue Officer of Kantata, he is responsible for accelerating growth and scale for this industry-leading, vertical solutions provider. [🎙️ FULL SPEAKER LIST 🎙️](https://world.salesenablementcollective.com/location/crosanfrancisco/speakers?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-cro-sf-sept23) ### Agenda highlights. 🔥 - Building and scaling revenue engines to expand market reach and increase profitability. - Employing AI to drive process optimization and innovation. - Harnessing the power of data to inform business decisions that maximize revenue growth. - Employing an agile mindset to manage change effectively and drive continuous improvement. - Building a foundation of success through a strong customer focus. - Fostering a collaborative culture across the C-suite that strengthens organizational performance. - Creating a talent strategy that fuels organizational growth. [🗓 FULL AGENDA 🗓](https://world.salesenablementcollective.com/location/crosanfrancisco/agenda?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-cro-sf-sept23) ### What previous attendees had to say. 💬 Harness the power of in-person events, form genuine connections, and gain valuable insights to elevate both your professional development and your organization's growth. [👉 GET INVOLVED👈](https://world.salesenablementcollective.com/location/crosanfrancisco/register?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-cro-sf-sept23) ### Finding a single source of truth in RevOps - Marin Page URL: https://www.revenueoperationsalliance.com/finding-a-single-source-of-truth-in-revops-marin-page/ Last updated: 2023-10-27T13:44:04.000Z Sandy Robinson sits down with Marin Page, Senior Salesforce Business Analyst at Soliant Consulting to discuss why having a single source of truth is key to RevOps success, and how holistic, end-to-end thinking can change your RevOps strategy. [Listen to the full episode and more! ](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/) # **About our guest, Marin Page** Marin is a Salesforce Admin and Business Analyst with a decade of experience in digital media ad operations, SaaS startup revenue operations, systems integration, and process automation. As an enterprise systems guru, she seeks out operational inefficiencies, opportunities for optimization, and total mastery of interconnected systems. You can follow Marin on Linkedin [here](https://www.linkedin.com/in/marin-page-90b16a6/). # **About our host, Sandy Robinson** Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, I've seen how revenue operations can make or break a company, and I'm excited to share my knowledge and insights with you.In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/?ref=revenueoperationsalliance.com). **Listen to RevOps Unboxed on [Apple Podcasts](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622?ref=revenueoperationsalliance.com), [Spotify](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e&ref=revenueoperationsalliance.com), [Google Podcasts](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M?ref=revenueoperationsalliance.com), or right here on [ROA's website](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/).** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ### BDRs vs SDRs vs account executives: What sets them apart? URL: https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/ Last updated: 2025-08-04T16:19:49.000Z --- ## **Defining the titles** In this article, we’ll clear that up with the help of some sales enablement experts by covering: - [Inbound BDR / SDR role and skills](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/#inbound-bdr-sdr-role-and-skills) - [Outbound BDR / SDR role and skills](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/#outbound-bdr-sdr-role-and-skills) - [Account executive role and skills](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/#account-executive-role-and-skills) - [Is there any overlap?](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/#is-there-any-overlap) - [The key differences summarized](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/#the-key-differences-summarized) Business development reps (BDRs), sales development reps (SDRs), and account executives (AEs) are all tasked with working with leads and prospects, with the ultimate goal of moving them along the [sales](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) funnel. But if you asked ten organizations how they actually define these roles, you’d probably get ten different answers (and maybe more). For some, **BDRs** focus on **inbound** leads, while **SDRs** head out into the great unknown and make **outbound** contact. For others, BDRs and SDRs are one and the same. They’ll just be classed as **inbound SDRs and outbound SDRs**. Gail Behun, Senior Director of Revenue Enablement at Juniper Square, describes her experience with this distinction (or lack thereof). > *There's a lot of interesting discussions between BDRs and SDRs, because a lot of companies don't separate them at all.* > *The company I'm at doesn't separate them. We have inbound SDRs and outbound SDRs, and when I came aboard I said ‘well, aren't the inbound SDRs really BDRs?’* In general, BDRs and SDRs are the more junior members of the sales team chain. They focus on top-of-the-funnel lead generation, whether it’s feeding those inbound leads who are already engaged in some way through to AEs, or focusing on new lead acquisition through outbound activity. In short? **They're turning cold leads into warm ones** \- regardless of whether they're working on inbound lead qualification or outbound lead prospecting. It's all about identifying early stage business opportunities. With this in mind, the difference between a BDR and SDR isn't all that great, and varies company by company. It's more important to consider whether that sales rep deals with inbound or outbound leads. Usually, AEs are more senior than BDRs and SDRs, operating further into the [customer journey](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/). AEs tend to focus on active, qualified opportunities, and on moving the client through the sales funnel, turning them from a lead into a (hopefully long-term) customer. As organizations operate in different ways, the distinction between the varied roles, skills, and talents of BDRs, SDRs, and AEs can be confusing. We’re here to help you understand the differences, some subtle and some less so. [Sales ops to RevOps: Building a strategic revenue team | ROAAlysson Pehoski shares her experience shifting from sales ops to RevOps within her company and building a successful revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAlysson Pehoski![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--5-.png)](https://www.revenueoperationsalliance.com/sales-ops-to-revops-building-a-strategic-revenue-team/) ## **Inbound BDR / SDR role and skills** ### **Role** As we mentioned earlier, regardless of if your company calls them BDRs or inbound SDRs, someone has to take action on inbound leads. Gail describes this as the first step in your career progression, a role where “you're catching the fish as they're coming into the net”. At the heart of an inbound rep’s role is [lead qualification](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/). It’s about asking the right questions so that you can ensure that the lead coming in is the right fit to pass onto the AE. ### **Skills** Naturally, with the role being so heavily-based around qualification, an inbound rep will first and foremost need to develop solid lead qualification as they progress. You need to be able to go through all the initial qualification phases effectively, otherwise you risk passing bad leads further along and wasting an AE’s time. The skills here involve knowing what the right questions to ask are, and just as importantly, when to ask them. Additionally, as well as learning to qualify leads, you build foundational skills and knowledge. An inbound rep will learn to give product overviews and understand an ideal customer profile (ICP). However, as Gail explains, the role is limited. > *You learn your ICP and all of the qualification questions, and then you say ‘yes, Chloe, you sound like a great fit. I'm going to set you up with a call with Joe (who is an AE). Joe, he's going to walk you through the product’* While being an inbound rep has its challenges and a learning curve, usually the next step in the sales career ladder is to go outbound, which Gail thinks ‘is harder because you have to know where to target’. In comparison, an inbound lead has already had some form of contact with your organization, whether it was filling in a survey, downloading an eBook, or making a call to the sales team. [Revenue operations vs sales operations: What’s the difference? | ROAWhat are the differences between revenue operations vs sales operations? And which one is best for your business? Learn more in this deep dive.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) ## **Outbound BDR / SDR role and skills** ### **Role** An outbound rep’s role is different from an inbound rep’s in that rather than ‘catching the fish as they’re coming into the net’, they are tasked with searching for leads who aren’t necessarily aware of the product/service. Jonathan Tavella, Sales Enablement and Operations Analyst, EMEA at Wasabi Technologies, says: “Outbound reps are most effectively deployed in accounts where you don’t have existing relationships. That’s because creating conversations where there are none is the hardest and most time consuming part of the sales process, and requires a significant continued effort - which AEs are not always in the position to put in.” ### **Skills** An outbound rep is required to have all the lead qualification skills, ICP knowledge, and product overview knowledge that an inbound rep possesses, but with an additional ability to seek out potential leads based on criteria such as region, company size, or sector. According to Gail: “They have to *learn* to go outbound. So they have to learn to say ‘our target customer is companies with 500 and fewer employees within the educational tech sector within these countries. Okay, go!' “They're going out and they're calling people that have never heard of us and saying, ‘Hey, have you heard of us? This is what we can do for you’. Then they go through the same qualifying steps.” Like an inbound rep, those going outbound need strong product knowledge and an ability to qualify leads, but they carry the additional weight of dealing with objections and rejections from potential leads who have no interest in being reached out to. Tying all those skills together allows you to effectively identify leads with specific characteristics such as size, region, and industry. --- [How to forecast sales revenue for RevOps | ROASales forecasting is a critical part of any business strategy. But what does it involve, and how do you get started on forecasting as a RevOps pro?![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/photo-1527482937786-6608f6e14c15-2.webp)](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) --- Jonathan explains that “\[outbound reps\] need to open new doors. At a high level that requires a good understanding of the problem they solve, of who their product is and is not for, and the ability to explain the [value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) clearly and simply”. So while some organizations may define BDRs as exclusively inbound, and SDRs as exclusively outbound, and some may not, the key difference to remember when it comes to roles and skills is whether a particular rep is dealing with inbound or outbound leads. Gail says that being a BDR or an SDR, “whatever you call it, is the first step before you're an account executive. You learn how to take new leads, either coming in or going out, and then somebody else has to develop and close them. Then you learn the develop and close part \[later on\]”. ## **Account executive role and skills** ### **Role** While there may be some similarities between a BDR and SDR depending on the organization, an AE’s sales role is usually more clearly defined. Account executives (sometimes called sales executives) focus on active, qualified opportunities, and on moving the client through the sales funnel, turning them from a lead into a customer. Typically, an AE will have leads passed to them from BDRs or SDRs, and use the information gathered by the rep who qualified the lead to perform a more in-depth discovery call, conduct demos, run follow-ups and eventually work towards closing the sale. Gail built on her earlier example, saying: “Joe (the AE from earlier) is going to be able to catch either side; he can catch the ones a BDR or an SDR brings in, it doesn't matter.” > *\[The AE\] is catching those and saying ‘hey, I'm really glad to meet you, I see that you're interested in the product, it feels like we're a fit. Let me give you the demo’ and they take that all the way from demo to close.* ### **Skills** Although many AEs start out as BDRs/SDRs, as they work with *already* *qualified* leads, they require a more nuanced skill set. AEs work on [high-opportunity deals](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/), and focus on uncovering a lead’s needs. They’re always trying to find ways to maximize the value of deals. This means they need excellent active/deep listening skills and nurturing skills in order to really understand potential customers’ concerns and business needs. AEs require a higher level of product knowledge and an eye for hidden opportunities for up and cross-selling. They have to be able to recognize and take advantage of those opportunities if they appear during discovery. In essence, they should perform as product consultants, rather than just delivering sales pitches. --- [Scale your revenue engine with sales and marketing alignment in 2023Highspot explains how to scale your revenue engine in 2023 by aligning sales and marketing teams.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHighspot![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/samson-ZGjbiukp_-A-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) --- Jonathan says that while a BDR/SDR’s pitch is more high-level and based around generating interest, “AEs should be trained to run very good discovery calls and then to deliver effective pitches to match the pain points they uncover”. Simply put, AEs need to have the ability to undergo a deeper discovery process, especially compared to BDRs/SDRs. ## **Is there any overlap?** According to Jonathan, the BDR/SDR role can have some overlap, and not just because they share some of the same skills in presenting a value proposition and relationship-building. > There is some overlap in the sense that in many organizations AEs still need to build their own pipeline. They can’t *just* rely on their BDRs to find new opportunities for them. > *That means that an AE and a BDR could be prospecting on the same account at the same time. That requires a tight collaboration, and good AEs will often take the time to coach their BDR and to explain their account plan to them.* ## **The key differences summarized** | ROLE AND SKILLS | INBOUND REP | OUTBOUND REP | ACCOUNT EXEC | | ---------------------------------------------- | ----------- | ------------ | ------------ | | Works with warmer leads? | Yes | No | Yes | | Interacts with unaware prospects? | No | Yes | No | | Conducts top-of-the-funnel lead qualification? | Yes | Yes | No | | Has a good level of product knowledge? | Yes | Yes | Yes | | Conducts demos and deep discovery? | No | No | Yes | | Converts leads and closes deals? | No | No | Yes | If you're responsible for a team made up of BDRs, SDRs, and AEs, Jonathan has some advice: "An area that is oftentimes overlooked is how to lay a path forward for BDRs/SDRs to become AEs. The best companies have the whole process clearly laid out, so new BDRs/SDRs know what they need to do and what they need to show to become AEs. Many BDRs/SDRs want to become AEs and it is not very clear to them how to do so.” Hopefully, with this information you can now answer any questions you get about comparing BDR vs SDR, SDR vs BDR, or what AE in sales means! --- **Looking for more insights, or keen to share your own? Join our Slack community! 👇** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How effective data visualizations drive action URL: https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/ Last updated: 2025-08-04T16:20:20.000Z Attention all revenue operations professionals! Is your data not engaging your team or shareholders? Is it swamping your ability to deliver valuable insights? Look no further than **the power of effective data visualizations**. In today's fast-paced business world, where **data is king** and **RevOps is the future**, raw numbers alone won't cut it, this is where data visualization comes in. Not only can it transform your complex data sets into clear and concise visuals, but it can also tell a compelling story that drives action. In this article, we'll cover everything you need to know about data visualization, from why it's important to how to build effective visuals, and how to persuade your team and management to take action. Don't miss out on this opportunity for innovation and **to elevate your revenue operations game**. Read on and visualize your success today! Here’s how we’ll break it down: - [What is data visualization and why is it important?](https://www.revenueoperationsalliance.com/p/bcdd6232-d556-4b2a-ad7e-4775c1ccbca0/#what-is-data-visualization-and-why-is-it-important) - [How to build effective data visualizations](https://www.revenueoperationsalliance.com/p/bcdd6232-d556-4b2a-ad7e-4775c1ccbca0/#how-to-build-effective-data-visualizations) - [Telling compelling stories with visualizations](https://www.revenueoperationsalliance.com/p/bcdd6232-d556-4b2a-ad7e-4775c1ccbca0/#telling-compelling-stories-with-visualizations) - [Final thoughts‌‌](https://www.revenueoperationsalliance.com/p/bcdd6232-d556-4b2a-ad7e-4775c1ccbca0/#final-thoughts) ## **What is data visualization and why is it important?** ‌‌Simply, data visualization refers to the graphical representation of data and information. In revenue operations, data visualization is used to present complex data in a more intuitive and understandable format. This enables RevOps professionals to easily identify trends, patterns, and outliers that may be difficult to spot in raw data. Businesses that implement revenue operations see [19% faster growth and 15% more profits](https://www.forrester.com/blogs/how-to-align-revenue-engine/#:~:text=Our%20research%20on%20the%20economics,operational%20mindset%20called%20revenue%20operations.) than those that don’t, and **data is the fuel** for this, so harnessing it effectively is crucial. Compelling data visualization is key to helping RevOps professionals make better, objective, data-driven decisions. But if it isn’t presented clearly and visually, it **can be impossible to understand**, especially in the world of RevOps which deals with multiple teams and datasets at the same time. [Unlock your revenue potential with strategic Salesforce integrations | ROAJoe Aurilia Jr. discusses how to utilize Salesforce integrations to boost revenue growth at different organizational scale levels.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceJoe Aurilia Jr.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--4-.png)](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) Along the same lines, when dealing with a vast range of data sets and metrics across departments, data visualization can aid revenue operations by identifying patterns and trends, helping to guide the direction of growth tactics. > ***Seeing what is working well and what isn’t can also benefit future*** [***forecasting***](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/)***.*** When the data is clearly laid out and you have identified patterns, you can use this framework for analyzing previous years, building a bigger picture, and helping to focus on goals. Another hugely important use of data visualization in RevOps is its ability to make data accessible. Communication is an essential part of the RevOps function and so data should be able to clearly share insights and key information to all departments, shareholders, and directors. **With better communication, understanding, and alignment comes better results and growth.** [Flat data isn’t good enough: why you need to analyze changing data - Katerina Ostrovsky | ROASandy chats with Katerina Ostrovsky, Global Head of Revenue Operations at JellySmack, to discuss RevOps data and how to analyse it.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/ROA_RevOps_Unboxed_Podcast_Assets_-3.png)](https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/) ## **How to build effective data visualizations** So how can you actually build effective revenue operations data visualizations? Consider the following steps: 1. **Determine the purpose and audience**: Before creating any data visualization, it’s important to determine the purpose of the visualization and the intended audience. This will help guide decisions about which data to include, the type of visualization to use, and how to present the information. 2. **Choose the right type of visualization**: There are many types of data visualizations, including charts, graphs, infographics, and dashboards. Choose the type that works best with your industry and the type of data you’re presenting, making it easier for your audience to understand the information. 3. **Simplify the data**: Complex data can be difficult to interpret, so it’s important to simplify the data before creating a visualization. Remove any unnecessary data points, and use labels and annotations to highlight any key parts. 4. **Use appropriate colors and fonts**: Choose colors and fonts that are easy to read and that make the data clear. Avoid using too many different colors or fonts, as this can make the visualization confusing, and always aim to keep color themes professional. 5. **Test the visualization**: Before presenting the visualization to your team or your board of directors, test it to ensure that it accurately represents the data and that it effectively communicates the message or information you want to show.‌‌ If you can nail all of these steps, communicating complex key information in a way that is easy to understand, your data visualizations are on track to boost your revenue operations function and drive overall growth.‌‌ [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) ## **Telling compelling stories with visualizations** Data visualization bridges data analysis with compelling storytelling. We’ve looked at how it can help with analysis, and now let’s look at how it can boost your narrative message. Presenting your data in a way that tells a clear and engaging story is **crucial for persuading your audience to take action** and further highlight key points. Here are some tips: You should **start with a clear message**, before even creating a data visualization, you need to determine the key message behind the data you want to convey. > *By doing this you can guide your decisions for selecting the right data and the right way to present it to make it most effective.* Try to **use a narrative structure**, to make your data visualization more engaging, build a story, set the scene, present the data, and conclude by summarizing your key message. Make an attempt to include **visual cues**, like color or size for example that will draw your audience's attention to the parts you want them to see, or even **annotations**. 📖 Psst... Get [****Revenue Operations Metrics Certified**](https://certified.thealliance.io/course/revenue-operations-metrics-certified-masters) with our new Masters course. Highlight your most important data points strategically in this way, to engage and help your audience understand whilst trying not to overwhelm. **Providing context** is also important to help your audience understand the full picture of the data, you can do this by including benchmarks or historical data. This can then highlight the DNA of the data for your audience and show patterns of improvement or decline. Boost your storytelling with your data visualizations, and **use real-world examples** or case studies to illustrate the impact of the data on the business. Cementing all these steps with a final **call to action** will really encourage your audience, whether that’s your team, shareholders, or board of directors, to take action. This could range from anything to implementing a new strategy, increasing resources, or changing a process. Regardless, by using data visualizations in revenue operations to show data in a way that is easy to understand and by illustrating the potential impact of taking action, you can persuade your audience to make informed decisions that drive business success. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) ## **Final thoughts** Data lies at the heart of revenue operations and any business growth, so harnessing it effectively is hugely important to secure success. Therefore effective data visualization is a crucial tool for any revenue operations professional and by transforming datasets into actionable, clear, and concise visuals, trends, patterns, and outliers can be quickly identified. For a function so focused on alignment and streamlining, compelling data visualizations only act to boost RevOps, helping you to make better, objective, data-driven decisions. By following the steps outlined in this article, and even using the help of data visualization software like Tableau, you can build effective data visualizations that tell a clear and engaging story and persuade your audience to take action based on the valuable data insights. This stands only to secure better outcomes, drive business and optimize revenue growth. **RevOps success is yours for the taking!**‌‌ --- **So don't miss out on the opportunity for innovation and gain further insight today on our courses!