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.
Ella Harrison
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.
Rebecca Stewart
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.
