AMA: Tegus Global Head of Revenue Strategy & Operations, Kayvan Dastgheib on Stakeholder Management

This is a question I hear often, largely due to the historical friction between sales and marketing leadership. While RevOps may report to sales leadership in some organizations, it must act as connective tissue between sales, marketing, customer success, finance, and product. That means building strong relationships across all functions, rather than operating as “Team Sales”. Relationship-building is rooted in trust, and trust comes from consistent work and demonstrated alignment with shared go ...Read More

RevOps does not "carry a bag"—meaning it is not directly responsible for a revenue quota, unlike sales, customer success, or marketing. Instead, RevOps success should be measured by its impact on key business outcomes. A common mistake is focusing on process rather than outcome. The best way to ensure your work is driving real value is to align your team’s priorities to tangible business metrics that you can influence. However, these must be specific and measurable—you cannot simply say, "RevOps ...Read More

Stakeholders engage best when they are presented with options. Instead of asking open-ended questions like, “What should we do?”, frame discussions around three structured options: Recommended solution – The best option based on available data. Lower-effort alternative – Trades off scope or impact for faster execution. More ambitious approach – Requires greater investment but offers higher potential upside. This forces discussion around trade-offs and allows stakeholders to compare paths forward ...Read More

Cross-functional alignment, whether remote or in-office, boils down to ensuring that all key stakeholders responsible for driving a specific business outcome are marching in the same direction with a shared understanding of goals and priorities. The challenge in remote teams is maintaining the same level of communication and transparency that naturally occurs in office environments. To drive effective alignment remotely, I recommend implementing a structured weekly cadence for accountable leader ...Read More

Managing stakeholder relationships across different communication styles is a learned skill—and one that applies to any function, not just RevOps. In an ideal world, every leader would communicate in the same style, with the same level of detail and clarity, but that is simply not reality. Some leaders are highly visual thinkers, while others prefer detailed written documentation before a conversation. Some need the ability to double-click and ask secondary questions, while others want concise, ...Read More