What are the key processes you'd set up when expanding the revenue operations team from 1 to multiple people?

When expanding a revenue operations team from one to multiple people, it can be helpful to establish a set of key processes to ensure that the team is able to operate efficiently and effectively. Some potential processes to consider could include:

1. Task management: Setting up a system for managing and tracking tasks can help ensure that team members are aware of their responsibilities and can work effectively towards common goals.
2. Communication and collaboration: Establishing clear channels for communication and collaboration can help team members stay informed about ongoing projects and initiatives, and can facilitate the exchange of ideas and feedback.
3. Performance tracking and evaluation: Setting up processes for tracking and evaluating team performance can help ensure that the team is meeting its objectives and can identify areas for improvement.
4. Training and development: Providing training and development opportunities can help team members acquire the skills and knowledge they need to succeed in their roles and can support the overall growth and development of the team.
5. Team culture and engagement: Establishing a positive team culture and engaging with team members can help foster a sense of belonging and purpose, and can be especially important as the team grows and evolves.

Ultimately, the specific processes that you set up will depend on the needs and goals of your team and organization. It may be helpful to consult with team members and other stakeholders to determine the processes that will be most effective for your team.

Three key considerations when growing the Rev Ops team:

1. Separate work between "horizontal" (i.e.; it common work across all segments and regions of the business such as quota modeling) and "vertical" (i.e.; work that is focused on a specific segment or sub-region such as Sales territory design and bottom-up forecasting). "Horizontal" work is better done centrally by a single sub-team, which creates leverage and maximum efficiency. "Vertical" work benefits from dedicated focus and deep expertise from a mapped sub-team in a given area of the business.

2. Assign a disproportionately higher number of Rev Ops resources to growth segments. This is a common mistake in the function; i.e.; to solve for equity by assigning similar resourcing levels across all parts of the business and managing for the loudest voice in the room.

3. Aim for scale. One of the roles of Rev Ops is to increase the productivity of the Go-to-Market resources over time, and this should include Rev Ops resources. A good rule of thumb is that Rev Ops headcount should always grow slower than sales HC.