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. Under ...Read More

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 l ...Read More

Rev Ops org design needs to consider multiple variables, such as the Sales Org structure and the remit of the Rev Ops team (for example, in some firms, quota setting is owned by Finance). Regardless of these variables, one aspect that is often a hot discussion topic is "span of control" for Rev Ops teams. In general, Rev Ops teams in companies that are past $100M in ARR should aim for a span of control of 1 Manager to 3 Individual Contributors. Higher spans of control hurt the ability for the Ma ...Read More

We're about 30 people now, aligned to four major areas covered by my direct reports. We have specialists (i.e., operations team and planning team) but others choose generalists (e.g., ops + planning). This is an important decision to make consciously because it will affect everything you do day to day, who you hire, what happens when someone is out of seat, etc. I think as teams get bigger they tend to specialize more but that creates silos and puts more pressure on the leader to be able to synt ...Read More