This article comes from Sandip Patil’s insightful talk at our San Francisco 2024 Revenue Operations Summit. Check out his full presentation and our wealth of OnDemand resources.

As a revenue operations leader 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 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 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.