** 👇 [Click here to become a C-Suite powerhouse](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/05/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass?ref=revenueoperationsalliance.com) --- *Want to learn more about this? Hear what *Hannah O’Meara, Senior Manager, Revenue Operations* at *Tripadvisor* had to tell us* [*here*](https://www.salesenablementcollective.com/revopsproblems-reporting-analyzing-and-presenting-data/)*.* --- ### Becoming a wartime RevOps leader and proving your ROI URL: https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/ Last updated: 2025-08-04T16:20:49.000Z Our inaugural **Revenue Operations Festival** was a smash hit, with an entire day of action-driven insights that left us with more takeaways than we could handle! That’s why we’re compiling some of the best, right here. 👇 In the current economic climate, one talk in particular caught our attention: “***Don’t cut RevOps… invest in it***”. Led by [Fullcast.io](http://fullcast.io/)’s **Founder and CEO** **Dharmesh Singh**, and **Head of Customer Success** **Tyler Simons**, the pair dove into this important topic - and we’ve pulled out two of the biggest takeaways for you. - [Being a wartime RevOps leader vs. a peacetime RevOps leader](https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/#being-a-wartime-revops-leader-vs-a-peacetime-revops-leader) - [Proving RevOps’ ROI to senior leadership](https://www.revenueoperationsalliance.com/becoming-a-wartime-revops-leader/#proving-revops%E2%80%99-roi-to-senior-leadership) If you missed the live presentation, we’ve got you covered. Check out these takeaways or grab our [OnDemand pass](https://festival23.revenueoperationsalliance.com/checkout/select-tickets/) and get the full replay of the entire festival. 💪 ## Being a wartime RevOps leader vs. a peacetime RevOps leader Tyler noted that in these turbulent economic times, RevOps is often one of, if not the first function to be cut. > *In reality, Revenue Operations can be a major player in helping organizations survive and thrive in this turbulence.* How you approach your leadership style as a RevOps leader can be the difference between being cut, and being seen as a difference-maker. Dharmesh describes taking on this **mentality** as being a wartime RevOps leader. --- **Dharmesh:** “As the company evolves and goes through different growth stages, you need different kinds of leaders. “When things are aplenty, and things are moving smoothly, and you don't have any rocking winds shaking the business, it's okay to keep the status quo. Just keep it going, keep trying to scale, as you have the luxury of time, and the luxury of resources. “There's an abundance of resources, which allows you to then think ‘hey, I'm gonna buy all these tools, I can take time to think through and do system integrations’ and stuff like that. > *“*But now, we are at war*.* “And that, by definition, means a resource constraint, which means whatever that worked - that playbook that you had in the past - may not work. “You have to start looking at the status quo and *challenging* that. “It's a mindset shift that needs to happen. In terms of the leadership style for RevOps leaders, they’re going to be more bottom line-driven.” --- What Tyler and Dharmesh describe is the **mindset shift** that needs to happen if you want to build a RevOps career while the economy isn’t all sunshine and roses. [Proving RevOps’ strategic worth | Q&A with Fullcast.io’s Dharmesh Singh | ROAWe caught up with Fullcast.io’s Dharmesh Singh to discuss what RevOps means to him, how RevOps leaders can foster relationships with their CEO, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/photo-1457694716743-eb419114c894-2.jpg)](https://www.revenueoperationsalliance.com/proving-revops-strategic-worth-q-a-with-fullcast-ios-dharmesh-singh/) ## Proving RevOps’ ROI to senior leadership While a mentality shift into a “wartime” RevOps leader is just the first step towards driving investment in RevOps, Tyler and Dharmesh discussed why proving RevOps’ return on investment is an important part of that process as well. They explained the questions you need to ask yourself, the buckets you need to think about, and looked at how putting yourself in a CFO or CRO’s shoes can help you understand how to move RevOps from being seen as a cost center. --- **Dharmesh:** “Put yourself in the shoes of the CFO and the CRO, what do they care about? “The first is the cost of sales - that's what the CFO cares about, what the CRO cares about, and what everybody else cares about - what is the **overall cost of sales**? “As a responsible wartime RevOps leader, can you evaluate the current cost of sales as a percentage of revenue *and* how has it changed over time? > *"That's what the CFO or CRO will care about.* “They want to know the *effective* capacity we have - not our total of 10 AEs, 100 AEs, or 1000 AEs. It's about what the **effective number** is. [Why is revenue operations important?Why is revenue operations so important to your business, and, what are some common issues revops practitioners face when building their function? Join Crissy, Nick and Rosalyn to hear their thoughts and insights.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/absolutvision-82TpEld0_e4-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/why-is-revops-important/) “Who's fully ramped? Where are they today? Then we can think about impacting quota. “What is their average productivity and tenure? Then we can then look at what needs to be done to reduce ramp time, or increase that tenure. “Then you need to know what your **current territory optimization model** is like. Are territories too big, too small? Both those things bring issues so you have to be really thoughtful. “What is your current revenue per territory, and has it changed? You need to look at all of this because that will give you an indication of whether you need to create more territories, or have a vertical approach. And again, that’s what the CRO and the CFO are looking for.” --- As described by Dharmesh, a wartime RevOps leader who **challenges the status quo by being data-driven** in this manner, and appeals to what *actually* matters to senior leadership, stands a much better chance at proving RevOps’ ROI. ## Wrapping up It’s not easy to be a RevOps leader during a time of economic uncertainty, but with a focus on shifting your mindset as a leader towards challenging the status quo and proving your ROI based on what the C-suite *actually* cares about, you’re much more likely to find success. But there was a whole lot more RevOps goodness in this talk and the rest of the Revenue Operations Festival’s lineup - you can catch the entire event OnDemand with our [pass](https://festival23.revenueoperationsalliance.com/checkout/select-tickets/) and supercharge your RevOps knowledge. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ### Revenue operations meetups URL: https://www.revenueoperationsalliance.com/roa-meetup/ Last updated: 2025-04-03T11:21:04.000Z Tired of zoom calls and online meetups? At Revenue Operations Alliance, community is key so we wanted to supply you with some other options for growing and expanding your network of like-minded revenue operations pros. This is where in-person meetups come in! **Never miss out on meetups in your area by joining our Circle page. 👇** ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/My-project--46-.jpg) ### **Why host a meetup?** The goal of our meetups is to connect our community members outside of our Slack space. Meetups allow members (that’s you) to network, collaborate, and have a pulse on their local network. We welcome professionals at all stages of their career. #### How do they work? - Search for and join your location channel by browsing channels - If you’re interested in hosting a meetup in that chapter, contact your Community Manager by sending them a Slack message. - Don’t know their name? Look at the messages you received when you first joined. #### How are they set up? You and your Community Manager will have a chat about the meetup and once approved, they'll need some information from you as a meetup lead. #### ****How do I become a meetup lead?** - Send your Community Manager a date and time that works for you, and your email address. - Let your Community Manager know your venue of choice in your city. - Your Community Manager will be in charge of the promotional side of the meetup. - Your Community Manager will include your name and email as a point of contact for the day on the registration page. - You will be tagged on LinkedIn promotional posts and be asked to share it with your network as well. - You will be given the final RSVP numbers the day before, as well as names. #### What does meetup day look like? 1. Your Community Manager will wish you a “Happy meetup day!” and let you know the final numbers. 2. A reminder to take a photo at the venue to share on socials, tagging your community LinkedIn page. Interested in hosting a meetup but don’t see a location channel for your area? Let your Community Manager know. #### ****What happens after the event?** We’d love to keep the party going! Based on the initial in-person meetup, if there is enough interest, we’d like to support you in continuing regular meetups in your chapter. Hosting responsibilities don’t have to lie with one person. Feel free to ****nominate the next host.** ## **How to host a great meetup.** **📍 Choosing a location:** - Usually, bars and restaurants are best. - Bookings are sometimes required, so it’s a good idea to call the venue and check that there aren’t any events happening there that day. - Final attendees are usually about 40-50% of the final RSVP list. **⏰ Before the event:** - Tues-Thurs generally work best near the end of the month. - Usually 6-8pm in your timezone is best for everyone. - To make sure we can reach everyone who might want to come, we need about 3 weeks notice. - Picking a date/time/venue yourself is a lot easier than asking the community. **🙌 During the event:** - As the lead, please arrive at the venue about 10 minutes before everyone else. - It’s a good idea to post a photo of where you’re sitting in the venue to your location channel so that others can easily find you. - Take a photo of everyone there and post it on your LinkedIn and your location channel - we love to see everyone together! ### FAQs. #### Do you provide a budget? For a first time meetup in an area, we usually don’t provide a budget until we can understand the traction in that area. If there is a lot of interest, it’s something we can definitely get behind! #### Do you have any community swag? That is in the works, watch this space for more information coming soon! #### Is my title a meetup lead? That is an informal title we use within the community, but if there is a lot of interest in your area or this is something you want to continue, we’d love to appoint you as a ****Chapter Lead** in our ambassador program. Talk to your Community Manager to find out more! #### What if something happens and I can’t make the meetup?‌‌ Please let your Community Manager know as soon as possible, so that they can let the attendees know and can nominate someone else to lead. ### Flat data isn't good enough: why you need to analyze changing data - Katerina Ostrovsky URL: https://www.revenueoperationsalliance.com/flat-data-isnt-good-enough-why-you-need-to-analyze-changing-data/ Last updated: 2024-04-26T08:42:27.000Z Another day, another episode of RevOps Unboxed - a podcast collaboration between the charismatic and experienced Sandy Robinson and Revenue Operations Alliance! In this episode, Sandy chatted to Katerina Ostrovsky, Global Head of Revenue Operations at JellySmack, to dive into RevOps data, how analyzing changing data is the key to success, and much more. [Listen to the full episode and more! ](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/) ## **About our guest, Katerina Ostrovsky** Katerina is a strategic thinking revenue operations leader with a keen understanding of business practices, GTM execution, scaling sales organizations, finance and revenue recognition principles that drive repeatable, recurring growth. She has been in sales and revenue operations roles since 2001, and has a wealth of experience in the field. You can find Katerina on LinkedIn [here](https://www.linkedin.com/in/ostrovskykaterina/). ## **About our host, Sandy Robinson** Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, I've seen how revenue operations can make or break a company, and I'm excited to share my knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/). **Listen to RevOps Unboxed on** [**Apple Podcasts**](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622)**,** [**Spotify**](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e)**,** [**Google Podcasts**](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M)**, or right here on** [**ROA's website**](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/)**.** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ### Mistakes & management: approaching your first senior RevOps role - Manas Kulkarni URL: https://www.revenueoperationsalliance.com/mistakes-management-approaching-your-first-senior-revops-role-manas-kulkarni/ Last updated: 2023-10-27T13:51:55.000Z RevOps Unboxed, a podcast collaboration between the charismatic and experienced Sandy Robinson and Revenue Operations Alliance has landed! In this very first episode, Sandy chatted to Manas Kulkarni, Director of Revenue Operations at Spring Health, to dive into his career path and how he approached his first senior RevOps role and much more. [Listen to the full episode and more! ](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/) ## About our guest, Manas Kulkarni Manas is Director of Revenue Operations at Spring Health, and has been in the RevOps space since 2018\. Manas loves “a-ha” moments because they help us understand *what we should do next*. And that’s what he loves about RevOps. He spends his day using data, process improvement, and technology to help the business understand “what we should do next.” You can find Manas on LinkedIn [here](https://www.linkedin.com/in/manaskulkarni/). ## About our host, Sandy Robinson Sandy is SVP of Revenue Operations at Patra Corporation, a revenue operations enthusiast with over 20 years of experience in sales, marketing, revenue, operations and revenue enablement. Throughout her career, I've seen how revenue operations can make or break a company, and I'm excited to share my knowledge and insights with you. In each episode, she'll be talking with a revenue operations practitioner who will share their unique perspective on how they've transformed their revenue operations. She'll dive deep into their processes, challenges and success stories to give you an inside look into the world of revenue operations. You can follow Sandy on LinkedIn [here](https://www.linkedin.com/in/sandyrobinson/). **Listen to RevOps Unboxed on [Apple Podcasts](https://podcasts.apple.com/gb/podcast/revops-unboxed/id1683513622), [Spotify](https://open.spotify.com/show/0k1ALijhAqIhyoB8Nxw6iR?si=9bd0c7e436f1457e), [Google Podcasts](https://podcasts.google.com/feed/aHR0cHM6Ly9mYXN0Lndpc3RpYS5jb20vY2hhbm5lbHMvYjYyY3V1Z2ZnYy9yc3M), or right here on [ROA's website](https://www.revenueoperationsalliance.com/revops-unboxed-podcast/).** --- [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/join-the-community) --- ### The benefits of incorporating ChatGPT in your RevOps stack URL: https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/ Last updated: 2024-04-26T08:39:11.000Z [ChatGPT](https://openai.com/blog/chatgpt), it’s the talk of the town. Reaching over [100 million users](https://www.reuters.com/technology/chatgpt-sets-record-fastest-growing-user-base-analyst-note-2023-02-01/) in its first two months, it’s no wonder why the copy-generating AI software is a hot topic. But, if you’ve engaged in the conversation, you’ll know that many individuals are concerned about the effects of ChatGPT on their livelihood. However, it’s worth examining what ChatGPT and AI software *can* do for you. How will ChatGPT benefit you? How will it make your day easier? So - I put it to the test and [asked ChatGPT](https://openai.com/blog/chatgpt) that question for RevOps: **“How can ChatGPT aid me in my capacity as a revenue operations professional?”** ChatGPT then provided me with a list of ways it could help someone in the RevOps profession; this included: - [Data analysis](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/#data-analysis) - [Lead and opportunity management](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/#lead-and-opportunity-management) - [Customer data management](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/#customer-data-management) - [Process automation](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/#process-automation) - [Sales forecasting](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/#sales-forecasting) - Email generation In this article, we’ll dive into each way ChatGPT listed and explore: **can it be a legitimate part of your RevOps tech stack?** Let’s find out how ChatGPT can actually help you as RevOps pro 👇 --- ## **Data analysis.** Data analysis is a key element of your role as a RevOps professional. Using data analysis to gain insights into how their organization is performing is key, and RevOps pros will use their data analyses to identify areas for improvement in their business. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) **How can ChatGPT make data analysis easier for someone in revenue operations?** I put this question to ChatGPT, and it gave me several ways in which it would aid someone in RevOps to perform data analysis. ### Natural language processing ChatGPT can analyze data using natural language processing, allowing RevOps professionals to ask questions more intuitively. This reduces the time and effort required to generate insights from data. When asked, ChatGPT gave me an example of this in action, and it told me: **ChatGPT:* “They could ask a question like, “What was the conversion rate for our latest email campaign?” rather than having to manually sift through data and generate a report. ChatGPT could use natural language processing to understand the question and analyze the data, quickly providing the conversion rate without the user having to spend time on manual analysis.”* ### Customizable Dashboards ChatGPT can create customizable dashboards that display the most important metrics and KPIS for RevOps professionals. This allows you to quickly access the information they need to make informed decisions. ### Data integration ChatGPT can integrate with multiple data sources, such as Salesforce, Hubspot and Google to allow a RevOps professional to analyze data from a variety of sources in one place. This reduces the need for manual data entry and increases the accuracy of the analysis. ### Automated insights ChatGPT can automatically generate insights and recommendations based on data analysis. **ChatGPT:** *“A RevOps professional could ask ChatGPT, “What are the factors contributing to the decrease in sales performance?”. ChatGPT could analyze data from various sources and identify patterns and trends, such as a decrease in website traffic or a drop in lead quality, that are contributing to the decline in sales performance. ChatGPT could then provide actionable insights and recommendations to help the RevOps professional improve sales performance.”* [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ### Predictive analytics ChatGPT can use machine learning algorithms to perform predictive analytics, allowing RevOps professionals to anticipate future trends and plan accordingly. This helps stay ahead of the curve and take proactive measures to drive growth and success. ### **ChatGPT versus Salesforce, Hubspot etc?** When I was reading the responses from ChatGPT on this, I wondered, “is there any point in implementing this if I can get similar data from other systems?” Here's what ChatGPT had to say about this: **ChatGPT**: *“ChatGPT differs from Salesforce, Hubspot, and other business intelligence (BI) tools in several ways. ChatGPT uses natural language processing to allow RevOps professionals to ask questions in plain language and get insights intuitively. ChatGPT can analyze data from multiple sources. Additionally ChatGPT can perform predictive analytics using machine learning algorithms and generate insights automatically, saving time for RevOps professionals. Overall, ChatGPT offers a more comprehensive and efficient approach to data analysis than traditional BI tools.”* It’s not wrong; ChatGPT has capabilities that many other systems don’t have yet. In particular, its ability for predictive analytics is impressive and would be useful. But, I can’t help and think that its implementation might not be worth it just for natural processing, especially when other tools have clear dashboards that will tell you information easily. ## **Lead and opportunity management** Leads, leads, and more leads. When you work in RevOps, lead generation and management is a key element of maintaining the revenue process. By generating high-quality leads and managing them effectively you can effectively maximize revenue growth. [Lead generation](https://www.revenuemarketingalliance.com/ai-the-next-big-step-for-b2b-lead-generation/) involves identifying potential customers and nurturing them through the sales funnel to convert them into paying customers. **How can ChatGPT help a RevOps professional with lead and opportunity management?** ### Lead generation strategies **ChatGPT:* “ChatGPT can assist RevOps professionals in identifying the best lead generation strategies for their business.”* ChatGPT can analyze customer data, market trends and competitor information to provide insights on the most effective ways to reach potential customers. **Here’s some ways you can ask ChatGPT to support your strategy:** “Can you provide me with insights on the latest trends in lead generation strategies?” “What are the most effective lead generation tactics for B2B businesses?” “What are some ways to improve lead conversion rates?” “Can you suggest some lead generation tools that can help me streamline my efforts?” ### [Lead scoring ](https://www.salesenablementcollective.com/what-is-lead-scoring-and-can-it-help-your-sales-reps-succeed/) **ChatGPT** *“can also help with lead scoring, which is the process of ranking leads based on their likelihood of converting into customers.”* ChatGPT uses machine learning algorithms to analyze customer data and behavior to identify the *most* promising leads for your business. **Here are some prompts to help you get started with using ChatGPT for your lead scoring:** “What are the best practices for lead scoring in B2B sales?” “What data points should I consider when building a lead scoring model?” ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/bulls-eye-g9262194d5_1920--1-.jpg) ### Lead nurturing **CHATGPT:* “ChatGPT can assist RevOps professionals in developing lead nurturing strategies that help move leads through the sales funnel.* *ChatGPT can suggest personalized content, messaging and follow-up activities that help keep leads engaged and interested in the business.”* I asked: **“Briefly, what type of content can I use to keep my leads engaged and interested in my business?”** Here’s a concise answer from ChatGPT: *“Types of personalized content that can keep leads engaged include blog posts, ebooks, case studies, webinars, and product demos. Personalized, valuable, and relevant content such as interactive content, video content, personalized content, and educational content are generally effective at keeping leads engaged.”* [Leveraging ChatGPT for comparative analysis of GTM software solutionsDiscover how to use ChatGPT to streamline your revenue operations tech buying journey. Including the prompts we used to help our decision-making process.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAndréa Faria![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/04/Meta-image--56-.png)](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/) ### CRM Management: **CHATGPT*: “ChatGPT can help RevOps professionals manage their* [*CRM system*](https://www.customersuccesscollective.com/the-unique-challenges-of-customer-success-in-the-crm-space/) *more effectively. It can provide insights on how to organize customer data, automate tasks, and track customer interactions to optimize the sales process.”* **Some prompts you could ask:** “What metrics should I track in my CRM system?” “How can I improve data quality in my CRM system?” “How can I automate tasks in my CRM system?” “What are some best practices for managing a CRM system?” There are lots of user-specific questions you could also ask; however, these would be a great way to optimize your current system and get some insightful tips. ### Customer segmentation **CHATGPT:* “ChatGPT can assist in segmenting customers based on various factors such as demographics, behavior and interests. This segmentation can help create targeted marketing campaigns and personalized messaging to improve the effectiveness of lead generation efforts.”* Some general **questions to ask ChatGPT** for insights in your business: “What data should I consider when segmenting my customer?” “What tools can I use to segment my customers?” [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) ## **Customer data management** Managing customer data involves collecting, organizing and analyzing data on your customers to understand their needs, preferences, and behavior. This information helps you create targeted marketing campaigns, personalized messaging, and improve the overall customer experience. **How can ChatGPT help you manage customer data?** ### Data cleaning and standardization **ChatGPT*: “ChatGPT can help you clean your customer data to ensure accuracy and consistency across all records.”* This can involve identifying and merging duplicate records, correcting spelling and formatting errors, and validating data fields. **How does it do this?** The quickest way to implement this is to provide the data you want standardized, ChatGPT will then analyze the data and then automatically clean it, without requiring manual intervention. 