How do you structure your revenue operations team?

The RevOps team is structured to operate as a strategic function to bridge the gap between sales, marketing and customer success teams. Within APAC, the RevOps team is structured by various countries within which HubSpot operates (for eg, there is a RevOps team for Japan), to build relevant expertise & in-depth knowledge of the micro & macro drivers of each country to drive impact. This APAC RevOps team structure follows the same structure as how other teams in APAC are structured.

Underpinning this structure is strong collaboration within the local & global RevOps team to share best practices and build a culture of learning from each other.  

By optimizing strategy, operations and processes, the success of RevOps team is measured through the role played in accelerating revenue growth (relative to planned revenue growth) and consequently growing % revenue contribution of APAC business to the global HubSpot business. 

Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.

There are multiple ways to structure rev ops teams, the ones I've found to be the most successful capture the GTM funnel end-to-end which helps bridge silos, and builds a cohesive Ops function.

A rev ops team with Ops across CS, Sales, Marketing, Partner Ops, BA Design within one function helps capture different moving pieces across the GTM funnel. While each GTM function has a hyper focused area (territory, demand gen, retention etc.) a holistic rev ops structure helps remove friction, causes less redundancies across tools/processes, and allows a team to standardize across tools, systems, process and KPIs and helps build for scale.

Its also important to anticipate future growth and design the team structure accordingly. Adding dedicated roles for specific areas such as analytics, enablement, or automation as the organization expands can also help build a robust team structure.