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Cambria Moreno

AMA: Highspot Director of Revenue Operations, Cambria Moreno on Revenue Strategy Execution

May 31 @ 10:00AM PT

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  1. As a RevOps leader, what is the tool you can't live without?

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    Salesforce would be my number one answer but probably the answer of everyone. Outside of that you really need a robust and well built analytics tool. At HIghspot we are leveraging Tableau but I have seen various tools throughout my career. I think the key to having a good analytics tool is it helps drive your decision making. The biggest complaint I get from key Revenue stakeholders is RevOps is not proactive enough. I do agree with them as we are originally built to "keep the lights on" but as ...Read More

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  2. How do I decide which tactical piece to implement first in our strategy for revenue engine?

    I have developed our first company strategy for our revenue engine and I have buy-in at the exec level.

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    Pipeline is a leading indicator of success so I always believe you should start there. You need more time, money and effort in generating pipeline than you do in closing deals as you kick off a revenue engine. I would start by making sure you have a clear marketing strategy, rules of engagement with your incoming interest and a solid development team to prospect. Your first closed deal is going to come much later in your strategy and you will need a decent number of at bats depending on your win ...Read More

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  3. What is the best format to create a data dictionary for the company to align everyone on terms so we speak the same language?

    I was thinking of creating this as a word doc and sharing.

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    This answer depends on what sort of tools you have available to you. I think a google doc with key terms and definitions is always the quickest solve. Wherever you can incorporate these terms will help reinforce aligning the company. Outside of a google doc and sharing it you should take those terms and make sure they show up in all your presentations, your help text in SFDC and your training and enablement of your field team.

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  4. How do I ensure that the revenue dashboard is accurate and updated in a timely manner?

    I am working on our first revenue dashboard and I want it to be as accurate as possible. I am building it in Salesforce and using the opportunity stages as percentage indicators towards closed won. This is a new process and I am finding that the sales team is not updating the stages in a timely manner which is impacting the dashboard.

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    Forecasting rigor and hygiene will be critical to your success. If you are just getting this dashboard off the ground I would make sure there is a component of the dashboard that speaks to the last time an opportunity was updated. Additionally, if you are tying stages to a business forecast you should make sure you have a regular live sync or a regular push of information to your key stakeholders to state what you are forecasting. When they come back with a feeling your number is low you can exp ...Read More

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  5. What are the long-term metrics that you prioritize reviewing in running your organization?

    I believe organizations that I have been a part of spend too much time prioritizing short-term metrics (pipeline, forecast, YoY growth, etc.), and I notice this is especially true when creating deep partnerships with Sales leadership. What do you look at to determine the future health of your organization (ex: new logo wins, # of partner wins and contribution, growth in pull-through services)? How do you balance focus on short and long-term health?

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    Your metrics are divided into run the business and long range plan.

    Run the business:

    • Pipeline generation

    • Forecasting Accuracy

    • Win Rates

    • YoY Growth

    Long Range Plan:

    • Competitive Win Rate

    • Partner Revenue & Growth

    • Revenue role productivity

    • Profitability - big one in our current market

    • Total Addressable Market

    There are a variety of others but the real difference is what will sustain your business vs meet your annual targets.

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  6. I am in the first phase of the execution of my strategy and we hired a new sales leader who wants to make big changes to our tech stack and rev strategy. What’s the best way to handle this situation?

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    Often times this happens due to not really understanding the value of what you have built. Revenue Operations should be a consultant to our stakeholders on best practices but also make sure we listen. I would first listen and understand where they feel there are issues with the strategy you have built. You likely need to find some sort of common ground with your leadership on cost to rip and replace your strategy and pros/cons of changing directions.

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  7. How do I get my marketing leader on board if automation is key to my strategy?

    My marketing leader was on board with my strategy and helped me craft it but now that I have started creating process flows in the MAP they are saying they want to own any process changes and decide when they will be implemented.

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    Marketing Operations should fall under the scope of Revenue Operations and that is where a lot of automation decisions are made. If that is not the case at your organization you need to drill into the concerns your marketing leader has for why automation is not their path of choice. Often times this is an issue of control and nerves around where the data sits and how it will be consumed. If you can position the automation as a net positive to their ROMI (return on marketing investment) they will ...Read More

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  8. The first phase of my revenue plan involves overhauling the handling of all inbound leads. This will take at least 2 months to implement. What’s the best place to start with this to minimize the pain that the sales and marketing teams will feel?

    I was thinking about starting with the lead source fields and routing automation.

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    The best place to start will be with lead scoring or prioritization so the team has direction in how they handle different types of leads. Next I would work on your routing rules and getting alignment with the sales organization. This is usually the hardest thing to build if you want it to be automated.

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  9. How long is appropriate to plan for the initial implementation of the revenue strategy?

    The C Suite wants an estimation and I am not sure where to target.

    Cambria Moreno
    Cambria Moreno

    The Riverside Company Director of Revenue Operations • 3y

    This will highly depend on what sort of headcount you have in place. In order to get basic infrastructure built it would take roughly a quarter to map out things like sales methodology, sales process, marketing philosophy, incentive compensation, etc. If you have a quarter to focus on flushing all of this out then you just need to hire to plan and execute.

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