💡OpenAI stores any data you provide, solely using it to improve the machine learning of ChatGPT. You might want to be careful with what data you provide, especially business data. If you want to know more about OpenAI’s privacy policy, click here. If you don’t want to provide company data, you can ask ChatGPT for general guidance on data cleaning. For example, you could describe your issue to ChatGPT and ask for some recommendations. ### Segmentation and targeting ***CHATGPT:*** “ChatGPT can assist you in segmenting your customer data to identify high-value customers, prospects, and other groups that require special attention. This can help optimize your sales and marketing efforts and drive revenue growth.” ![Data dashboard with multiple bar and line graphs](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/luke-chesser-JKUTrJ4vK00-unsplash--1-.jpg) ### Data analysis and reporting ChatGPT can help you analyze and report on your customer data to identify trends, opportunities, and areas for improvement. ***CHATGPT***: “This can involve creating custom reports and dashboards, as well as leveraging data visualization tools to make complex data more accessible and actionable.” Some **questions to get ChatGPT to help with your data analysis:** “What are the key trends in my customer data over the past 6 months?” “What are the most profitable customer segments?” “Can you help me create a custom report or dashboard for my team?” ### Data security and compliance ChatGPT can assist you in ensuring that your customer data is secure and compliant with applicable regulations, such as GDPR and CCPA by providing guidance on best practices for data protection and compliance. It can identify potential data privacy and security risks in your customer data, and suggest measures to mitigate these risks, such as implementing encryption, access controls and regular security audits. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ## **Process automation** Process automation covers most of the topics we’ve already touched on. There is an element of [automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) in each section, so we didn’t think it necessary to go into too much detail on this. RevOps professionals are responsible for optimizing the revenue operations process, which involves managing various tasks and workflows to drive revenue growth. One of the most effective ways to streamline these tasks is through process automation. Process automation involves automating repetitive and manual tasks using technology to reduce errors, improve efficiency, and save time. Automating processes can help RevOps professionals optimize their workflows and reduce the time spent on repetitive tasks, allowing them to focus on more high-value tasks such as strategic planning and analysis. ChatGPT can help RevOps professionals automate processes more efficiently by: - **Identifying tasks** that can be automated based on their repetitive and manual nature - **Providing insights** on how to integrate different software applications to create a seamless workflow. - **Developing custom workflows** and automation scripts based on specific business needs. - **Providing recommendations** on the best tools and software to use for automation. Each section we’ve covered already involves process automation - so we might as well move on to the next section. [Unlock the power of RevOps automation | ROALooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--7-.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ## **Sales forecasting** Sales forecasting is a critical aspect of the RevOps process, as it helps businesses make informed decisions on future revenue growth, resource allocation, and strategic planning. **How can ChatGPT help you with sales forecasting?** ### Customized forecasting models ***CHATGPT:*** “ChatGPT can develop customized forecasting models based on specific business needs, taking into account factors such as seasonality, product lifecycle, and market trends.” **What is a sales forecasting model?** A sales forecasting model is a tool that uses historical data and other factors. The model aims to provide a quantitative estimate of future sales revenue, which businesses can use to make informed decisions on resource allocation, strategic planning, and other aspects of their operations. [Sales Enablement Forecast 2022 - download the report!In the Sales Enablement Forecast report, you’ll find all the information you need to make sure your decisions are well-informed and that you’re up-to-date with the latest industry trends.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/2021/12/Screenshot-2021-12-08-at-15.44.57.png)](https://www.salesenablementcollective.com/sales-enablement-forecast-2022/) **What are some questions you could ask ChatGPT to help you start the process of creating a sales forecasting model?** “What factors should I consider when developing a sales forecasting model for my business? “What data sources should I use to develop an accurate sales forecasting model?” “How can I use forecasting models to optimize resource allocation and improve revenue growth?” “What tools and software could I use to develop and implement a sales forecasting model?” “How can I adjust my forecasting model to account for changes in the market or customer behavior?” ### Collaboration Collaboration is a key element of RevOps - but how could an AI model help you improve your collaboration between different departments? ***CHATGPT:*** “By providing insights and recommendations on how to optimize sales strategies and improve revenue growth.” By promoting a data-driven approach, ChatGPT can encourage all departments to rely on the same data and analytics to make predictions. It can also promote collaboration tools and software that facilitates communication between teams. For example, project management tools that can help teams coordinate their activities and track progress, whilst implementing communication tools such as chatbots can improve communication between different departments. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/11/isaac-smith-AT77Q0Njnt0-unsplash--1-.jpg) ### Real-time insights ChatGPT can be programmed to automatically update reports in real-time as new data becomes available, ensuring the user always has the most up-to-date information, meaning you get the future insights you want, when you want them. **What do you have to do to get real-time insights?** **CHATGPT*: “ChatGPT can be trained on large datasets and then further fine-tuned and updated in real-time as new data becomes available. For example, if a RevOps professional wanted to generate a report on the latest sales figures, ChatGPT can be programmed to query real-time data sources such as a CRM or sales database, and then use the updated data to generate the report.”* **How difficult is it to get real-time insights?** *“To get ChatGPT to provide live updates on data entry reports, you would need to have advanced programming skills and experience with machine learning, natural language processing, and real-time data processing.”* This might be a problem for you, especially whilst this form of AI is in its infancy. Sourcing a person to implement this might be challenging and supporting the new tools and technologies needed to implement real-time insights, might directly impact the complexity of your role as a RevOps professional. It’s definitely important to keep the complexity of implementation in mind when considering putting ChatGPT in place, especially when it comes to Chatbot implementation or including real-time updates. ChatGPT can also help with **other aspects of forecasting**; however, we touched on them in other sections: - Data analysis - Predictive analysis ## **Final Thoughts:** There are many ways in which ChatGPT can make your life easier as a RevOps professional. From RevOps specific benefits such as lead generation and data insights, you can also use ChatGPT in a much more “regular” way - support [writing your emails](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/#using-chatgpt-for-sales-emails), reports, or a request for a big raise 😉. There are loads of options for RevOps and ChatGPT and it’s definitely worth exploring what might be beneficial for you or your company. However, some of the ways ChatGPT believes it can help might be a little bit of a stretch (or be quite complex). It’s really important to remember that ChatGPT might be revolutionary post-implementation, but managing the[ tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) needed to create a chatbot or real-time updates, might ***add to your load*** as a RevOps professional. It’s important to remember that you can customize ChatGPT to do the parts you want it to. Why don’t you try it and [**see what ChatGPT can do for your RevOps process?**](https://openai.com/blog/chatgpt) One thing’s for certain: ChatGPT can definitely help you in ways you probably didn’t realize. --- **Can’t get enough of ChatGPT?** [Using ChatGPT for sales - and why you need it in your sales enablement toolkit | SECWondering how to use ChatGPT for sales? This article, featuring SEC Ambassador Thomas Cheriyan, is your one-stop shop.![](https://www.salesenablementcollective.com/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://www.salesenablementcollective.com/content/images/2023/03/photo-1678957949479-b1e876bee3f1-2.jpeg)](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/#using-chatgpt-for-sales-emails) **Check out a few other articles from us:** [How to build a winning revenue operations tech stackUntangling the web of tools can be challenging for RevOps professionals. Dive into the seven steps to building an excellent revenue tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2024/01/Meta-image--35-.png)](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) [What is revenue leakage and how do you prevent it?What is revenue leakage? And why is it something you should be trying to avoid? We run through everything you need to know about revenue leakage and how you can prevent it from draining your profits in the future.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/tap-g70b6fda33_1920--1---1-.jpg)](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/) ### How to use revenue operations metrics to drive business growth URL: https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/ Last updated: 2025-08-04T16:22:04.000Z In today’s constantly changing business landscape, revenue is the lifeblood that keeps all companies functioning. To truly thrive, however, businesses must optimize revenue growth and understand how to improve performance. **This is where revenue operations metrics come into play.** This article will focus on everything RevOps metrics, exploring their importance and how businesses and RevOps professionals can use them to drive growth and success. We’ll take a look at: 👇 - [Why are metrics essential to revenue operations?](https://www.revenueoperationsalliance.com/p/86218323-5cb8-4277-8f22-29d352862c17/#why-are-metrics-essential-to-revenue-operations) - [How do RevOps professionals use metrics and how can they help your team?](https://www.revenueoperationsalliance.com/p/86218323-5cb8-4277-8f22-29d352862c17/#how-do-revops-professionals-use-metrics-and-how-can-they-help-your-team) - [The most important metrics for RevOps](https://www.revenueoperationsalliance.com/p/86218323-5cb8-4277-8f22-29d352862c17/#the-most-important-metrics-for-revops) - [Final thoughts](https://www.revenueoperationsalliance.com/p/86218323-5cb8-4277-8f22-29d352862c17/#final-thoughts) ## **Why are metrics essential to revenue operations?** First of all, what are RevOps metrics? Revenue Operations metrics are the **measurements used to evaluate successful growth** and the effectiveness of revenue operations strategies. As [RevOps work across departments to gather data and streamline](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) revenue-growth strategies, measuring just revenue isn’t enough, you have to look further! --- [The ultimate guide to revenue operations metrics and KPIs | ROAFrom ARR to customer churn, conversion rate to ROI, this is your ultimate guide to RevOps metrics and KPIs. Learn more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--11-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) --- Taking into account the metrics that apply to each different team creates a fuller picture of how the business is operating. Then, by using these metrics to track and analyze performance, businesses can gain important insights and **identify growth opportunities**, staying ahead of the competition. > 'Understanding how different changes across departments impact revenue is crucial to measuring actual growth, as it can show exactly what works and what doesn't' ## **How do RevOps professionals use metrics and how can they help your team?** In a [panel discussion held by our sister community](https://www.revenueoperationsalliance.com/why-is-revops-important/), [Sales Enablement Collective](https://www.salesenablementcollective.com/), Rosalyn Santa Elena (Vice President, Global Revenue Operations, Neo4j) told us that: *‘When it comes to data, RevOps really helps to ensure that it’s accurate, comprehensive, and available to the right people at the right time … that's how we *build that successful, repeatable revenue engine* that we all want.’* RevOps professionals, using these metrics and data, can build actionable strategies that keep the **revenue engine** driving ahead. [Why is revenue operations important?Why is revenue operations so important to your business, and, what are some common issues revops practitioners face when building their function? Join Crissy, Nick and Rosalyn to hear their thoughts and insights.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceCrissy Saunders![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/absolutvision-82TpEld0_e4-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/why-is-revops-important/) Monitoring Revenue Operations metrics, these professionals can identify any areas for improvement, track where the RevOps process has been successful and ultimately **make decisions for how to reach business goals**. Understanding how different changes across departments impact revenue is crucial to measuring actual growth, as it can show exactly what works and what doesn't. ## **The most important metrics for RevOps:** Let’s look at the most important metrics your RevOps team should be tracking 👇 ### **Sales forecasting** A metric that often gets missed off of ‘key metrics’ lists, [sales forecasting](https://www.revenueoperationsalliance.com/becoming-a-data-driven-revenue-machine/) is estimating future revenue over a certain period. The RevOps framework integrates the sales forecasting data shared by the sales team, monitoring these metrics to **identify any inaccuracies and communicating effectively**, using the numerical data to deliver a confident forecast. By optimizing the work of the RevOps team, you can help grow business and focus on driving revenue. ### **Customer Acquisition Cost (CAC)** Customer acquisition cost or CAC is the total cost spent on acquiring a new customer. As a business, you’re always looking for new ways to attain customers, running various sales and marketing strategies to attract the right customers from your target audience. These costs are a necessary part of business and revenue growth, but a high CAC will cut into profits too much. Looking at customer acquisition costs as a metric, will ensure that the RevOps team work with the marketing team to develop a strategy to **align marketing and sales, more efficiently identifying the target audience.** Using this metric and RevOps alignment will also help companies to **make better spending decisions**, understanding which marketing tactics are keeping customers coming back and which are turning them towards competitors. ### **Customer Lifetime Value (CLTV)** Customer lifetime value or CLTV is a metric that calculates the total value a customer is expected to bring to the company throughout their relationship with you. By understanding CLTV, businesses can identify where there may be opportunities to drive revenue growth, expanding the value of existing customers. Ultimately, **retaining customers is more time and cost-effective** than earning new ones, CLTV can also highlight areas for improvement in customer relationships. This metric data provides the opportunity to increase customer loyalty and encourage future customer advocacy, which in turn, further generates revenue. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### **Sales pipeline velocity** Sales pipeline velocity refers to the **rate at which opportunities and leads move through the sales process of a company, from initial contact to closing the deal.** By comparing the total value of the closed deals, to the time it took to close the deals, you can calculate the velocity of your sales pipeline. **A faster sales pipeline velocity indicates that your company is winning leads and closing deals more quickly**, showing your sales process to be efficiently structured. Since your sales cycle is now shorter, you have increased the opportunities for acquiring new leads due to the **accelerated turnover**. In the same way, if the rate of moving leads is slow, it highlights issues in your company’s sales pipeline. This is where RevOps metrics step in. By streamlining data from all departments, RevOps has a birds-eye view of the sales process and can identify more quickly the cause of the underlying problem. Using RevOps metrics to calculate sales pipeline velocity means you can **better understand the rate of your sales process** and direct focus to the driving of revenue growth. ### **Customer churn rate** [Customer churn rate](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/) quite simply refers to the **rate at which customers are leaving the company.** This metric tracks the percentage of customers who have discontinued using your product or service within a specific period. No company wants to think about losing its customers, but it’s **crucial to measure the rate at which these customers are leaving** as the higher the churn rate, the less profitable you become. [33% of Americans say they’ll consider switching](https://www.getfeedback.com/resources/cx/40-stats-churn-customer-satisfaction/) companies after just a single instance of bad service and this can be easily avoided by adopting a RevOps approach. Analyzing customer churn rate sees measures taken quickly and proactively, to calculate this you can use the formula: **(Lost customers ÷ Total customers at the start of the time period) x 100\.** This strategy prioritizes customer retention, focusing on customer service and success and addressing any questions promptly at all stages of the customer journey. Arguably more important than customer acquisition, customer retention increases profitability, decreases churn rate, and drives revenue growth. [RevOps metrics: Insights from the experts \[podcast highlights\] | ROALearn from three RevOps experts by diving into the best revenue operations metrics insights from season one of our podcast, RevOps Unboxed.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/Meta-image--14-.png)](https://www.revenueoperationsalliance.com/revops-metrics-insights-from-the-experts/) ### **Conversion rate** Now for the final key RevOps metric, conversion rate. This measurement is the **percentage of leads that become paying customers.** The higher the conversion rate of your company, the more effective your marketing and sales tactics are shown to be, but a low conversion rate shows that something is going wrong. A low conversion rate can signal several things, unsuccessful marketing strategies or targeting the wrong audience to name a few. Whatever the reason, RevOps can identify it, helping to reconnect the sales and marketing teams and establish goals and strategies to increase the conversion rate and quality of leads. ## **Final thoughts** Revenue Operations **metrics are crucial to driving business growth** and success because they provide key insights into a company’s revenue-generating as a whole. Analyzing the metrics discussed here can help your company identify areas for growth, understand the effectiveness of various strategies, and pinpoint problem areas quickly. There’s a lot of information in the article you’ve just read, so how about we **take a note from RevOps and streamline the key points** even further. You can break the most important RevOps metrics into 4 key ideas: **value, volume, velocity, and conversion rates**. A change in any of these = a change to revenue. Using these measurements and monitoring revenue operations metrics will prove essential, optimizing and maximizing revenue and staying ahead of the competition. --- Prove the ROI of your revenue operations efforts with our RevOps Metrics Playbook. **Get your copy!** 👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/09/ROA_Metrics_Playbook_2023_CTA_Evergreen_.png)](https://www.revenueoperationsalliance.com/revops-metrics-playbook/) ### Master leadership and become a C-suite powerhouse URL: https://www.revenueoperationsalliance.com/master-leadership-and-become-a-c-suite-powerhouse/ Last updated: 2023-10-27T13:57:37.000Z **Leadership is the cornerstone of success in the C-suite. Are you ready to take your executive skills to the next level?** ****First cohort: August 28 - December 16, 2023** [Enroll today!](https://certified.thealliance.io/course/c-suite-masterclass) ## What is the C-suite masterclass? Are you a Director or VP level professional looking to transition into a C-suite leadership role? Or, are you a newly appointed C-suiter keen to explore how to thrive in your role? **We've got just the thing for you.** With the help of leading experts from Trustpilot, Samsung, Contento, and more, and access to our Alliance frameworks and case studies, this comprehensive masterclass will give you the strategies, insights, and skills you need to thrive in the upper echelons of business. From **developing your leadership abilities** to **understanding the unique challenges** faced by C-level executives, you'll gain the knowledge you need to drive results, inspire teams, and achieve your career aspirations. > *Over the course of *four* months, you’ll interact in extensive tutorial sessions to understand and evaluate others’ views within the C-suite.* You’ll also attend live sessions with leading CEOs, CMOs, and other C-suite execs who’ve achieved significant milestones in their industry. **Enroll now and join the ranks of the world's most successful business leaders.** [Enroll today!](https://certified.thealliance.io/course/c-suite-masterclass) ## The sky's the limit Sign up for this C-suite Masterclass, and… - **🎯 Enhance your leadership skills** Obtain practical tools and techniques for honing your leadership abilities and becoming a more effective leader. - **💪 Prepare for the C-suite** Understand the unique challenges faced by C-level executives, including - and not limited to - decision-making, prioritization, problem-solving, and strategy. Learn best practices that’ll help prepare you for success in the C-suite. - **🔝 Advance in your career** Equip yourself with the knowledge and skills to craft your leadership journey and reach new heights with additional mentoring sessions from an executive business coach. --- [![](https://www.salesenablementcollective.com/content/images/2023/04/C-Suite_Masterclass_Email_Banner_.png)](https://certified.thealliance.io/course/c-suite-masterclass) --- - **⏱️ Stay current** Keep up-to-date with the latest trends and best practices in leadership to stay ahead in the business world. - **👥 Network with peers** Gain opportunities to network, learn from a variety of different experiences and explore real-life case studies with other professionals during our live tutorial and masterclass sessions. - **📈 Improve business results** Effective leadership is key to driving results and improving the performance of your organization. This masterclass will provide strategies for success in the C-suite. [Discover your C-suite potential](https://certified.thealliance.io/course/c-suite-masterclass) ## What's included when I enroll? Here's a glimpse of what you'll gain: - 👩‍🏫 Develop an understanding of various theoretical viewpoints with **6 masterclass sessions** from leading experts. - 🗣️Discuss and debate topics relevant to each module with **7 facilitated discussion sessions**. - 📘 Reflect on your learning with a **guided reflective journal**. - ⏰ Learn from different perspectives with 8 **hours’ worth of OnDemand content**. - 🎉 Grow your network with a **social activity** at the start and end of the program. - 🤝 Continue to connect with peers with a **private Slack community for C-suite masterclass alumni**. - 📚Continue to streamline your approaches with **lifelong access to program content** and presentations. - ✅ Test your understanding, and help secure your coveted certification with **60 exam questions**. - 🔖 Prove your knowledge and skills with **an official certification**. [Even more details about C-suite masterclass](https://certified.thealliance.io/course/c-suite-masterclass) ## FAQs **Q: Who is this course for?** **A:** This is for Director and VP-level professionals who wish to, or are expecting to, transition into a C-Suite leadership role. But, if you’re a newly appointed C-suiter who’s keen to explore how other like-minded professionals have led teams or sustained organizational performance levels, then you’ll thrive in this program, too. **Q: How does the course work?** **A:** This masterclass spans a four-month period. So, alongside the modules, there’ll be interactive sessions wherein you can listen to different viewpoints from C-suite executives, and discuss questions with them afterward. Once the modules are complete, you’ll have some exams and assignments to complete to pass (more info on this is below). **Q: How long will the course take to complete?** **A:** This course is designed to be equal parts comprehensive and comprehensible. Between the modules, discussions, and exams, it will take approximately 25 hours to complete. **Q: How do I pass this program?