Revenue Strategy Execution

My marketing leader was on board with my strategy and helped me craft it but now that I have started creating process flows in the MAP they are saying they want to own any process changes and decide when they will be implemented.

I have developed our first company strategy for our revenue engine and I have buy-in at the exec level.

My company, Sonar, works with revops teams to make salesforce the most effective tool it can be to streamline GTM ops. As a salesperson, sometimes I find it hard to quantify the benefits of my product. I look forward to hearing how a revops leader quantifies the value of a tool that saves your team time on scoping, cleaning tech debt, having a comprehensive data dictionary, and fixing breaks much faster.

I am working on our first revenue dashboard and I want it to be as accurate as possible. I am building it in Salesforce and using the opportunity stages as percentage indicators towards closed won. This is a new process and I am finding that the sales team is not updating the stages in a timely manner which is impacting the dashboard.

The C Suite wants an estimation and I am not sure where to target.

I was thinking of creating this as a word doc and sharing.

I believe organizations that I have been a part of spend too much time prioritizing short-term metrics (pipeline, forecast, YoY growth, etc.), and I notice this is especially true when creating deep partnerships with Sales leadership. What do you look at to determine the future health of your organization (ex: new logo wins, # of partner wins and contribution, growth in pull-through services)? How do you balance focus on short and long-term health?

I made a short list of communities and micro influencers that I planned to explore but I just got word that the budget has been drastically cut.

I was thinking about starting with the lead source fields and routing automation.