AMA: Tegus Global Head of Revenue Strategy & Operations, Kayvan Dastgheib on Sales/Revenue Ops Alignment

Disagreements between Sales and Revenue Ops on strategy or tactics often stem from differing views on how best to utilize each other's time to meet business objectives. It's crucial to recognize that our stakeholders—our business partners—have their own incentives and priorities. Sales leaders carry the significant responsibility of hitting their targets, a sense of urgency that RevOps teams might not intrinsically feel to the same extent. When disagreements arise, I encourage RevOps teams to as ...Read More

Integrating new Sales tools or processes is as much about execution as it is about selection. Even the best tools can fail without proper implementation, which requires collaboration with go-to-market partners to ensure field-level adoption. Take, for example, rolling out a new forecasting methodology. This initiative might introduce new stages, fields, or retire outdated ones. Success hinges not only on directives from Sales leadership but also on buy-in from frontline managers and reps. Unders ...Read More

Forecasting is foundational in aligning Sales and Revenue Ops objectives. It requires both teams to be closely synchronized in how they measure, monitor, and act upon pipeline data. Beyond just methodologies and data tracking, forecasting embodies Rev Ops' role as a force accelerator for the go-to-market engine. To be effective, Rev Ops must intimately understand: Pipeline Dynamics: How is the pipeline built? Where are opportunities coming from? How are they progressing? Deal Movement: What fact ...Read More

Ensuring that RevOps provides the right level of support to Sales is a multifaceted challenge that depends on several factors. First, we need to define the type of support required—is it strategy and insights, book-of-business planning, deal desk operations, systems and technology, or enablement? We also have to consider the organization's size, growth plans, and budget constraints. Resources are finite, and Rev Ops must allocate them efficiently to maximize value. I follow a few guidelines: Ana ...Read More

One of the most effective ways I've found to enhance communication between Sales and Revenue Operations teams—and this applies to all go-to-market stakeholders—is to establish a clear and regularly updated roadmap. Early on, I prioritize building both long-term and short-term roadmaps, projected on a monthly and quarterly basis. These roadmaps categorize the work being tackled by the Rev Ops team into thematic pillars, helping stakeholders understand our objectives and how we're allocating our m ...Read More