** **A:** In order to pass this program, you’ll be asked to complete a short exam, two practical tasks, and one written assignment from a list of topics. Then, you’ll present your findings from this assignment to a panel of experts after the program has ended. **Q: How long will I have access to the course content?** **A:** Always and forever! One payment gives you permanent access to our C-suite masterclass’s course content… and future updates and templates. 😎 --- [![](https://www.salesenablementcollective.com/content/images/2023/04/C-Suite_Masterclass_Email_Banner_.png)](https://certified.thealliance.io/course/c-suite-masterclass) [Enroll today!](https://certified.thealliance.io/course/c-suite-masterclass) ### Implementing a RevOps strategy URL: https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/ Last updated: 2025-08-04T16:22:25.000Z *Crissy Saunders (CEO & Co-Founder, CS2 Marketing), Nick Bonfiglio (CEO, Syncari), and Rosalyn Santa Elena (Vice President, Global Revenue Operations, Neo4j) held this panel discussion at the Revenue Acceleration Festival in 2021, brought to you by our sister community,* [*Sales Enablement Collective*](https://www.salesenablementcollective.com)*.* --- In the second part of this talk from the Revenue Acceleration Festival - Crissy, Nick and Rosalyn discuss: - [*Implementing a RevOps strategy*](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/#implementing-a-revops-strategy) - [*How revenue operations is still maturing as a strategic function*](https://www.revenueoperationsalliance.com/implementing-a-revops-strategy/#revops-is-still-maturing-as-a-strategic-function) Let's jump straight in 👇 --- **Crissy ⚙️** Hi, everyone. I'm Crissy Saunders, and I'm the CEO of CS2\. We’re a marketing ops agency located in the US on the West Coast. I have two amazing speakers with me on this panel today. I have **Rosalyn Santa Elena, the VP of Global Revenue Operations at Neo4J**. She has a tonne of experience in business and revenue operations, and she's also the host of the Revenue Engine podcast. I also have **Nick Bonfiglio, the CEO of Syncari and the former EVP of Marketo**. He's joining us with a tonne of experience on the operation side internally, but is also now answering some of the biggest problems that marketing and revenue ops leaders have when it comes to data. We're talking about something near and dear to my heart, which is the idea of **RevOps as a strategy and the importance of education when bringing RevOps into an organization**. [![Sign up to our revenue operations newsletter!](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## **Implementing a RevOps strategy** **Crissy ⚙️** When it comes to strategy, Rosalyn, how did you get started on creating and executing that vision and strategy at Neo4j? **Rosalyn 📈** So I've been on board at Neo4j for about four months now. And I think as anyone who starts a new role, especially in operations knows, you start with assessing the current state. What do you actually have? Then you have to think about where you want to go. Then you start to **identify all these gaps** and you **build a plan** to get to where you need to go over time. > When you walk into an organization that maybe hasn't fully embraced RevOps yet, you have to do a lot of educating and selling. So from there, I basically **shared a framework of how I think about RevOps**. It's not the traditional functions of marketing ops, sales ops, and post-sales CS and services ops. I think about things in terms of the overall revenue process and that end-to-end customer journey. So my framework really follows that journey: > From top-of-funnel interest, to prospect, to customer, to repeat customers and growth. But there are those things that I think run horizontally across the [customer journey](https://www.customersuccesscollective.com/tag/customer-journeys/) that RevOps supports. So that’s being that business partner and that **day-to-day operational support**, but also being responsible for the entire strategy and objectives across the funnel. [7 steps for crafting a winning RevOps strategy | ROAWe break down the steps for creating a successful RevOps strategy. Including aligning sales, marketing, and customer success, understanding resources, and more.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--9-.png)](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) ### We also talked about data. So [data insights and reporting,](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) again, that **holistic view** of seeing all of the business, the technology and systems, processes, policies, enablement, and optimization. All those things in my framework I think of as **running horizontally across** the entire customer journey. Then there are those things that are more **traditional and more vertical**. And a lot of that is because of the knowledge and the more specialized expertise that's required on the team. And those follow the top of the funnel, middle of the funnel, and then repeat customers. And then in addition to all the things that RevOps is responsible for, you also have to **bring in all of those cross-functional teams** that you partner with. > Like I always say, nobody in the company is safe from ops, we *will* touch your business. But if you think about it, we work with IT, HR, finance, legal, and product, so bringing all these different teams into your framework is really important. **Crissy ⚙️** Yeah, I like tying it to the customer journey or the buyer journey because so many of those cross-functional teams are invested in that. Part of **their objectives or goals is usually tied to that journey**, as far as getting them to the next stage or making sure they're a happy customer. Thinking on that, those teams do also have their own objectives and goals. So **how do you balance that with a RevOps team?** How do you balance the needs of all those cross-functional departments, especially when some can be louder or pushier than others? How do you judge that, especially when you're first coming in? How do you even set those expectations for the teams? [![Give your insights and opinions, contribute to Revenue Operations Alliance!](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) **Rosalyn 📈** For organizations that aren't already in that RevOps model, **it takes a lot of selling**. There's some internal selling, and more importantly, education on [what RevOps is](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) and why it matters. It really is a selling cycle on why it matters, why you need it, and why now. But you also have to be really **clear on roles and responsibilities** because again, our role touches a lot of the other areas. So for me, I spent a lot of time **meeting with every sales, marketing, success, and services leader, as well as with all the various ops teams**, because when I joined, all the ops teams were separate as well and rolling up into their own functions. So really bringing all of those together as one team. I had to talk to every person about *what's working, what's not, and really understanding what they value, what their key goals are, what their pain points are, and then sharing in those discussions* **how RevOps can really help and why it's important that we have that** [**alignment.**](https://www.revenueoperationsalliance.com/tag/alignment/) It's not easy. **Change isn’t easy**, as we know. So the perspective of giving up control or ownership isn’t easy. What helps with that conversation is just making sure that you’re truly hearing and understanding the different perspectives, and that you're including that feedback and what you heard in your go-forward plan. It's really important for us to bring everybody along for the journey because you're building advocacy and you're building champions, and you want to drive that buy-in into what you're doing. [How revenue operations can help businesses navigate changePaolo Negrini discusses how revenue operations can navigate your business through change.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/javier-allegue-barros-C7B-ExXpOIE-unsplash--1--1.jpg)](https://www.revenueoperationsalliance.com/how-revenue-operations-can-help-businesses-navigate-change/) ## **RevOps is still maturing as a strategic function** **Crissy ⚙️** So Nick, as far as what Rosalyn’s doing at her organization in getting that alignment, what do you see across some of your clients? **What do you think some RevOps pros are also doing wrong in terms of supporting cross-functional teams and getting the alignment?** What do you think is getting in their way to do that effectively? **Nick 📊** First of all, I think Rosalyn is spot on with everything she said. And I think **part of what's happening with RevOps is that it's continuing to emerge**. It's still a **maturing and emerging practice**, so people are struggling with things like, *where does it go? What is it? Who should be running it?* I was just talking to a CFO of a pretty sizable company the other day, and he was talking about how, in his mind, he was describing RevOps. He was calling it BizOps and putting it in the finance organization. And that's an interesting thing that's happening. > The point is that RevOps is maturing and it’s becoming more strategic. And kudos to Neo4j; they've experienced a lot of growth for recognizing that they need RevOps, but also putting it at the highest level possible. I think Rosalyn reports to the president of the company, which **gives credibility** and also allows her to become peer-level with a lot of the folks that she's working with. So it’s that whole notion of it's emerging, people are understanding it’s strategic, and that they need to have alignment between marketing, sales, success, and finance, and that they’re **all operating under a common theme**. And that’s really the whole point. > How many board meetings or staff meetings have we all been to where we don't see alignment across those organizations? Quite frankly, our belief at Syncari is that **a lot of that happens because your data is messed up across all these different organizations.** So what marketing presents can't tie back to sales or finance. That whole problem is incredibly important to be able to go to more of a strategic understanding of the key signals in your business. [![Join our Slack community](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/join-the-community) So having that seat at the table is going to be important to this RevOps organization. More and more executives are starting to understand that that's key to not just efficiency, because a lot of people started thinking RevOps was about efficiency, but understanding the signals that move your revenue needle is a strategic part of the business. So if you have people working separately and you're **operationalizing what’s potentially a bad strategy** in each of these organizations, as **opposed to operationalizing the strategy of your organization across all the different teams**, that's really how I think of this. So what Rosalyn was saying really speaks to me about how this is going to evolve over time. **Crissy ⚙️** Yeah, I agree. And I think both of you are touching on **education and why that's key**. And I think we're still in the early days where sometimes **if you're rolling out a RevOps team, you need to do that education and selling.** But I think one thing that helps is when you sell your organization, selling them on the idea of **how you’ll operate gives that confidence** in the team that whatever your team is working on is going to be aligned with the business objectives, and is going to make a difference. --- Want to hear more of what Crissy, Rosalyn, and Nick had to say? Check out the rest of their talk: [**Part 1:** Why is revenue operations important?](https://www.revenueoperationsalliance.com/p/9013595d-d579-4ffe-967b-767fda692fe7/) [**Part 3:** Exploring the RevOps roadmap](https://www.revenueoperationsalliance.com/p/1d25a879-1851-45ae-b58d-1dedfe1a191d/) ### Separating and building your RevOps function URL: https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/ Last updated: 2025-08-05T06:57:22.000Z In this article, Paolo gives his perspective on why your RevOps function should be separate from sales and marketing and how to go about building the function itself. - [Why RevOps should be a separate function from sales and marketing](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/#separating-the-revops-function-from-sales-and-marketing) - [How to build out your RevOps function](https://www.revenueoperationsalliance.com/separating-and-building-your-revops-function/#how-to-start-building-your-revops-function) For more insights, keep scrollin' 👇 ## Separating the RevOps function from sales and marketing In a traditional organization, you've got a VP of Marketing that looks at the entire marketing function, and you've got your marketing operations that usually supports that function from a technology and a process perspective. Usually, you've got your VP of Sales, sales and customer success, and sales operations that looks at how the sales function performs. **In a RevOps world, you add another layer**. You add a VP of RevOps that effectively takes ownership of the traditional marketing ops and sales ops areas. And that's your three layered approach. But what’s the advantage of doing that? You might feel like you’re creating another silo, but to me, there are **three main reasons why you’d want to move in that direction.** 1. **Neutral party.** You've got somebody that sits outside and doesn't have the same incentives. In fact, they have quite different incentives. If you have data analytics and you've got sales analytics within sales, or marketing analytics within marketing, you might have a lack of trust from the other party. They might say, “How do we know that you’re actually doing well with your marketing spend? Or, “How are you doing so well with your sales engagement?” That's why having a neutral party is a really good thing in my eyes. 2. **Holistic point of view.** Again, you don't have incentives like the VP of Sales who’s said, “We have to go in that direction because of XYZ reasons.” And then marketing and the CMO are saying, “Let's actually go in the other direction because PMMs are actually driving us on that other angle.” Therefore, you have a bit of friction in the middle. So you need to have a holistic perspective that again looks at the entire process end to end. 3\. **Integrated approach.** You might have a situation where you've got your analytics function within marketing that designs a really shiny, cool looking SQL server where all the data sits. And then the sales function does the same. And then you start having **two different systems which results in a lot of different complexities across the board**. And then data doesn't talk to each other and they start building their own dashboards and reports. And then magically, you have a pipeline number that doesn't look the same on the other dashboard, and you start having conflicts on other numbers and you stop looking at what's actually driving the business and helping the customer. That's why I think RevOps is a function that supports that perspective. **So, you know it should be separate, but how do you actually build a RevOps function?** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/ROA_Generic_Webiste_CTA_Banner_3.png)](https://www.revenueoperationsalliance.com/revenue-operations-newsletter/) ## How to start building your RevOps function I would start simple, and it really depends on the size of your company. But the way I always think about it, and maybe you can use this as a maturity model exercise, you can basically take those nine points and then score them from one to five. You can then say, “Okay, how am I doing in terms of the first point?” And define your own goals. ### Set a common ground Define your own goals. That's literally having a way for marketing to not just get to MQLs and then throw them over the fence for another part to magically pick them up, but having those common goals and making sure that **they’re intertwined in marketing and sales.** ### Agree on a target-setting methodology How do you set your targets? That's very important because you might start from the bottom-up and say, “Hey, I've got this amount of budget,” and then you work out what you can deliver with that. Or you can work from a financial perspective and say, “Okay, this is what we have to hit, and this is the contribution from the different teams.” But you have to agree what the target setting methodology is across the different teams so you don't find ways in which **marketing does one target setting and sales do a different one.** And then agree on a shared BI and taxonomy. Are we talking about MQLs in the same lingo? Are we talking about the same language? Or are they different? My MQL in marketing is the same MQL as the one for sales. A shared BI is having a central point **where business intelligence is stored** in the same place so you don't have to go into your sales database or system to look at the sales metrics on one side and marketing on the other side. How do you make sure that it's central? ### Data integration Then the other thing is that you're building a foundation. Integrating data and systems infrastructure is super important. **Having that in one place is key.** **How do you define data processes and governance?** One thing that can be very challenging is account creation. Maybe you have sellers that are creating their own accounts and then you start having duplicates in the system, so that then becomes a challenge. So if you want to go down the path of account-based marketing, how do you then reconcile your account strategy? [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) ### Business cadence Establish your business cadence. What does it look like? Is there a weekly cadence? Is there a quarterly cadence? Maybe it's both. How do you do that? How do you do that in sync? ### Enable your teams Set very **clear roles and responsibilities** and make sure that roles are clean and clear so you don't have a tonne of overlaps. And make sure that everyone is present when you set those roles and responsibilities. Make sure there’s someone that can own a specific project or initiative. [How to build a revenue operations teamDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar, gives his insights into building a revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/marvin-meyer-SYTO3xs06fU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/) ### Open feedback loop And then establish an open feedback loop with your sales folks, marketing folks, and your customers. For example, get feedback on campaigns. How do we know this campaign works? Do we ask our customers? Do we go out and ask our prospects, “Hey, do you like the messaging? Was it good? Was it not sticking?” **We need to ask and we need to figure that out**. We need to reach out and get that perspective directly from them. ### Centralizing the knowledge base and training So every time you have a new person coming in, **you have a central place**. Wikis can be challenging to manage, but they can be really good if you've got a **strategy in place to manage and centralize them**. --- Making sure you get your build right is essential and following those steps should help steer you in the right direction. Ensuring your RevOps function is separate, independent and cohesive is sure to set you on the right path. Thanks for reading 👋 --- Paolo gave a great talk at our Revenue Marketing Summit - want to see what else he had to say? Check it out 👇 [How revenue operations can help businesses navigate changePaolo Negrini discusses how revenue operations can navigate your business through change.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/javier-allegue-barros-C7B-ExXpOIE-unsplash--1--1.jpg)](https://www.revenueoperationsalliance.com/how-revenue-operations-can-help-businesses-navigate-change/) [5 key areas of responsibility in revenue operationsWhat are five key areas of responsibility for a person in revenue operations? Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gives his perspective.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/nadine-shaabana--M_f3f8DGRg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/) *Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gave this talk at the Revenue Marketing Summit hosted by our sister community, Revenue Marketing Alliance, in 2022\.* ### How revenue operations can help businesses navigate change URL: https://www.revenueoperationsalliance.com/how-revenue-operations-can-help-businesses-navigate-change/ Last updated: 2023-10-27T14:36:06.000Z *Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gave this talk at the Revenue Marketing Summit hosted by our sister community, [Revenue Marketing Alliance](https://www.revenuemarketingalliance.com) in 2022.* --- This article is all about revenue operations, scaling your business, technology, and marketing operations, but it’s also about one more thing: **change**. It also looks at something else: how marketing and sales are transforming in business. Over the past couple of years, there's been dramatic change. Due to the COVID-19 pandemic and working fromh ome, businesses have changed quite substantially. As human beings, we're quite resistant to change. We're almost hard-wired because it's very challenging, and it's one of those things that we feel is a threat. And most of the time, the reason we feel that way is because we don't know what's driving the change. We don't really know what's going to be on the other side, and so it's very challenging to adapt to it. This article will look at the following 👇 - What’s driving change in marketing and sales? - Creating a great omnichannel customer experience - What changes can businesses anticipate in the future? [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ## What’s driving change in marketing and sales? Over the span of about 10 years, marketing has changed. That's why we're going to look what is changing in the marketing space and the key drivers of this change. If you look at the history of marketing, technology, and how technology’s transforming how we engage with marketing, you’ll see posters, telegraphs, TV, phones, Facebook, Instagram, all of those tools. But what are those things? They’re ways in which people communicate with each other. > Marketing has evolved through the years because it’s effectively a way to communicate and share things with others. And the more we see technologies and tools that are effectively connecting more and more people, the **more we see systems and technology that are supporting those tools.** If you look at the last 10 years, you've got a 30x explosion of technology aspects that are supporting this change. At the same time, you've got a **number of different systems, the explosion of social media, emails, nurture, and a number of different tools that are just in emails.** And we've got different systems that are helping marketers to handle that. But the problem is that you have a tonne of tools and systems, **so how do we manage them?** That's a challenge. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ## Creating a great omnichannel customer experience. If we shorten the timeframe, we can see **the rise of the marketing technologist**. **[Marketing is becoming more and more technology](https://www.cmoalliance.com/the-cmos-guide-to-marketing-tech-stacks/) dependent**, and so you see the rise of people that are more and more embedded in the tech side of the business. Traditionally, these people were Chief Technology Officers or Chief Information Officers. But now, the **CMO is coming into the picture more and more.** A Chief Marketing Technologist is someone that looks across the organization and helps the CMO in making those right decisions in terms of what to invest in, and what’s relevant and not relevant. It's somebody that **looks across those functions and works with the technology aspects.** Or it’s somebody that’s a **bit more scientific on one hand, but is also a creative person**. They also help the marketers get onboarded and handle the relationships with the different vendors. To support that even more, if you look at what CMOs in the US are investing in, you'll see that there’s a **substantial increase in investment in marketing automation, systems, data analytics, strategy,** and all the different services that are supporting them. And that's a massive increase. That's effectively what CMOs are thinking about. They also need to think about **how to make the business more streamlined**. How do we automate more things? How do we reduce the amount of admin work that we have? If you have a tonne of different tools from different systems, and those systems are supporting them, there's a lot of little bits that you have to start doing, and a lot of time that you need to start investing in those things. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) There's a massive increase in terms of investments in data analytics, marketing technology, and machine learning automation. **[Machine learning](https://www.aiacceleratorinstitute.com/your-guide-to-machine-learning/) is definitely something that’s going to help businesses on the data side and streamline operations.** [Your guide to machine learningA branch of artificial intelligence and computer science, machine learning uses algorithms and data to copy how humans learn, in order to improve its accuracy.![](https://www.aiacceleratorinstitute.com/content/images/size/w256h256/2020/03/aiai_favicon_smaller.png)AI Accelerator Institute | Future of Artificial IntelligenceAIAI![](https://www.aiacceleratorinstitute.com/content/images/2022/03/AIAI_Hub_Page_Meta_machine-learning.png)](https://www.aiacceleratorinstitute.com/your-guide-to-machine-learning/) **But what’s the reason?** That’s the ‘why’ behind the scenes and why CMOs are thinking about that. And there are a couple of things that I want to highlight here. Having good **product quality is paramount**. If you don't have a good product, then it's obviously very hard to sell. But let's assume that you've got a really good, solid product. Having a really good service and really good customer experience are the crucial aspects. And that’s the ‘why.’ If you think about it, having more technology, more systems, more touchpoints with your customers, and more data that flows into these systems **allows you to get that perspective from your customers.** > But to me, this isn’t just a marketing job. It’s something that goes beyond that. It’s customer experience. Verizon looked into this. First of all, they put the customer at the center, and they looked at the entire 360-degree customer experience and all the different touchpoints like lifecycle marketing, customer journey analytics, buyer insights, etc. *How can you be present? How can you know your customer better? How can you understand what's going on in order to help your customer? How can you get closer to your customer?* Those are the key things, and to me, **they go beyond marketing.** > So if we have to summarize the top-level trends, we see the **rise of the omnichannel customer experience**. **We've got customers everywhere**; they're overly connected, they engage with us in all sorts of different ways, with sales, customer success, resellers, and through all the different tools like digital destinations, social media, email, etc. But how do we make sure that we've got a really good customer experience across every single channel? And how do we manage the technology that’s all around it? How do we make sure that technology is managed in a way that’s efficient, connected, and actually helping our customers and not slowing us down? And then last but not least is **cross-team collaboration**. How do you work with the different teams in a way that’s super efficient and you've got very clear strategy alignment? For teams that are able to do that, their companies are growing a tonne and have a number of different roles and functions that are customer-facing. So how do we create organizational alignment? How do we make sure that we move away from the traditional marketing versus sales? This is why **I always refer to the concept of revenue operations**. Especially nowadays, I think this is **something that’s becoming more and more relevant** and present in organizations, especially newer ones. ## What changes can businesses anticipate in the future? So what next? It feels to me like there's a landing point, but there’s not actually. If you look at the world from marketing ops through to sales ops, coming together with revenue ops, this is great. **But there's a lot of other ops in the space.** And I think technology, marketing, and sales are coming together more and more into a bigger piece of customer success operations etc. Why are all of these so useful in terms of change? All of those things are helping us to anticipate that change, And now more than ever it’s super important to understand future scenarios and how to prep ourselves. When we look to the future and see rises in inflation and more importance placed on data privacy, many questions come up: how do we adapt? How do we streamline? The important thing when facing future change is, if you understand what's going on and what insights you can use, you can leverage technology and data to overcome those challenges. Technology is going to be key in battling change. It's one of those primary catalysts that's shaping the world. **One thing is to be curious, learn, adapt to change, and embrace change.** And, continue having a growth mindset and keep asking: *What's new? What's next? How can I leverage what's coming in a positive way to help my business and my customers?* --- Interested in what else Pedro had to say? Check it out below: [5 key areas of responsibility in revenue operationsWhat are five key areas of responsibility for a person in revenue operations? Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gives his perspective.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePaolo Negrini![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/03/nadine-shaabana--M_f3f8DGRg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/) ### 5 key areas of responsibility in revenue operations URL: https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/ Last updated: 2024-06-07T15:47:20.000Z *Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gave this talk at the Revenue Marketing Summit hosted by our sister community, R*[*evenue Marketing Alliance*](https://www.revenuemarketingalliance.com/)*, in 2022.* --- You may have heard the definition, but what are **five key areas of responsibility for a person in revenue operations**? Paolo Negrini, Head of Marketing Ops, Tech and Analytics at Adobe, gives his perspective 👇 So what is [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)? Defining revenue operations can be done from many angles - but I want to focus on [**customer perspective**](https://www.revenueoperationsalliance.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/). Revenue operations is a function that underpins the entire customer journey. If you think about the highest level, the customer journey is how you get customers, how you keep customers, and how you grow customers. And then you've got different ways in which you can engage with your audience. You can have self-service mechanisms, how people come to your website and engage there and then convert, or how they’re assisted. And then all of those are effectively thinking about how you can drive this personalized omnichannel experience. From my perspective, **revenue operations supports that through five key areas of responsibility:** - [Strategic planning](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/#strategic-planning) - [Business modelling](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/#business-modelling) - [Process design](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/#process-design) - [Commercial technology](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/#commercial-technology) - [Systems enablement ](https://www.revenueoperationsalliance.com/5-key-areas-of-responsibility-in-revenue-operations/#systems-enablement) There's a few questions to ask yourself when approaching these. Let's jump straight in👇 ### Strategic planning [Strategic planning](https://www.revenueoperationsalliance.com/7-steps-for-crafting-a-winning-revops-strategy/) is **how you align** different functions across the organization. With strategic planning, marketing and sales would need to get closer to understand the [product](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/) fit. To me, it's very important that [marketing and sales](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) come into a RevOps model and they're very close in terms of what the market is and what the market looks like. So starting right from the top level, what’s your total addressable market? And then you go down one layer to, what’s your total serviceable market? Your market analysis, your customers, your prospects, how does all that look? [Dealing with fragmentation in the revenue operations cycleAsh Finnegan, the Digital Transformation Officer at Congo looks at how to approach a fragmented cycle, why it happens and her top tips for solving this.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/mahdis-mousavi-5BrLjgDAd-c-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/dealing-with-fragmentation-in-revenue-operations/) ### Business modelling Business analytics is **all about how your business works**. What’s your waterfall model? You start with the concept of a response into an MQL and into pipeline, that kind of flow. And then how does it work? What are the different touchpoints and conversion rates? Then it's much easier to have common ideas and bring everyone onto the same page. Running the businesses is another thing that’s very hard, and lots of companies are doing it in different ways. **You might have** [**marketing**](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/) **running the business model in one way and sales in a different way, so they're not always in sync**. But having a way to implement joint QBRs for marketing and sales so that you break those boundaries is important. Maybe you have weekly reviews and you have feedback loops from the marketing team. How do you plug in to that on a regular basis? Your business analytics is straight from the foundation, which is your [data strategy](https://www.revenueoperationsalliance.com/visualizing-success-how-effective-data-visualizations-can-drive-action/), where the data lives, and how you structure it. Are you placing it in a duplicate data lake? Are you putting it in a SQL Server? Do you have it in your CRM? Where is that? And what does that look like? How do you make sure that’s solid and integrated? Then you get into the descriptive and diagnostic reports. What reports are you using? How do you make sure that those are centralized and you don't have one report from your sales function, and another report from your marketing function? And then the other thing is your predictive and advanced analytics. It's more about **your** [**forecasting**](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) and how you make sure that you understand that if you do XYZ, what's going to happen going forward and where to invest your limited resources in the best way. [Top 7 skills for RevOps successHiring a new RevOps professional for your team? Or looking for your next role in revenue operations? We outline the top seven skills required for RevOps success.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/Meta-image--7-.png)](https://www.revenueoperationsalliance.com/top-7-skills-for-revops-success/) ### Process design Process design is all about the simplest things, like how lead routing works, how leads are flowing into your sales function, and what the selling process is. Let's say you've got a [Salesforce CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/) and you need to define what the process is within opportunities. What are the entry gates and exit gates? How do you make sure that those are all synced from a marketing and sales perspective? Documentation is also very important. We all say it’d be great to have documentation, but we never do it. But it's one of those things where the more and more we do, the more we have those SLAs and SOPs all written down, and the better it is because you’ll have a new person coming in and they’ll be able to know what's going on. They're not being thrown in the deep end and forced to sink or swim. ### Commercial technology How do you build commercial [technology](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) that’s integrated? With commercial technology, I'm not talking about the sales tech and [MarTech](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/). It’s the system architecture, how you bring everything together, how you manage the vendor, and how you support and administer those systems. ### Systems enablement And then for system enablement, when you onboard a new system, how do you make sure that everyone [adopts it](https://www.revenueoperationsalliance.com/strategies-to-gain-stakeholder-buy-in-for-revops-change/)? How do you make sure that everyone understands how it works? How you can [upskill](https://www.revenueoperationsalliance.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) the team? Maybe there's a shiny new [tool](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) that you're onboarding that's super cool, but people aren’t versed on it and they don't know how to use it. How do you make sure that people understand how to use certain systems and certain tools in the right way? Thank you for reading 👋 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### How can revenue operations benefit my customer and employee experience? URL: https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/ Last updated: 2023-10-27T14:38:27.000Z *Disclaimer: this article was originally part of a talk given by Ash Finnegan at the Chief Revenue Officer event hosted by our sister community [SEC](https://www.salesenablementcollective.com/) in 2021\. Want to see what else Ash had to say? Check it out [here](https://www.revenueoperationsalliance.com/ash-finnegan).* --- My name is Ash Finnegan, and I’m the VP GTM and Transformation at Conga. My journey with Conga actually started off as a customer. I was doing a transformation project, and we were transforming the entire revenue operations process. In that project, we implemented CPQ to help us with our proposal and quotes, a CLM system to help us with how we negotiated and executed our contracts, and an entire back office finance system to help us manage and fulfill all of the invoicing, revenue recognition, and entire reconciliation. This project had so many learnings that I now spend the majority of my time working with customers and helping *them* on their transformation journey. When we look at revenue operations at Conga, we break it into **four key quadrants**. We look at helping organizations on how they manage their **proposal** **and quoting**, and make sure they get the right product at the right price and the right time to all of their customers. We help them accelerate how they **negotiate and execute** on every contract, right through to obligation **management, fulfillment**, invoicing, revenue recognition, and revenue analysis. We help them right the way through to the most important part, **renewing and expanding** their services with their existing customers. **We're here to help organizations make this process more automated, integrated, and intelligent.** [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1---1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) --- ## Why is it important to align your teams? Revenue operations is a big talk track right now. It's one of the big things a lot of organizations want to speak to me about. *🧐 How is it different from sales operations or legal operations?* *🧐 What’s the concept behind why organizations are getting so excited about revenue operations?* **It’s not just about aligning your technology, it's about aligning processes and, most importantly, aligning all of your teams.** It's making sure that all of your teams, from marketing, sales, product, legal, right the way through to customer success, will **come together and maintain focus on a single goal.** **Everyone's accountable for driving revenue for an organization.** > They say there are two types of people in an organization: those that directly generate revenue through the sales organization, and those that can impact revenue by giving a great customer experience or a poor customer experience. So getting all teams to work together and being accountable for driving revenue means everybody is always focused on putting the customer experience at the forefront of their strategy. ## How can revenue operations improve employee experience? When done right, revenue operations has many benefits for an organization. It can really improve the employee experience. We know that due to COVID, everyone's focused on **making sure their employees are happy and can work from any location.** Many teams won’t be going back to the office and will continue to need to work from home. **So making sure that the experience and the connection they need to other team members are at the forefront of the strategy is really important.** > Revenue operations is all about focusing on improving the employee experience. When you get it right, **you’ll improve team productivity** and cross-functional **collaboration**. Teams start to work better and communicate well on where they sit within the process around the customer lifecycle. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) It's about **helping your business create an optimized and frictionless business process**, not just a sales, legal, finance, or customer success process. It's about every time you're building and improving a process or using technology, making sure you design the solution to work for a business, not just a department. ### Creating transparent data through alignment All of this is about making sure you **create end-to-end data transparency** and agree on metrics across all teams. All teams are looking at the same numbers and metrics, you have a glossary of what these metrics are, and they’re understood and calculated the same way by every team. **It makes everyone understand what's working, and most importantly, what’s not.** In order to be successful at this, you need to do the alignments and the **adoption of the tech stack across all of your teams**. And when businesses get this right, they’ll automatically improve the customer experience. [How to overcome hurdles in your revenue processKat Hartigan and Johnny Fianu break down the entire revenue process strategy, providing insights, best practices, and the hurdles you might face.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceKathleen Hartigan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/eduard-labar-uMDNR3rW5lM-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/untitled/) You'll be able to give a more **seamless and personalized experience** regardless of the channel your customers are buying from or the stage in the lifecycle they're at. You'll be able to give more tailored engagement based on past interactions and purchase history. ### Monitoring customer experience with data Start using data to make better decisions and identify what customers have bought before, when they like to buy, how they like to buy, and what other customers that bought their products have gone on to buy. > It's about making sure you expand and optimize every customer interaction. It's also about making sure that once they know what they want to buy, you accelerate negotiations of contracts. Don't let your legal teams become a bottleneck. Ensure they're fully connected to the whole sales process, speeding up the signature of those contracts, and that the lifecycles can be managed even from afar. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/Create-ConAsset.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) Not everyone needs to be in the office. You're not relying on just email or paper documents, **everything is in one system and everyone is connected to the customer at the right time.** ## Final thoughts It's all about making sure your business has predictable billing and payment schedules and is improving cash flow. Revenue operations is about giving your business predictable growth and making sure that with every customer interaction, you're maximizing the revenue yield in each and every opportunity. --- Interested in hearing what else Ash had to say? Check it out👇: [Dealing with fragmentation in the revenue operations cycleAsh Finnegan, the Digital Transformation Officer at Congo looks at how to approach a fragmented cycle, why it happens and her top tips for solving this.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/mahdis-mousavi-5BrLjgDAd-c-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/p/a0aff755-4db9-45b3-b4bf-71c751438dea/) [The revenue operations lifecycleAsh Finnegan, Digital Transformation Officer at Conga, runs through the revenue operations lifecycle and the four key quadrants of making it seamless for you and your customers.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/bicycle-g65ec730bc_1920--1-.jpg)](https://www.revenueoperationsalliance.com/p/09cc9a1a-5af0-49d9-99d1-64a0d2cc2a1c/) ### Dealing with fragmentation in revenue operations URL: https://www.revenueoperationsalliance.com/dealing-with-fragmentation-in-revenue-operations/ Last updated: 2025-08-05T06:53:01.000Z My name is Ash Finnegan, and I’m the VP GTM and Transformation at Conga. When we look at revenue operations at Conga, we **break it into four key quadrants:** - Propose and quote - Negotiate and execute - Manage and fulfill - Renew and expand We're here to help organizations make this process more **automated, integrated, and intelligent**. I work with many organizations around the revenue operations process and always find that regardless of the vertical or size of the organization, their revenue operations processes are often very disconnected and fragmented. **This article focuses on how you should approach a fragmented cycle and my top tips for solving this.** Let's get stuck in 👇 ### Propose and quote When we look at proposals and quoting, the bigger the organization gets, the more siloed these areas are because they always have many of their own problems. A lot of the salespeople are missing products. They can't find the right proposal and quote templates. Salespeople get quite creative and like to create their own and send them out via email, but the company has no visibility on where we are or what's going to customers. We have rogue discounting; it’s the end of the quarter and salespeople want to hit targets. But not having control on discounts can cause many problems within the propose and quote process. And **this can lead to poor customer experience**. [You also get **revenue leakage**](https://www.revenueoperationsalliance.com/what-is-revenue-leakage-and-how-do-you-prevent-it/). You're losing opportunities to maximize revenue because you have a lack of visibility, and then you end up with a longer sales cycle because a lot of people are chasing deals or approvals. These are the common problems that we have within this particular area. It's not unknown for many organizations to solely focus on one component and try to fix that problem. [How to build a revenue operations teamDoyle Slayton, Senior Director, Sales & Revenue Operations at Jenzabar, gives his insights into building a revenue operations team.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDoyle Slayton![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/marvin-meyer-SYTO3xs06fU-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/p/d8495559-d794-4622-8b48-1eaa24aa9ac2/) ### Negotiate and execute When we move into negotiate and execute, we know what happens is they’ve selected, the customer wants to buy, and finding contracts can be a real challenge. What are the right terms and conditions that we need to apply for particular products? Is there an existing customer contract already in place and they already have these negotiated terms that we need to action? Legal teams are operating away from the sales system. They see it as a salesperson's tool and it's got nothing to do with them. This can lead to a **lack of transparency with customers around the terms and conditions** of what they're agreeing to, a lack of compliance and risk management, and affects your ability to make sure you deliver on all of those obligations. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) And then, when things get delayed, and the board and the senior teams are looking for the forecast, and when deals are going to close, everyone gets frustrated with each other because that **visibility and cross-functional collaboration isn't working within the business**. And that just means this problem goes further downstream. ### Manage and fulfill Then you start to work through when you need to get invoicing and manual tracking on where you are with an order. How do you deliver the services? Have you met all of your obligations? People are manually entering things into systems over and over again. They start to hate the system and use Excel spreadsheets. This, again, can also lead to a lot of frustrated customers because they have to keep repeating themselves to different teams. **They feel that there's no communication across an organization.** It can also lead to inaccurate cash flow, no visibility, and invoicing, potentially going out with the wrong amount. Somebody asked for quarterly billing, and they got an annual invoice. This can also lead to a poor employee experience. ### Renew and expand The worse these issues become, the more problems you probably have at the most important part, where you want to renew and expand with your customers. When you don't have visibility of all your contracts, all of the products, and all that information of what customers might want to buy, you end up missing renewals, downsell, and a gain higher churn rate. Again, this **results in a poor customer experience, more revenue leakage, and a low NPS score.** [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/p/441261cf-e2b8-4bce-8989-4a10189a2a37/) ## What is the solution to revenue fragmentation? So when we look at this revenue operations process, the reality can be very vast for an organization. Organizations start to ask, **“How do I get a handle?”** **“Where do I start?”** is always one of the biggest questions we get, because they don't just need to transform their technology, **they need to transform their processes**, and most importantly, **they need to get their teams to fully support and work together.** Those are the real challenges organizations are facing when it comes to revenue operations management, transformation, and really getting a handle on the revenue contracts. [Budget planning for RevOps 101 | ROAMake your RevOps budget go further, and advocate for the resources your team needs by learning the ins and outs of RevOps budgeting.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/08/alexander-grey--8a5eJ1-mmQ-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/) Explore more about the revenue operations cycle[ here](https://www.revenueoperationsalliance.com/p/09cc9a1a-5af0-49d9-99d1-64a0d2cc2a1c/) 👈 --- *Disclaimer: this article has been taken from a talk given by Ash Finnegan, the VP GTM and Transformation at Conga, at the Chief Revenue Officer event hosted by our sister community SEC in 2021\. To read the rest of Ash's talk, click* [*here*](https://www.revenueoperationsalliance.com/ash-finnegan)*.* ### The revenue operations lifecycle URL: https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/ Last updated: 2023-10-27T14:39:15.000Z *Disclaimer:* *This article was part of a talk given by Ash Finnegan,* ***VP GTM and Transformation at Conga,*** *at the Chief Revenue Officer Summit hosted by our sister community, [SEC](https://www.salesenablementcollective.com), in 2021\.