How do you measure your own success in your role?

Rev Ops is one function where one person can typically do a ton! Its hard when the role isn't clearly defined and you spend time on different initiatives. A few ways I measure success:

• Results-Oriented Approach: I gauge success by assessing the tangible outcomes and results achieved in any of my roles. This includes meeting or exceeding goals, accomplishing project milestones, and driving positive impact for my team.

• Openness to Feedback & Learning: I value feedback as a crucial tool for growth and improvement. Actively seeking feedback from teammates, and stakeholders allows me to understand how my actions and decisions impact others and identify areas for development. I embrace a growth mindset, continuously seeking opportunities to learn new skills, expand my knowledge, and adapt to evolving challenges.

• Transparency and Collaboration: Success involves fostering open and honest communication, building strong relationships, and promoting a collaborative work environment based on trust and mutual support.

• Fostering a growth culture: Supporting the growth of team members and peers. This can be through tracking professional development, providing opportunities for skill enhancement, and fostering a culture of continuous learning and improvement.

Revenue Operations roles can be hard to quantify performance (especially compared to sales or demand gen marketing roles we work closely with which are highly quantified). There are four things I typically look back on as part of my self-assessment/reflection at the end of a year.

1. Business performance. Even though I don't have a quota, my team and I play a crucial role in helping our company grow. As a senior leader, I feel responsibility for hitting our financial plan (revenue and cost), growing at a target rate, and other performance-metrics (varying by company) that I think my team and I influence.

2. Employee Satisfaction. I want to know if the people I lead are engaged in their work and finding their employment experience rewarding. To do that, I look at results of the annual/semi-annual employee engagement or satisfaction surveys. It's helpful to see how my team compare to the company overall and any qualitative feedback is really valuable too. This can be harder on smaller teams where anonymity isn't possible, but you should still be able to informally gauge how your team feels (regrettable attrition the most front and center indicator).

3. Sense of accomplishment / delivery of key initiatives. I have a pretty good idea of what I want to achieve in a period. I have my own vision for the team, org, and company and we set goals as a leadership team. We also are involved in company-wide initiatives, often being responsible for delivering entire programs or large parts of them. With this, I do an honest assessment of the work and a post-mortem exercise to learn from our mistakes.

4. General sense of professional well-being. It's also important to do a bigger picture temperature check on your job and life as a whole. At work, I want to know that I am learning new things and working on challenging problems, that I like the people I work with, that I feel I have a "seat at the table" for topics that matter to me. I also want to have time and energy for my family and personal interests and health. If those aren't in a good enough place, then no amount of 1-3 will make me feel fully successful in a year. The weighting of those changes over time, but is always present.

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 is accountable for bookings," because bookings are the output of many different underlying processes.

Instead, focus on specific initiatives that drive impact. For example:

• Increasing conversion rates: If RevOps is implementing a new trials playbook, measure success by targeting a 15% increase in trial-to-close conversion over two quarters.

• Reducing sales cycle friction: If quoting and provisioning delays are slowing down bookings, RevOps should target a reduction in contract processing time to accelerate sales velocity and improve billing cycles.

• Optimizing pipeline generation: If marketing-to-sales handoff issues exist, work on improving MQL-to-SQL conversion rates by adjusting qualification criteria or automating follow-ups.

The key is to tie RevOps initiatives to measurable business impact, ensuring that stakeholders understand how your work supports their success.

Success in any role can be measured in a variety of ways, depending on the specific goals and objectives of the position. Measuring my own success means for me that I:

• achieved company metrics & OKRs (revenue growth, customer satisfaction, product releases speed)
• achieved personal self-development goals from the role
• achieved work-life balance and internal happiness 💛