What does your revenue operations team org structure look like?

The sales ops team is organized by a "Global" team and a "Regional" team. We have three global teams: 1. sales strategy & planning, 2. sales analytics & insights, and 3. sales process & tools. There are two teams within the regional team covering EMEA, NAMER, and APAC. I'll go into more detail on each team. Sales strategy & planning team: Responsible for org/role design, market segmentation, TAM analysis, headcount and productivity analysis, quota planning, sales comp plan design ...Read More

We have a centralized ops team at dbt Labs - rolling up to the G&A org. I've worked in both siloed and centralized operations teams in the past and have a strong preference for a centralized structure (i.e. all rev ops functions roll up to one leader vs. marketing ops rolling up to a CMO and sales ops rolling up to a VP of Sales). The rev ops team is broken into specific functional groups (marketing ops, sales ops, CS/Support Ops and Business Systems Engineering). Our functional roles are 'e ...Read More

My specific team is focussed on post-sales revenue operations. We are structured around a few aspects:1. The Craft: Meaning merchant facing roles (ex. Customer Success, Sales, etc). My team is first split by that grain so they can really get to know the roles of those areas and develop strong stakeholder relationships to build the best process/systems/etc they can.2. Segment: The second grain they are structured to is customer segment. The customer experience can differ greatly between segments ...Read More

The Revenue Operations team at Zapier consists of four sub-teams focused on making sure that Zapier prospects and customers receive a seamless experience across marketing, sales and customer success interactions. To be more specific, we work to improve the effectiveness and efficiency of go-to-market programs with technology (like our email platforms and CRM tools), data (like sales forecasting and reporting) and process (like lead and deal management). We identify, implement, and manage GTM too ...Read More

My RevOps org structure is aligned around our key stakeholders (i.e., it mirrors our Sales and Success/Solutions orgs) and then has a few specialist functions. I have five director level reports with teams (see below), plus one IC who functions as a chief of staff / super-analyst to help me on priority projects and to run the org. Sales Strategy & Operations: this role has managers for our major sales regions with ICs underneath, as well as the Deal Desk team and Partner Ops support. Success ...Read More

Here’s the simple, no-drama setup I use: Head of RevOps (single throat to choke) + three core pillars, with a fourth if you’re lucky. Run the Business (RTB)Owns day-to-day: CRM hygiene/admin, territory & quotas, routing/SLAs, pricing/deal desk/APD, forecast cadence, change calendar, enablement ops. Goal: reliable pipeline & forecast, zero surprises. Data & InsightsBI and governance: metrics, dashboards, pipeline quality, attribution, forecasting models, experiment readouts, data dict ...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

The Growth Team: responsible for the expansion and bringing second-order revenue. Includes Sales & Business Development.  The Success team: responsible for managing customer lifecycle, relationships, and Churn. Includes CSMs, TAMs, and Onboarding Managers.  The Support teams: provide support for customers and internal tooling and operational support to the entire org. Includes Tech Support, Customer Service, Operations & Data Analysts, and PMs.  These are the three pillars under the broa ...Read More

Our revenue operations team consists of four key pillars: Revenue Systems Team: This pillar is dedicated to managing Salesforce and other connecting technologies. The primary focus here is to ensure that our technology stack can scale effectively to meet the evolving needs of the business. This team plays a crucial role in optimizing our CRM system and integrating it with other tools to enhance efficiency and data accuracy. Contracts Administration Team (Deal Desk): This team works closely with ...Read More

My organization is called EMEA & LATAM LTS Sales Strategy and Operations and is part of our broader GTM Ops team. My teams partner with a large sales workforce spanning the entire region, to promote the growth of our talent SaaS business in EMEA & LATAM. To accomplish that, I lead around 25 people, most of which engaged in market coverage (being mapped to sub-regional sales leaders and closely collaborating to provide optimal territories for them to grow our footprint) and a small subset ...Read More

LinkedIn is large and complex with many business lines that have slight nuances to their org structure. Rather than share my company’s org chart, I’ll share what an optimal org chart looks like for an established team. I am a fan of centralized rev ops teams where Sales Ops, CS Ops, Marketing Ops, Enablement and our Tech stack leader all report into a VP of Rev Ops. This isn’t always the case, many times the Sales Ops leader may report into the CRO or the CS Ops leader may report into the head o ...Read More