* --- To help organizations understand the revenue operations lifecycle and become an automated, integrated, and intelligent organization, we have four key quadrants: - **[Propose and quote](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/#propose-and-quote)** - **[Negotiate and execute ](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/#negotiate-and-execute)** - **[Manage and fulfill](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/#manage-and-fulfill)** - **[Renew and expand ](https://www.revenueoperationsalliance.com/the-revenue-operations-lifecycle/#renew-and-expand)** But before we go into it, we want to know where you are with your current revenue contracts and the type of contracts that you're managing. When we're building a system, we want to make sure it works for **all the new business**, all those new contracts, and you're able to process them easily. We also want to make sure we build a system that can cope with the renewals of those contracts, any amendments, and any terminations by existing additional products when the contract is already in flight. This is a tough enough job as it is. But one of the things I learned from my transformation project was that one of the **key problems** I had was **all of my legacy contracts.** It was great to move to a whole new version of Salesforce, buy new technology, and know where I wanted to go. But I had **6,000 contracts that were in an old system**, a finance system, and some of them were in drawers. I actually had some cases where we had to ring the customer and ask them if they had a copy of the contract because we didn't have it. So we had a huge issue around legacy contracts. **How do we get them seamlessly into a new system?** We had to do a very manual process on this, and it was hugely time-consuming and took a huge amount of effort. [Dealing with fragmentation in the revenue operations cycleAsh Finnegan, the Digital Transformation Officer at Congo looks at how to approach a fragmented cycle, why it happens and her top tips for solving this.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/mahdis-mousavi-5BrLjgDAd-c-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/p/a0aff755-4db9-45b3-b4bf-71c751438dea/) Luckily, technology has moved on, and we're now in a position to help organizations ingest those legacy contracts and make the data transparent within a new system. > So really, getting a handle on revenue operations is all about doing a situation analysis on where you are with your current customers, where your contracts are, and the work you do as a business before you even think about technology. So once we get a handle on this, we want to go into and understand how to get all of these contracts onto one revenue operations lifecycle. And to make this easy for customers, **we break the quadrants down into simple steps. 👇** ### Propose and quote Configure. What do you sell, and where are your products? How do you price them? How complex is your pricing? How do you manage promotions, discounts, set customer pricing, approvals, and all of the logic that needs to go behind making sure you're maximizing revenue in every deal? Remember, **this logic is your business logic**. Getting a **handle on that before you look at technology is really important in your transformation journey**. Once you have that in place, what do your proposals and quote templates look like? Remember, this is the document that you give to the customer when they decide what they want to buy and if they're going to buy from you. Make sure that they’re on-brand, they're accurate, and at a click of a button, they can be generated with the right information, sent for approval, and have gone to the customer. These are the **key steps that we consider around the propose and quote area.** ### Negotiate and execute Now you’ve sent the documentation, and they want to buy, you then want to look at how to **ensure you have the right terms and conditions and generate the right contract in the right language.** **Negotiate with customers**, those that want to redline and actually change terms and conditions. Give that visibility, and don't allow it to slow down the process because you want to get to the stage where you're approving contracts and getting them signed. And make sure they're configured in a way that you can make amendments easily. Once you sell to a customer, you should **continually engage with them throughout that contract lifecycle.** Don't just wait for the renewal to see if they want to buy further products from you. Making sure contracts are set out in a way that you can amend them, add products to them, and co-terminate them is really important so your systems can cope with this to ensure you're maximizing all the opportunities for your customers. [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/how-can-revenue-operations-benefit-my-business/) ### Manage and fulfill As we know, it's all about **delivering your obligations** and ensuring customer satisfaction on what you've promised, and that those needs are met. Order management is making sure the products are delivered and they've got them. You can then get to invoicing and know they’ll want to pay because you've delivered on everything you said. And then it’s how you recognize that revenue right through to revenue forecasting. When you're able to generate revenue forecasting around the pipeline, where are you with the cash flow? Where should you be cross-selling? Understanding where you can have your next sale and where you're going to collect revenue is really important, and making that available to all teams at the right time puts you in a better position for when you want to renew and expand with customers. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Renew and expand Utilization analysis: **are they using the products?** Are they engaged with your customer teams? Churn management: getting ahead of churn, spotting risk before it happens, and ensuring that every customer can go through the **right process to reduce** that churn. And then, hopefully, you’ll get more into that renewal cycle, upsell, cross-sell. You also manage terminations in a professional way and you're always representing your brand in the best way to every customer. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) ### Aligning people and business logic These four quadrants and each of these steps have different people behind them, and they've got different teams. So when we look at transformation, even before we think about technology, we want to understand the process, where you are with every step, and most importantly, which teams are involved in this particular process to take all of their steps into account. **Adoption is a real reason why transformation projects fail**. Ensuring you **engage teams early in transformation projects,** so they come along the journey with you is really important to have true transformation success. When we're looking at the sales teams, it’s not just the salespeople. You have your deals desk, your approvers, and the senior leadership team. **They all need to be really engaged in transforming this particular quadrant.** Then you go to the legal teams where you want to negotiate, get the general counsel involved, the legal admins, approvers, and the Chief Legal Officer. Make sure every persona is engaged in these conversations right at the beginning, and bring it right through to all of your finance and customer success teams. > It's all about aligning the organization around one focus. How do we maximize the customer experience, ensure we live up to our brand, *and* maximize revenue? It's all about what we and our Chief Product Officer call **‘creating the system of record,’** the single data model, the 360 view of the customer. But it's not just the view of the customer, it's the **view of your business logic**. So all of your configured products and your pricing is all in a place that's understood and trusted by the organization. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) For all of your document templates and approval processes, what happens when somebody isn't around to approve? What's the backup? **It's about having all of the business logic and customer data in a central place** that's shared by the entire organization. This is when you truly take your organization to that intelligent state. Everyone's looking at the same metric and the same data, and you're constantly learning. --- Want to read more of Ash's talk at our SEC Chief Revenue Officer conference? Find the rest of the articles here: [Dealing with fragmentation in the revenue operations cycleAsh Finnegan, the Digital Transformation Officer at Congo looks at how to approach a fragmented cycle, why it happens and her top tips for solving this.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/mahdis-mousavi-5BrLjgDAd-c-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/p/a0aff755-4db9-45b3-b4bf-71c751438dea/) [How can revenue operations benefit my customer experience?Ash Finnegan, Digital Transformation Officer at Conga, discusses the ways revenue operations can improve customer and employee experience through data transparency & alignment.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceAsh Finnegan![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/feedback-g0fa4fd7af_1280--1-.png)](https://www.revenueoperationsalliance.com/p/441261cf-e2b8-4bce-8989-4a10189a2a37/) ### How to build a revenue operations team URL: https://www.revenueoperationsalliance.com/how-to-build-a-revenue-operations-team/ Last updated: 2025-08-04T16:23:08.000Z --- Most of you are probably working through a variety of ways to build your own revenue operations teams. So what I thought I’d do today is talk about the keys to winning and building a team that's going to be successful within organizations. It's one of those roles where you can be in what I’d call an ‘order taker’ type role, where you receive all kinds of orders, and you're reacting to what sales, marketing, and customer success need. If that's the structure of your organization, then that's obviously one way that you can operate. But the other is one where you get a seat at the table, and you're adding to the strategy and innovation in building a world-class organization. And that's really what we're going to focus on today. ## What is revenue operations all about? Revenue ops is about **aligning the people, the process, and the tools so that you can standardize how your organization does business.** Build out **standard operating procedures and playbooks and follow a methodology** for marketing, sales, and customer success so that you can measure how it's working. Are you getting what you want out of your results or your people? Or is it making their job more effective and efficient? And are you doing what you need to do to help grow your customer base and retain them? After measuring, that gives us an opportunity to come back to the table and **figure out where bottlenecks and gaps exist so that we can optimize and make improvements.** When you’ve got the insights, you can also decide where to spend additional funds and money from a marketing perspective to build out territories for sales, and provide additional services and solutions through the customer success team. 👉So it's really about this cyclical process that you follow as you look to create alignment with your team. [The Power of Embedding RevOps as a Strategic Function | ROAIn this article, three senior RevOps leaders share their insights into building a revenue operations function within your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceOscar Armas-Luy![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--10-.jpg)](https://www.revenueoperationsalliance.com/revolutionize-your-organization-the-power-of-embedding-revops-as-a-strategic-function/) ## How to build a revenue operations team So how do you build a revenue operations team? There are **four key areas** that play within your department. ### Operations management Operations management is where the **strategy and alignment across the departments** happen. You help them with business processes and innovation, and there's a lot of cross-functional collaboration. You have to find a way to **provide training and change management** so that everyone can come through and **understand what the organization** is looking to accomplish and how to get to that end result in a step-by-step format. ### Insights and data team The insights team is another area that’s a hot topic right now. It’s the ability to **manage the data infrastructure, data quality**, being able to give people access in real-time with dashboards and reporting, and being able to **get the insights that those teams need** so that you can move faster and grow the organization. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_5.png)](https://www.revenueoperationsalliance.com/partner-with-us/) ### Enablement/acceleration Then there's the enablement and acceleration portion where you're really trying to **set up a playbook for onboarding your team.** When new people come into the roles in either of those three departments, you've got a **playbook so that they have a step-by-step process**, and they feel like you've been expecting them from day one. They don't have downtime, but you've got a **structured process to ramp them up in a quick and efficient manner.** ### Tools team And then the last thing is the tools team, where you're **working in alignment with the various departments** that make up RevOps responsibilities, being sales, marketing, and customer success. But you've got **dotted lines to other departments** like IT when it comes to the technology stack that you're working with. You've also got dotted lines in some of the areas that I've already talked about when it comes to HR and the onboarding process, and finance and legal when it comes to working with sales to win, renew, and retain business. --- 🗣Revenue Operations Alliance is coming to a city near you - [apply to speak](https://productmarketingall.typeform.com/to/vV0N4XPz?typeform-source=www.revenueoperationsalliance.com) & share your insights. [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_6.png)](https://www.revenueoperationsalliance.com/create-and-contribute/) ### How to overcome hurdles in your revenue process URL: https://www.revenueoperationsalliance.com/how-to-overcome-hurdles-in-your-revenue-process/ Last updated: 2025-08-04T16:23:33.000Z --- **⭐️ Kat** I'm Kat Hartigan, I'm the VP of Sales for Clari. I'm thrilled to be joined by Johnny Fianu, who will introduce himself further down in the article. In this article, we'll talk about running revenue - but what does that mean? It's how you best **govern and optimize your end-to-end revenue process to drive predictable results**. I think we can all agree that this is an important topic given the macro headwinds most of us are facing. It's particularly tough in Europe at the moment; there are so many factors to consider, from the geopolitical forces of Russia invading Ukraine to rising interest rates, inflation, subdued economic growth, and the repercussions of Brexit. The list goes on. I read recently that during these tough downturns, only 10% of companies come out stronger. So we’re going to talk about what makes a company part of that 10 in this article%. Companies often only have half a strategy to weather a downturn - what does that half look like? It's really over-indexing on cost-cutting, driving efficiencies, and the bottom line. But this is only half of the picture. In this article, we'll talk about what the **full strategy** looks like. It's very much revenue precision-based, and focused on mitigating leak and risk. **Discussion points 👋:** - Overcoming challenges in the revenue process - The importance of mining growth as a revenue leader - Best practices for mitigating revenue leak - Predictability is at the heart of sustainable growth - 3 key ways to optimize governance and collaboration Let's dive in with Johnny. 👇 **⭐️ Johnny** Hi, I'm Johnny, and I head up Revenue Operations at ComplyAdvantage, a financial crime scale-up. We've been around for nine years or so, and I've been with the business for two of those. When I joined, we had around 250 employees; now, we have around 500\. Our ARR has more than doubled, so we’ve seen some really crazy growth. Some of those tailwinds include that we're working in a regulated market. What a transaction actually means has changed. It's no longer just sending money to each other; it's NFTs, art, property, etc. In terms of the headwinds, our customers are facing the same issues that we're all concerned about in regard to the macroeconomic environment, which I think really puts a spotlight on revenue operations as a whole. What RevOps means to me is **the support right the way across the commercial function**. So as a SaaS business, that’s everything from the top of the funnel, right the way through to renewal. > I term it ‘lead to renewal.’ Each of those departments has systems, data, and processes, and the main bet with RevOps is if you can optimize all of those, then you can more effectively and efficiently meet that goal. Most recently, I've taken on the EMEA SDR team as well so I've been able to pair what's happening there with the systems and data approaches that we take. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) --- ## **Overcoming challenges in the revenue process** **⭐️ Kat** Here at Clari, we talk a lot about whether you’re going to meet, beat, or miss on revenue. And I think that in tough economic times, this is super important. It’s detrimental if you’re missing your number. Johnny, what are the main hurdles that you're facing in your revenue process? **⭐️ Johnny** I think this concept of a revenue process deserves a little bit of a primer. I like how Clari has also put a label on it, the run revenue aspect. For me, that means a coming together of the go-to-market strategy, the actual sales motion, and the prospecting methodology that you put in. It’s looking at that go-to-market strategy and actually understanding what your target segments and target accounts look like and how you’re going to meet those, and looking at your different personas and understanding who they are. As we've all been hearing from many different events and gatherings, the buying committee has changed. When I was at LinkedIn, they shared that there are **13 people and the CFO** involved in every deal. Suddenly, the personas that you're looking at have increased, so structuring that go-to-market motion is a key part of your revenue process. --- [5 ways to increase revenue with marketing automationLearn about marketing automation, how it can increase revenue and the five benefits of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/damian-zaleski-RYyr-k3Ysqg-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) --- The other side of it is the sales prospecting. What’s your methodology? What’s actually the right size for your business? Now in terms of challenges across those two areas, we've had to look at the go-to-market piece and adjust it - the macroeconomic environment has **demanded it.** We've got to get laser-focused on which segments are actually working for us and which personas are going to be involved in the deal going forward. So it becomes about adjusting that and understanding how that relationship and handover between an AE and an SDR starts to work more effectively in this environment. One of the things we've been trying to drive is encouraging the AEs to actually start to pull a little bit more weight on that side of things, and not just wait to get fed from the SDR. For example, we've seen marketing budgets reducing and inbound reducing, **so you can't rely upon that as much**. With right sizing, our go-to-market motion has been one of the challenges we've been tackling. On the sales motion side of things, our typical market is mid-market, banks, and FIS, but the product is maturing and we're stretching towards enterprise. But even without that, you need to get more qualified. So driving greater and deeper qualification has been a genuine challenge. 18 months ago, reps were tripping over and bringing the deals in. There was lots of money sloshing around for FinTechs. It was easy. Now it's much harder, so I'd say those are the two things that we're really focused on. ![](https://www.salesenablementcollective.com/content/images/2023/01/The-Alliance---SEC--low-res-_36.jpg) SEC's Sales Enablement and Chief Revenue Officer Summit in London, December 2022. ## **The importance of mining growth as a revenue leader** **⭐️ Kat** From a general standpoint, I've been doing a lot of reading into what's critical in these times, and the question is: how do you review your revenue process and systems very early on to understand where the pain and impact are being felt? In one of the articles I read, it said that the best revenue leaders mine the growth underneath their feet. This means that they apply a geological hammer to every customer segment and market, and really go deep and understand where: - a) There's the most risk, and - b) the most opportunity for upside Partner with your marketing team to really understand where you need to divert and pivot your spending. **This disaggregation gives you so much power** and also points to the fact that a broad brush approach during these tough economic times just simply doesn't work. > I think you really need to get granular. It also reminds me of the discussion we had around maintaining that investment and top of funnel. I work very closely with our Head of Marketing, and you have to make those difficult decisions about whether we can afford to maintain our top line and top of funnel presence whilst getting super savvy on driving efficiencies. We also talked about measuring performance better than we ever did, so we can really understand the ROI of every single line item and spend. **⭐️ Johnny** I love the phrasing around mining the gold underneath your feet. That's really important - zeroing in on which segments and areas are proving profitable for you and doubling down. I also think the marketing piece is a really great point. My brother works for Nestlé in the marketing department, and he shared some information with me about how **companies that are able to maintain that higher level of marketing spend come out much stronger**. This is because they've been able to maintain their presence in the market whilst others have retracted. As you exit that period, the ones which have actually maintained or even increased spend have an advantage. It's easy to say, but then you’ve got to get practical around those two sides mentioned at the start. You have to look at costs, and you have to look at doubling down on the opportunity. ## **Best practices for mitigating revenue leak** **⭐️ Kat** At Clari, we talk a lot about revenue leak. I've become quite obsessed with the expression actually, it's just so prevalent at the moment. ### What is revenue leak? **It's revenue that you and your teams have earned but haven't captured**. Johnny, what's your advice to executives on how to mitigate revenue leak? **⭐️ Johnny** It took me a little while to get my head around the concept because it meant quite a lot of different things, but I'll share an example of what really brought it home for us. As our product was maturing, we went through a period of hyper-growth, but one of the areas that we weren't as good with at the start was having visibility into usage - how much the customer is using at any particular point in time. > We could dig in and find it, but surfacing that information automatically was a real challenge. We'd be having conversations where the AE would just by chance speak to the CSM and find out that the client was actually 150% over. Now, what's the value in having that conversation at 150% versus when they were at 50% or 70%? You go in and have a proactive conversation. **And that's the leak.** It's revenue that’s on the table. Your product is working well and delivering, but you just have no visibility into what’s actually going on. What’s been transformative for us is customer success, and investing in that function is paramount. > Keeping that dollar retained is super important now. You can see how it is in new business, it’s a bloodbath. If you can keep your customers, grow and expand, and reduce churn, then you're reducing that leaky bucket. [How revenue & customer success can work together more effectivelyDiscussing the importance of close relationships between revenue & customer success teams, we present a Q&A from the Future of SaaS Festival where experts provide insights on how closer collaboration can work together to drive growth, adoptions, and of course, revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEmma Bilardi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ashkan-forouzani-m0l9NBCivuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) So for us, how do we get there? Well, the first thing was that we had to bring in systems that would gather the data properly and accurately. We brought in configure, price, quote (CPQ) with Salesforce so that quote to cash piece was all now within the CRM. We also had to invest in the CS org and invest in solutions to support them. So I'd say that getting data into one place and having a system to review the signals is **one of the most important things**. There are a bunch of aspects to the CPQ system that you need to be aware of. For example, your pricing needs to have some stability in it. We put a lot of effort into understanding and producing rate cards on every deal, so there were different tiers that a client could start to lock into. In terms of the CPQ piece, we had to make sure that we captured the pricing and volumes for every customer. And then on the customer side, it's a pretty seamless experience. As long as they've got access to reporting from their side and they can confirm it, then it's all good. So it was a mixture of ensuring that we had the right data points within our main system. We had to do a lot of work around our pricing and our rate cards as well in order to bring those two together. We have everything coming into our data lake and we use Looker as our reporting platform to then see when customers are trending. We're going to look at over-utilizing or even the reverse, under-utilizing; there's a churn signal there as well. ![](https://www.salesenablementcollective.com/content/images/2023/01/The-Alliance---SEC--low-res-_23.jpg) SEC's Sales Enablement and Chief Revenue Officer Summit in London, December 2022. ## **Predictability is at the heart of sustainable growth** **⭐️ Kat** In the context of an economic downturn, how do you drive predictable results? **⭐️ Johnny** Being VC-backed, there’s a laser focus on sustainable growth, It's demanded. It’s required. Not crazy growth and you flame out, we're talking about sustainable growth. > At the heart of sustainable growth is predictability. You have to understand what the various levers are and how they're going to react when you pull them and push them in different ways. **Now, how do you foster and drive predictability in this uncertain market?