AMA: HubSpot Vice President of Revenue Operations, Sowmya Srinivasan on Revenue Strategy Execution
May 1 @ 10:00AM PST
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HubSpot Vice President of Revenue Operations, Sowmya Srinivasan on Revenue Strategy Execution
We will email you Sowmya's answers
to these questions after the event in case you can't make it.
Questions must be topic related and not promotional. (250 character limit)
Top Questions
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.
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.
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?
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.
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.
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.
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.
What are some ways I can leverage partnerships and community sponsorships without a huge budget?
I made a short list of communities and micro influencers that I planned to explore but I just got word that the budget has been drastically cut.
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?
How do revops leaders quantify the metrics of success? What does a good year look like according to you?
My company, Sonar, works with revops teams to make salesforce the most effective tool it can be to streamline GTM ops. As a salesperson, sometimes I find it hard to quantify the benefits of my product. I look forward to hearing how a revops leader quantifies the value of a tool that saves your team time on scoping, cleaning tech debt, having a comprehensive data dictionary, and fixing breaks much faster.