AMA: MURAL VP, GTM Strategy & Operations, Kayvan Dastgheib on Influencing the C-Suite

There is a behavior the RevOps teams of all seniority levels can work on, and should constantly work to improve.  We have a tendency to assume everyone can read the data like we do, and we send reports when instead we should have sent insights.  But, what exactly does that mean? Let us explore an example. RevOps, as a data centric profession, means that we are closer to the numbers that define business performance more than most other teams within the organization. As a result, that familiarity ...Read More

Short version, RevOps stakeholders evolve as a company grows.   Single stakeholder or a handful of direct connections with department heads Diversification as stakeholder needs become more dependent on cross-functional efforts, coupled with expansion of RevOps functions Fully centralized with hub-spoke relationships across the entire business Specialization to support sophistication at scale This is a function both of the size of the organization and the size of the RevOps team itself. The partn ...Read More

I think this is a great question, because RevOps as a role becomes exponentially more impactful the more stakeholders that we have bi-directional, empowering relationships. New and existing RevOps teams should constantly evaluate how they are delivering for their stakeholders, and proactively gather feedback to build this positive improvement loop. We need to build upon trust and accountability.   Let's first define what is momentum. I see this as a two different scenarios. You are likely lookin ...Read More

My interactions with the C-Suite fall into several major buckets. 1:1's [CEO, Chief Revenue Officer, Chief Financial Officer, Chief Marketing Officer, Chief Product Officer, etc.]: Depending on the role, these can vary from weekly to monthly depending on the level of dependency of our functions. Where close alignment on a daily basis is required, this will be more weekly. There are important as we can have effective, and transparent conversations to ensure we are aligned on strategic initiatives ...Read More

This is an interesting question, because new resources can mean quite a few things. I will look at this question through the lens of RevOps securing more budget for additional headcount and/or technology.   The short version: The story for RevOps resources needs to be told through the lens of growing the business. If your story does not tie to measurable business outcomes, chances are your ask will have little to no traction.  Very few people within an organization would doubt the performance, a ...Read More

Earlier in my career exposure to the C-Suite was understandably in more controlled, scheduled environments. At an analyst level, and sometimes even at a manager level opportunities to directly connect with the C-Suite are few and far between. I am a firm believer that exposure matters.   It is the responsibility of every leader out there to look for opportunities to uplift and uplevel their teams by giving them the time in the spotlight. I had some notable mentors in the past who believed this a ...Read More