Why should customer success and revops be aligned or work together? What’s the tangible benefit?

RevOps’ role is to understand the entire customer journey, each team’s role, the company strategy, and how all those pieces mesh. While each GTM team (sales, marketing, customer success) is and should be focused on executing and hitting today’s goals, RevOps is thinking about tomorrow’s goals, what needs to happen in order to scale, and how to drive consistent, sustainable growth.

There are many reasons and benefits to work together:

• Internal alignment and advocacy. A key part of the RevOps role is to ensure company and GTM leadership understand what the key drivers in the business are and where we need to invest or focus.
• Resource management. When to hire, what roles, how to compensate for optimal performance, etc.
• Insights. Ex. visibility into CSM activity and performance, customer health, product usage, etc. 
• Removing bottlenecks and driving efficiency within the team. Ex. removing manual processes, better data quality, single view of the customer, etc.
• Program management of strategic initiatives.

At LinkedIn, we believe that customer value is a "true north" objective. In fact, we know that successful customers tend to expand their relationships with LinkedIn over time, leading to revenue and profit growth.

On the B2B Tech space, multiple functions interact with customers and users along their journey, from pre-sales to post-sales. However, often those functions roll under different parts of the company, which results in misaligned goals, inconsistent measurement and inefficient resource allocation. Such misalignment can lead to poor customer experience, value delivery, and missed revenue growth opportunities.

Revenue Operations can play a key role in removing those silos and inconsistencies. In the Customer Success example, the main goal of this function is to ensure customers are making the most out of their investment (i.e. value is being delivered), which leads to future revenue growth. Since the CS function is part of the Go-to-Market equation, there is tremenduous value in having Revenue Operations take CS responsibilities, in addition to Sales, Demand Generation and Support.

Within CS, Revenue Operations can:

- Harmonize Roles & Responsibilities between Sales and CS Reps (aka "swim lanes")

- Define and track input metrics (e.g. # quarterly business review meetings) and output metrics (e.g. seat utilization)

- Allocate Sales and CS resources consistently by segment, aligning resources to value.