** I think the key is adaptability. Adaptability is responsiveness to change. You're adapting and responding to what you’re seeing, and that involves having data, looking at signals, ingesting them, and interpreting them. The way that we’re really tackling this and dealing in this market is **test, learn, iterate**. We build squads around particular challenges in the business, and then we obsessively look at the signals to understand if a particular approach or hypothesis that we have is working or not. If it is, let's double down, and if it's not, let’s change it. **⭐️ Kat** It's clear that the best revenue leaders really understand how to better optimize their historical data to inform their decisions and become more predictable. I was reading an article that stated that out of the highest growth businesses, the most successful organizations (startups, and VC-backed) **only half** deem themselves to be extremely efficient as it relates to optimizing that historical data to inform their Go-Forward strategy, and just **under a third** of the slower growing businesses do. > That's a concern, as there's a tonne of opportunity out there. But as a leader, historically I've always **relied on a big, very intelligent revenue operations team to serve me up a lot of analytics** as it relates to the past, and therefore my projections for the future. Now I can pull my historicals up at the click of a button, which then informs where I invest and divest my time. It's a very powerful tool in this environment. ## **3 key ways to optimize governance and collaboration** **⭐️ Kat** Johnny, we talk a lot about governance and collaboration at Clari. It would be great to understand how you optimize for that at ComplyAdvantage. **⭐️ Johnny** It’s really at the heart of trying to drive change, which I think comes down to people. You have to have the right leaders in place who will foster, promote, and drive that mindset that we've discussed, which is **to be adaptable, to understand and be responsive to the market and your customer's challenges, and to be empathetic**. --- ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ezgif-3-46f48f78cd-1.jpeg) --- After that, I believe it's transparency around what you’re trying to drive. What are your rulesets and guidance in terms of how reps work with each other, how systems are used, and the expectations you have from your leaders and colleagues around how they're going to support different elements of your mission? And then it's the systems and the enablement piece, which is one of the hardest things to drive, especially in this market where there’s a lot of technology. The tech stack that we have is a bit ridiculous sometimes, with the amount of support and systems that the sales team has access to. > I think that's going to be changing, there's a backdrop of rationalization. But it really puts into focus the requirement around enablement and making sure that there’s coherency in terms of how teams use it and the objectives that you're actually trying to drive. So the three keys to optimizing governance and collaboration for me are: - People, - Being really transparent with your guidance, approach, requirements, and expectations, - And then your systems and enablement. **⭐️ Kat** There's definitely an air of tool fatigue at the moment, so I think rationalization and consolidation are definitely important to highlight. Trying to optimize for one system that can unify your go-to-market optimization is critical too. Thank you for reading, we hope you found this helpful. --- Want to share your own insights at our next event? [Apply to become a speaker](https://productmarketingall.typeform.com/to/vV0N4XPz?typeform-source=www.revenueoperationsalliance.com) and get your expert opinion out there 🗣 ### 5 ways to increase revenue with marketing automation URL: https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/ Last updated: 2024-06-07T15:08:09.000Z *Disclaimer: This article was originally posted on our sister community,* [*Revenue Marketing Alliance.* ](https://www.revenuemarketingalliance.com/ways-to-increase-revenue-marketing-automation/) --- Marketing automation is the process of leveraging technology to automate marketing tasks and workflows. This can include email campaigns, social media campaigns, website tracking, etc. It’s a powerful tool for businesses of all sizes that allows them to automate their marketing processes, which results in increased revenue and improved ROI. [Automation](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) can help marketers focus on the most effective strategies and tactics, this allows them to be more productive and efficient in their campaigns. Additionally, automation can help marketers better understand customer behavior and preferences, allowing them to create more targeted messaging that will drive higher conversions and revenue. With the right MarTech stack, businesses can use marketing automation to maximize their revenue potential. Here are just some of the ways you can leverage marketing automation to increase revenue. - [Establish clear goals and objectives for automated campaigns](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/#establish-clear-goals-and-objectives-for-automated-campaigns) - [Invest in high-quality content](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/#invest-in-high-quality-content) - [Shorten the sales cycle](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/#shorten-the-sales-cycle) - [Maximize the customer lifecycle](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/#maximize-the-customer-lifecycle) - [Multi-channel campaign automation](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/#multi-channel-campaign-automation) [How revenue & customer success can work together more effectivelyDiscussing the importance of close relationships between revenue & customer success teams, we present a Q&A from the Future of SaaS Festival where experts provide insights on how closer collaboration can work together to drive growth, adoptions, and of course, revenue.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceEmma Bilardi![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ashkan-forouzani-m0l9NBCivuk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-revenue-customer-success-can-work-together-more-effectively/) ## Establish clear goals and objectives for automated campaigns Automated campaigns are an effective way to reach your target audience and achieve your desired results. However, it’s important to establish clear goals and objectives before launching any automated campaigns. This will help ensure the campaign is successful in achieving its desired outcome. It will also help you measure the campaign’s effectiveness so you can make adjustments as needed. Establishing clear goals and objectives for your automated campaigns will allow you to get the most out of them and maximize their potential for success. When setting these goals, consider factors such as customer segmentation, customer lifetime value (CLV), cost per acquisition (CPA), and return on investment (ROI). By setting goals that match your overall [marketing strategy](https://www.revenueoperationsalliance.com/examine-the-difference-between-strategic-and-tactical-marketing/), and how you can achieve the right outcome, you can ensure that your automation efforts are optimized for maximum ROI. [Why we need to amplify diverse voices in our companies | ROAPatrick Reynolds, CMO of BlueConic, discusses the importance of diversity, equity, and inclusion in marketing and business more broadly.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AlliancePatrick Reynolds![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/06/Meta-image--6---1-.jpg)](https://www.revenueoperationsalliance.com/why-we-need-to-amplify-diverse-voices-in-our-companies/) ## Invest in high-quality content Quality content creation is essential for any business that wants to be successful online. Investing in quality content creation can help you reach your target audience, build trust with them, and increase conversions. Generating the right kind of content involves extensive research into keywords, creating engaging copy that resonates with the user, and optimizing it for search engine rankings. Content creation also requires an understanding of how people use the internet and what kind of content they’re looking for. Video, for example, is by far the most popular type of content, with online videos having an audience reach of [92% among internet users worldwide](https://www.statista.com/statistics/1254810/top-video-content-type-by-global-reach/). However, not all business models will be well suited to video content. But alongside the classic blog article and other written formats like reports and whitepapers, there are also audio formats, such as podcasts, or even visual mediums like infographics. [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) So, where can automation come in? Not all content is for all people. No matter how well-written an article is, there are some people who just won’t sit down to read it, but they may watch a video instead. This is where segmentation and automation go hand in hand. Rather than manually sending out your content to your user base, automation software can do that for you. And when combined with [AI technology](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/), it can even determine who among your audience responds most positively to certain types of content, and automatically send them more of that content type in the future. We all know audiences want [more personalization from companies](https://www.insiderintelligence.com/content/spotlight-marketing-personalization). So, by utilizing automated content distribution and AI software, you’ll be providing your audience with only the content they’re interested in, which in turn keeps them interested and less likely to unsubscribe from your messaging. [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ## Shorten the sales cycle Automation is the key to shortening the sales cycle and increasing revenue. Marketers can save time and money by automating processes like email marketing, content creation, lead nurturing, customer segmentation, and more. By leveraging automation, marketers can focus on activities that directly drive revenue. Automation can help nurture leads from the top of the funnel down to the bottom. It can identify the activities of each lead on a company’s website, track their engagement with email campaigns, look at all their social media interactions with the brand, and then compile all this information to ensure the most relevant messaging is pushed toward them via email, social media, etc., at the right time. With all this data to hand, marketing automation can speed up the process it takes for an individual to go from prospect to buyer, freeing up both marketers and the sales team to focus on even more leads, allowing them to drive more revenue. ## Maximize the customer lifecycle With an automated system, your power to analyze customer data increases exponentially. With automatically generated, detailed reports, you can more easily identify patterns within your user base, so you can maximize the customer lifecycle with up-selling and cross-selling. Thanks to the comprehensive dashboard provided by your automated system, you’ll have a complete overview of a lead’s behavior, purchase history, and post-purchase activity. All this information is not only invaluable for the sales team, who can push the most relevant products and services, but marketing can also use this information to better understand their customers and determine what kind of marketing materials might help influence future purchasing decisions. When you get the most from each customer, you can generate more revenue and a higher ROI for your marketing efforts. [How predictive lead scoring can help your businessPredictive lead scoring optimizes the sales process, maximizing the potential of your leads. This article discusses the importance of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/jorge-franganillo-QJCJYfC1uzw-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) ## Multi-channel campaign automation It’s not enough for a marketing campaign to be limited to just one channel. Campaigns need to be launched across multiple channels and platforms. While a large audience base can be found on any platform, you significantly increase your reach by casting your net wider across the web. Thanks to marketing automation, this is no longer such a monumental task. With targeting and segmentation, you can coordinate your campaigns across multiple channels and send highly relevant product recommendations to the right people through targeted ads, push notifications, social messaging, and more. By automating some or all of these processes, you can better monitor and track your campaigns across many platforms, and evaluate how they’re performing. It takes care of some of the more time-consuming aspects of marketing and provides prospects with a better experience. ## Final thoughts Marketing automation can be a fantastic investment for businesses of all sizes. When executed effectively, it allows companies to achieve their marketing goals and boost revenue, while freeing up marketers and the sales team to focus on those more [creative tasks](https://www.revenueoperationsalliance.com/the-importance-of-building-a-creative-culture-as-a-cmo/) that can’t be automated. --- 👉 Want a place to discuss all things RevOps? Get all your questions answered by RevOps experts. Share, collaborate, and network - Join our [community](https://www.revenueoperationsalliance.com/revenue-operations-community/) today! [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Why revenue operations is vital for managing business growth URL: https://www.revenueoperationsalliance.com/why-revenue-operations-is-vital-for-managing-business-growth-2/ Last updated: 2023-11-17T10:48:54.000Z *Disclaimer: This article was originally posted on our sister community,* [*Sales Enablement Collective*](https://www.salesenablementcollective.com/why-revenue-operations-is-vital-for-managing-business-growth/)*, and was presented by *Patrick Franciotti* at the Revenue Acceleration Festival in May 2022\.* **Patrick*, the Senior Manager of Revenue Operations at Ontra, talks through the importance of including RevOps in your business.* --- ## The challenges associated with exponential growth The word **scale** is often thrown around a lot depending on the size of the company or industry. It's certainly a buzzword. But I figured that the best way to describe it is to give a little bit of insight into our own experience here at Ontra. When you have exponential growth, there are lots of new challenges that get created. Below, you'll see a chart of Ontra’s own employee growth in the last 10 years. You can see pretty clearly that in the last two years, we've hit a different level of hiring and growth. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/2ontraemployeeg.png) As we're growing, a number of new challenges will arise, and we're only just seeing the tip of the iceberg with this. There are many more hiring plans in place and lots of interviews going on; there are **changes left and right**. > As such, one of the most important things we can really focus on is building that structured process within our company. I joined the company in 2020, when we had around 35 employees. And you can see from the chart that within the last two years, we've really accelerated that growth. Some of the challenges that we see at any company are that there are a lot more people. We’re growing into new regions, we’re creating new roles, and we’re segmenting. There are also new managers and stakeholders. One of the most important things that **we're focused on in revenue operations (RevOps) is creating alignment and strategy between the different teams** and serving as that bridge. As you're getting more people, it becomes increasingly difficult to keep that alignment and structure without losing any of that communication or being able to stay on the same page. On top of the people, growth's biggest impact is on new products and data. There is a tonne of different things that every operational team is tracking, analyzing, and trying to improve. As you add more people and a company gets bigger, you're in new regions, you have new team members, new roles, and all of that data is multiplied at an exponential level. We're always trying to make sure we never lose that alignment between all of our different teams for the data we're tracking, the products our company is selling, and the people we have at the company. > We ensure everyone’s in lockstep in completing all our company's most critical objectives. On top of getting more people, products, and data, **we also get less access**. It’ll become more challenging to access all the stakeholders you need to support. Whether it’s your own manager or someone at the C-suite level, the bigger you are, the harder it will be to access different stakeholders to create that line of communication and ensure everyone's on the same page. So this **growth is pressing the boundaries when it comes to keeping alignment.** And one thing we'll talk about in this article is how RevOps keeps that structure and makes sure we don't lose that alignment. Another thing that **we lose a bit of is agility**. The bigger the company and bigger the team, the harder it is to make changes quickly and seamlessly. At Ontra, we tried to plan our RevOps department ahead of the expected growth we were planning to see at the company. [How predictive lead scoring can help your businessPredictive lead scoring optimizes the sales process, maximizing the potential of your leads. This article discusses the importance of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/jorge-franganillo-QJCJYfC1uzw-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) **The bigger it is, the harder it is to change it**, so we wanted to make sure that we could put the right team in place at the right time to get that foundation in place before any of this exponential growth started to take place, and build that foundation for all our different go-to-market (GTM) teams. **One of the most important things you're losing is time**. There are a tonne of things going on whether a company consists of five people or 200 people. And as you can imagine, the bigger you are, the more difficult that gets. When you’re trying to find time on people's calendars, trying to be flexible in terms of changing processes or implementing a new tool, this time aspect becomes very difficult in being able to manage. > So this **growth is pressing the boundaries when it comes to keeping alignment.** There's a tonne of stuff going on across every department of the company. Even with a five-person company, you see this challenge already of trying to find time, with people trying to make everything work at the same exact time as you’re hiring. We're always trying to be more efficient; we don't want to waste anyone's time. **So to us, part of that efficiency comes from forming a RevOps team.** It's a relatively new team, and not just at our company. ## **What is RevOps?** The RevOps department is evolving, and the way we describe it at Ontra is: > **Creating strategic, operational alignment across the prospect-customer-supply lifecycle to maximize efficiency, transparency, and profitable and predictable revenue growth.** This might sound like a lot of buzzwords, but we were very thoughtful in coming up with this definition of RevOps. This might not be relevant to all companies, but this was the definition that made the most sense for us. **Efficiency, transparency, and profitable and predictable revenue growth** are the areas where our team needs to make an impact. We're trying to make sure we can do all these things ahead of time. We're always trying to make sure that we can create that structure and process that will allow our company to scale and grow without really challenging obstacles that will be more difficult to overcome or change as your company or team gets bigger. [Is revenue operations the new key to unlocking growth?Leore Spira discusses changing organizational structures and explains the benefits, structure, and challenges of the RevOps functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/kelly-sikkema-Nel8STCcWy8-unsplash--2-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) ## **Why do we need RevOps?** Although we know what RevOps is and were very thoughtful about how we defined it, the bigger question remained: **Why do we need it?** We already have people doing operations; we have sales ops and marketing ops, so why are we creating this new RevOps team? Is it just a fancy way of combining a whole bunch of different people? You may think that at first, and it's a valid question, but some of the changes that we've already seen as a RevOps team here at Ontra have made a huge difference, and **I really want to outline what the *before* and *after* look like for our team and for our company.** > Ensuring alignment is extremely time-consuming and can be very difficult when all these different teams are working on different processes. We're not communicating in the best way, and it's a little scattered, but what we can do **with the RevOps team is align all these go-to-market teams and create that profitable revenue growth through the optimization of our multiple funnels.** Every company’s **funnels may be a little bit different**, but this is a pretty solid framework that we use to help understand the flow of our business and the flow of the processes that the RevOps team is trying to support. Without the revenue operations team, you have the sales ops, marketing ops, and customer ops teams, but it's much more challenging to scale those processes across all of the GTM functions. We have individual departments that are all focusing on *their* goals and objectives. But what becomes more challenging is understanding the impact and **the ripple effect that some of those processes or changes may have across all of our GTM teams**. > RevOps aims to connect all these and create a scalable team and a scalable process that will put together the entire customer lifecycle from prospect to expansion. As a RevOps team, we're **trying to create that transparency from the moment a company is out there** in our total addressable market, so we can fully expand that customer and get as much wallet share from them as we possibly can. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara discusses how to gain trust in your reporting and answers some of your burning questions about the RevOps function.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah O’Meara![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/austin-distel-DfjJMVhwH_8-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/revopsproblems-reporting-analyzing-and-presenting-data/) With those siloed teams, it becomes much more difficult. But with a RevOps team, we think we have the right structure to connect all these processes and enable all of our **GTM teams to do what they do best and not focus on things** **outside their day-to-day.** **Blind spots exist across all ops teams when you're not centralized** or working in a cohesive manner. People are using different tools; you're maybe operating with different data, different definitions, and different KPIs.Before we had revenue operations at Ontra, I noticed this and was almost at the forefront of why we needed revenue operations. I talk about opportunity all the time, and it can mean a million different things depending on who you're talking to. So it's very important to **have a team like RevOps that can create that transparency and enable that accessibility into all of our sources of data.