How do you ensure that the RevOps reporting process is aligned with the needs of the sales, marketing, and customer success teams?

We talk - a lot. I think RevOps/Sales Ops teams get into trouble when they build things in a bubble and don't spend time working with the consumers of the information.

As a leader in RevOps or Sales Ops, you are probably already having 1:1 meetings with the leaders in these other functions. Sometimes reporting or analytics needs will come up organically but other times you'll have to dig to find out what is and is not working for them. Either way, by engaging you get a better understanding of the business needs and then can form a perspective on what you can and should build in terms of reporting.

The second key is to come with a strong hypothesis of what to create, where to create it (e.g., Salesforce dashboard vs. Tableau), and how the team will use it. If you just ask "what reports do you wish you had?" you'll either get nothing back or so many ideas that it's overwhelming. Having a POV and sharing that with these audiences can really help shape your work and let you prioritize and say no to things (an essential RevOps skill).

Once you start building reporting, you can iterate and work to enable users to self-serve. We have probably all experienced the reporting request > build report > still get asked basic analytical questions that the dashboard answers flow. By iterating and creating the right enablement, you empower these audiences to answer questions themselves, free up your own time to work on insights and actions rather than reactive question answering.

Strong Revenue Operations reporting connects directly to what each team needs. Start by bringing sales, marketing, and customer success together to identify shared goals and unique requirements. Build dashboards/reports that give each team their relevant metrics while maintaining consistent calculations underneath. This consistency is crucial - when sales talks about "qualified leads," marketing should use the exact same definition. Document these shared metrics in a central place and review them regularly to prevent drift. Without this alignment, you'll end up with teams arguing about numbers instead of taking action.

The most effective Revenue Operations teams go beyond just delivering insights - they create clear action plans based on what the data reveals. Establish a regular cadence where teams review together and commit to specific initiatives based on the findings. Did you discover that deals with custom terms take 30% longer to close? Build a playbook for handling earlier in the sales cycle and measure the impact. Found that certain customer onboarding approaches lead to faster expansion? Document the process and track adoption across the customer success team.

Don't just deliver data and walk away - create regular feedback loops to learn what's working and what isn't. The real value comes when your reporting shows clear connections between team activities and revenue outcomes. Implement a consistent methodology for measuring the impact of changes, whether it's through A/B testing, cohort analysis, or before-and-after comparisons. When marketing can see how campaigns affect sales velocity or customer success understands which approaches drive expansion, you've created something truly valuable.

Focus on making your reporting actionable rather than just informative, and regularly adapt as business priorities shift. Consistent metrics create trust across departments and enable meaningful cross-functional planning. The best Revenue Operations reporting feels like a competitive advantage, not administrative overhead.