** As such, it's much clearer what we're talking about when you have a team that is that centralized resource to make sure that everybody understands that word, opportunity. > We want to make sure that everyone has access to the right data and can make the right decisions at the end of the day. Suppose you don’t have that structure and have data scattered across different sources without a solid understanding of these definitions. In that case, it can be misinterpreted and defined differently - that creates more time spent trying to align and figure out who's talking about what. **With these shared definitions and KPIs, we’re enabling as much strategic decision-making as we possibly can**. The best we can do is to make decisions that we feel are the best choice for our company, and a lot of that comes from making those decisions with data. Using different kinds of data makes it a lot more difficult to understand the impact of these decisions, trying to forecast and determine what might happen if we do X or Y. If you're not all speaking the same language, whether it's about an opportunity, a revenue metric, or a financial metric, it will create a lot of misalignment. And it's definitely challenging to course-correct those kinds of issues. ## **Ontra’s RevOps mission statement** **It's very critical that we align on what we're trying to do as a RevOps team**. We put a lot of time into trying to come up with our mission statement. What are we really trying to do as a RevOps team? So we've come up with five different goals and objectives that we think our team is responsible for. ### Align on a common set of KPIs > Increasing that alignment is absolutely critical to the success of our team. Having those **shared definitions is so important**, that everyone is speaking the same language and we always understand what the other stakeholders are talking about. That we can facilitate this data, understand that we're all using that same data, and there’s no confusion about an opportunity or a new customer. ### Ensure key GTM data is reliable, complete, and easily accessible This is so all of our GTM functions can operate effectively. This probably seems a little obvious, but it’s very easily lost when you have a number of different operations teams potentially working in silos or in a non-RevOps structure. > If you're not able to support your GTM functions, sales, marketing, or customer operations, that's what we're here for. **We're not selling the product**, but everything we're going to do is to enable those teams to do what they do best. **We want to free up their time to help them be as efficient as possible.** ### Enable end-to-end visibility of the customer lifecycle This helps us understand the profitability of different customer segments. This is where we're starting to get a little bit more prescriptive for our RevOps team. We’re able to provide recommendations, be consultative, and understand the most important levers and drivers of increasing that revenue growth. This takes time; it's not something that pops up overnight. You certainly won't be able to identify these kinds of drivers immediately without all these other things that we've been talking about like alignment, structure, and sharing the same data and definitions. Our entire job is to understand and create the structure and alignment. ### Assess the effectiveness and ROI of all GTM activities **This is arguably the most important thing that we need to do as a RevOps team.** This is so we can improve resource allocation and determine what's working and not. > This is really at the crux of what RevOps is supposed to be doing. At the end of the day, our job is to support the business in as many ways as we can. And the number one way, in my mind, is figuring out the ROI. What’s working and what’s not working? Whatever is working, let's put our foot on the gas and speed that up; whatever isn’t working, maybe we need to pivot a bit and rethink what we have going on here. And we are the team to rethink that. We are the centralized, structured, aligned operational team that has the expertise and processes in scaling, growth, and making sure these boundaries don't break between all of our different GTM teams. ### Improve GTM processes and handoffs between GTM functions. This is again putting us in this centralized place where we are the experts in making sure these processes run smoothly. > Whether you're at 50 employees, 200 employees, or 1000 employees, these handoffs don't change. There are definitely points in our GTM processes that we need to go from sales to account management and from marketing to sales. Those handoffs are critical and can create huge value for our different teams. Not being able to hand these off correctly or losing time between all these could be the difference between 10 customers and 20 customers. **We really want to make sure that all of these handoffs are seamless, and we're freeing up our teams to focus on whatever is most important in their job**. For sales, we want to make sure that they can focus on selling. That's why they were hired here, and that's what we rely on them for. We don't want them to focus on who to hand things to. *"Where does this opportunity go next? Where do I log this data? Does it log automatically?"* These are all different kinds of questions that I think people may ask if you're not having seamless handoffs and creating that alignment between all the different teams. So we've come up with this mission statement as a RevOps team here at Ontra.I think every team and every company can probably come up with something that’s a little different, but the main goal of a RevOps team is more or less similar as you go from company to company, depending on the size and the industry. ## **The importance of getting buy-in for your RevOps team** As a RevOps team, not only do we need to understand what is and isn't working, we need to figure out how to accelerate what is working, and we need to figure out how to improve what isn't working. Our whole job is to support these GTM functions. I really try to make this evident with our own team. **Our RevOps team is here to help and provide strategic recommendations based on our own expertise in understanding these processes.** We’re almost like an encyclopedia of our own business, knowing the who, what, where, why, and how of all these different processes we have going on. One example I always use is **prospecting.** **What do I do if I want to prospect someone? Where do I go to find them? What happens when I find them? What do I do if I want to email them? How do I measure any email data?** It's a really simple activity that’s found throughout any company you're working for. But I think it serves as a great example of understanding these questions that we're asking, the who, what, where, why, and how of all the different things that we do. As a RevOps team, we’re centralizing that knowledge and expertise to ensure that what's happening at the top of the funnel is not impacting what's happening on the other end of the funnel from an expansion or the customer side of the business in a negative way. We've seen a lot of success so far with our revenue operations team. It's a newer structure that many companies are going through, and luckily here at Ontra, we've had a tonne of support and guidance from the entire company. We’ve been lucky to have that kind of enablement, and to increase that adoption and understanding of what our RevOps team is even doing. > It's very important that you have that buy in, and you have colleagues, co-workers, and stakeholders that really understand what the RevOps team is trying to do. Centralizing a team like this can be challenging and can certainly have its own setbacks if not done correctly, and we're still figuring it out. We're a newer RevOps team, and nothing is going to be perfect the first time you try it, but I think that's the essence of what we're trying to do. As much as we're supporting the other GTM functions and trying to free up their time, we also need to figure out *our* processes within our RevOps team. Who's doing what? Where do we draw the lines to figure out what RevOps is doing versus what the sales team is doing? That is a crucial component of understanding how effective we can be. > At the end of the day, we need to drive value, and we need to create an impact. Being a centralized team, we want to make sure that we can be those trusted support team members and operational experts. We need to build that trust, and we need to earn that trust from our different stakeholders. ![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/chris-liverani-9cd8qOgeNIY-unsplash.jpg) "We need to build that trust, and we need to earn that trust from our different stakeholders." If we don't have that buy-in from the different teams that we're supporting, we're running in circles here. **So above all else, ensuring that you have that alignment, communication, and structure with all the teams you're supporting is critical to making sure your RevOps team is successful.** As I said earlier, we've been lucky that our RevOps team has had this kind of support from our different stakeholders, helping us understand their needs and how we can drive value for them and create that impact. It has been the biggest help in getting this team up and running, figuring out where we make these impacts, and what's most important for all these different stakeholders. > We've had all that support and buy-in, which has helped us succeed and hit the ground running from a RevOps team perspective. ## What does the future of RevOps look like at Ontra? I'm really excited for the rest of our year here at Ontra. We have a bunch of new employees; we’re a growing team and a growing company, so there'll be plenty more challenges for sure. But I think one thing we've done at the right time was create this RevOps team. We put that foundation in place to ensure that as we start growing even more, none of this alignment breaks, and none of the structure falters in any piece of the puzzle in our GTM function. We’re really excited because the company has a RevOps team to take on the rest of our objectives for 2022\. I think the sky's the limit for us or for any revenue operations team; the value that we can all create is so immense that it’s fun coming to work, it's fun supporting these different teams, and it's fun finding new insights. Thank you for reading; I hope you found this useful. --- Can't get enough of RevOps? Check out our latest 👇 [Is revenue operations the new key to unlocking growth?Leore Spira discusses changing organizational structures and explains the benefits, structure, and challenges of the RevOps functions.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceDaniel O’Dowd![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/kelly-sikkema-Nel8STCcWy8-unsplash--2-.jpg)](https://www.revenueoperationsalliance.com/revenue-operations-the-new-key-to-unlocking-growth/) [How predictive lead scoring can help your businessPredictive lead scoring optimizes the sales process, maximizing the potential of your leads. This article discusses the importance of implementing it into your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Wesson![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/jorge-franganillo-QJCJYfC1uzw-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/) [What is revenue operations?This article aims to give you the quickest run down on all things RevOps and highlight the benefits of implementing Revenue Operations in your business.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/lxrcbsv-vVHXeu0YNbk-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) ### How predictive lead scoring can help your business URL: https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/ Last updated: 2024-06-07T15:31:00.000Z **Disclaimer:* This article was originally posted on our sister community,* [*Revenue Marketing Alliance*](https://www.revenuemarketingalliance.com/how-predictive-lead-scoring-can-help-business/)*. In this article, we define lead scoring and discuss the benefits of implementing it into your business.* --- Predictive [lead scoring](https://www.revenuemarketingalliance.com/demand-gen-vs-lead-gen-difference/?ref=revenueoperationsalliance.com#what-is-demand-generation-vs-lead-generation) is a powerful tool that helps optimize the sales process and maximizes the potential of your leads. By using predictive lead scoring, you can quickly and accurately assess the potential of each lead and prioritize them based on their likelihood of conversion. This allows you to focus your resources on the leads that are most likely to convert, increasing your chances of success. Additionally, predictive lead scoring can provide valuable insights into customer behavior that can be used to further refine your sales process and optimize it for maximum efficiency. In this article, we'll discuss how you can make the most of your predictive lead score data and use it to optimize your sales process for success. We cover: - [What predictive lead scoring is and how it works](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/#what-is-predictive-lead-scoring-and-how-does-it-work) - [Benefits of predictive lead scoring](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/#benefits-of-predictive-lead-scoring) - [How to implement a predictive lead scoring system](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/#how-to-implement-a-predictive-lead-scoring-system) - [Get ready for predictive lead scoring](https://www.revenueoperationsalliance.com/how-predictive-lead-scoring-can-help-your-business/#are-you-ready-for-predictive-lead-scoring) ## What is predictive lead scoring and how does it work? Predictive lead scoring is an [AI-driven](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) process that uses customer data to determine the likelihood of a lead converting into a customer. By leveraging machine learning algorithms, predictive lead scoring can accurately predict the probability of a lead becoming a customer. This helps sales teams prioritize leads and focus their efforts on those that are likely to convert. Predictive lead scoring takes into account a combination of factors such as past purchase behavior, website engagement, demographic information, and more, of existing and potential customers, to generate an accurate prediction of conversion probability. By utilizing this technology, companies can optimize their marketing campaigns and increase their return on investment (ROI). [The benefits of incorporating ChatGPT in your RevOps stackHow can artificial intelligence such as ChatGPT aid you as a RevOps professional? From data analysis to lead generation, ChatGPT might be the next thing to add to your tech stack.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceHannah Pegram![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/04/possessed-photography-jIBMSMs4_kA-unsplash--1-.jpg)](https://www.revenueoperationsalliance.com/the-benefits-of-incorporating-chatgpt-in-your-revops-stack/) Before this technology, sales teams were largely using their own best judgment about which customers to contact. Demographical data was used to rank customers on a scale of most likely to purchase to least likely. But the problem with this subjective process is that it’s not accurate, and it can let quality leads slip through the cracks. By utilizing machine learning for predictive lead scoring, you take the process a step further by analyzing data to predict future outcomes. It helps remove human error or bias leaving just the raw data to make more accurate predictions. ## Benefits of predictive lead scoring Predictive lead scoring is an invaluable tool for companies as it helps them identify and prioritize the most qualified leads that have the highest potential for success. The predictive lead scoring models will also help the sales team decide if they should pursue a high-value or low-value opportunity. They can then use the data to prioritize how many of their resources they should devote towards each opportunity, giving them an idea of which opportunities have the highest potential for success. Here are just some of the **benefits of predictive lead scoring:** [Using Generative AI in your revenue operations strategy | ROAHow can Generative AI change your RevOps strategy to increase your revenue growth and delight your customers? Read on to find out.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--8-.jpg)](https://www.revenueoperationsalliance.com/using-generative-ai-in-your-revenue-operations-strategy/) ### Helps marketing and sales alignment [Misalignment between sales and marketing](https://www.revenueoperationsalliance.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) is an issue for many organizations, especially when it comes to leads. Sales may feel like they’re not getting very good leads from marketing, and marketing may not understand why that’s the case, and this can cause friction between the two teams. By implementing predictive lead scoring, you improve the quality of leads sales are reaching out to, increasing the chance of a conversion. This in turn will encourage better collaboration between marketing and sales, as they’ll both be able to reap the benefits of more accurate lead scoring. ### Eliminates human error No matter how good your team is at analyzing potential customers, there will always be inherent biases that just come with being human - they can never be completely objective. When you use a computer algorithm, as you would for predictive lead scoring, to do those analyses for you, it removes that inherent human judgment for more accurate results. ### Saves time by producing quick results By [automating](https://www.revenueoperationsalliance.com/5-ways-to-increase-revenue-with-marketing-automation/) your lead scoring system, you free up loads of time for the sales team as they no longer have to manually vet potential customers. The results will come considerably faster than if a person was manually doing all that work. So you’ll receive high-quality, data-driven leads in a fraction of the time, and have even more time for your sales teams to follow up on those leads. ### Constant improvements As time goes on, you’ll collect more customers and therefore more data. And the more data you have, the better your predictive lead scoring model will be, as it has more data points to work with. So it’s not just a case of leaving the system to run and letting it be, it will actually continually improve and get better all the time as it has more and more leads to work with. So your marketing and sales teams will see the benefits and watch as the process becomes more effective and efficient. [Unlock the power of RevOps automation | ROALooking to save time in your RevOps workflows? Automation can help you drive revenue growth while saving your precious time and money.![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/size/w256h256/2023/02/Revenue-Operations-Alliance-favicon.png)Revenue Operations AllianceRebecca Stewart![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/07/Meta-image--7-.jpg)](https://www.revenueoperationsalliance.com/unlock-the-power-of-revops-automation/) ## How to implement a predictive lead scoring system So, now you know about all the cool stuff predictive lead scoring can do, how do you get started? You’ll need software that seamlessly integrates into your [current CRM](https://www.revenueoperationsalliance.com/unlock-your-revenue-potential-with-strategic-salesforce-integrations-2/), so the machine learning technology has access to all those data points so it can start identifying your best leads. It makes its [forecasts](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) based on historical and existing data so it can calculate the likelihood of conversion. The machine learning algorithms process the data to discover patterns and then determine which attributes and combination of attributes indicate a likelihood of conversion. Once the attributes are selected, a number of models are created and tested to pick the one that gives the most accurate probability of conversion for each lead. As more leads enter the system, the model adjusts its attributes so it’s continually improving and learning, getting more accurate over time. Here are some examples of the key data points used in predictive lead scoring: ![Key data points used in predictive lead scoring](https://www.revenuemarketingalliance.com/content/images/2023/01/Key-data-points-used-in-predictive-lead-scoring.png) You might use predictive lead scoring software from a platform like HubSpot or MadKudu, as they have the benefit of being easier to use and less expensive than building your own custom engine from scratch. However, building your own does have the benefit of being able to build your own data infrastructure that you have full control over. ## Are you ready for predictive lead scoring? There’s one key thing you really need to get started with predictive lead scoring: data. The machine learning process begins with the gathering of [data](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/), and while it can be helpful to use public datasets, you ideally need historical data about your sales activity so you can better understand what kind of leads become sales. So if you haven’t logged your customer behavior and profile information, you may not have what you need for a predictive lead scoring model. Remember, these models can work with much more data than a person ever could manually. So the more data you have, the better. When it comes to building the model, you will need an in-house skilled individual like a data scientist, or you can opt for a pre-made platform. Whichever you choose, you’ll need someone who can build, integrate, and maintain the engine. ## Final thoughts By using predictive analytics, organizations can gain insights into the behaviors and attributes of their target customers, allowing them to create a scoring system that accurately predicts which leads are most likely to convert. Implementing such a system can help organizations save time, money, and resources by focusing their efforts on the most promising leads. --- Want to learn more about RevOps? Join our community on Slack.👇 [![](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2023/02/ROA_Generic_Webiste_CTA_Banner_--1-.png)](https://www.revenueoperationsalliance.com/revenue-operations-community/) ### Chief Revenue Officer Summit New York - March 16, 2023 URL: https://www.revenueoperationsalliance.com/chief-revenue-officer-summit-new-york-march-16-2023/ Last updated: 2023-10-27T14:46:18.000Z **Date** | March 16 **Venue** | The Convene, 117 West 46th Street, New York ### What is the Chief Revenue Officer Summit? The Chief Revenue Officer Summit is coming back to New York. The summit will assemble revenue leaders from the world’s largest companies and most exciting startups from the East Coast to share success stories, experiences, and challenges of Chief Revenue Officers tasked with leading new pathways to growth. Harness the power of in-person events, form genuine connections, and create valuable relationships. Make your next hire, find your mentor, and get practical advice. Become part of the community. [Get your ticket ](https://world.salesenablementcollective.com/location/cronewyork/) **Speaker line up** **The playbook for revenue growth** In this conversation, revenue experts will be guiding you through how they have achieved growth early on and continued this success into the hypergrowth phase of their orgs. **The secrets to boosting sales productivity in 2023** This conversation will be exploring how revenue leaders have employed the right tactics to ensure maximum productivity across the sales org to drive revenue across the business. **Talent strategy: How to hire (and keep) the right talent** This conversation will be exploring the different bottlenecks affecting employees and how you can create a culture that not only attracts top talent, but retains them and beats the competition. --- Agenda highlights: 📍The keys to RevTech success in 2023 📍The talent formula for future success 📍The secrets to boosting sales productivity and driving revenue in 2023 📍Talent strategy: How to hire (and keep) the right talent 📍Tackling the biggest challenges faced by revenue leaders 📍Building a world-class revenue-enablement function for sustainable growth 📍Women’s impact on the C-Suite 📍The playbook for revenue growth 📍Selling through a slowdown 📍Sailing without navigation: bad data means lost revenue [Get your ticket ](https://world.salesenablementcollective.com/location/cronewyork/) ### Revenue Operations Summit New York - March 16-17 URL: https://www.revenueoperationsalliance.com/revenue-operations-summit-new-york-march-16-17/ Last updated: 2023-10-27T14:46:57.000Z Date | March 16-17 Location | Convene, 117 West 46th Street, New York ### What is the Revenue Operations Summit? Great ideas don't happen in a vacuum! 🔭 Our summit series invites you to step out of your office and spark your inspiration. With curated discussion panels and actionable keynotes, you're sure to return with a fresh perspective on your products and a game plan for growth and development. [Get your ticket ](https://world.salesenablementcollective.com/location/revenueopssummitnewyork/) In March 2023, the Revenue Operations Summit will assemble the largest gathering of RevOps professionals from the world’s largest companies and most exciting startups on the East Coast to share the success stories, experiences, and challenges of those who drive consistent and predictable interactions across the customer journey. **Speaker line up** **The keys to RevTech success in 2023** Setting up your tech stack isn't a simple task. From identifying the areas tech is needed, to evaluating different vendors, to then rolling out the new solution, the process isn't simple or quick. This session will be your guide to separating the 'nice to haves' from the essentials in order to reduce your spend and streamline your tech stack. **Tactics for accelerating pipeline growth** In this session, our panel will be diving into the ins and outs of pipeline growth and how you can speed up the process of an account going through the sales funnel. **From specialist to VP. How to navigate a career in RevOps** This panel will sharing how they moved up the ranks in RevOps, what the different paths look like, and how you can get a hold on your career and find the role that's right for you. --- **Agenda highlights** 📍Demystifying the world of RevOps careers 📍The evolution of RevOps. What’s next? 📍Accelerating pipeline growth 📍Connecting the dots between RevOps and enablement 📍The do’s and don’ts of growing a RevOps team 📍Addressing the biggest challenges facing RevOps leaders 📍#RevOpsProblems: reporting, analyzing, and presenting data 📍The keys to RevTech success in 2023 📍Leveraging the power of data to drive alignment 📍This is the way: how RevOps should use data to lead GTM decision making 📍Solo RevOps: building the function as the first hire 📍Developing and refining your RevOps strategy 📍The intersection of data and sales enablement 📍Strategies that drive alignment between GTM teams 📍Embedding RevOps as a strategic function in an organization 📍The future of revenue operations [Get your ticket ](https://world.salesenablementcollective.com/location/revenueopssummitnewyork/)