Customer Success / Revenue Ops Alignment

Well... does your team use repeatable processes? Do you send customer communication campaigns? Do you need better customer insights or to start determining the "health" of your customers? If yes, then

Never underestimate the importance of building strong relationships at work. I honestly think all of this stems from building good relationships with the leadership across the teams and showing how Re

Although I am not a Systems expert, I have experienced this challenge as part of my RevOps career. From my standpoint, the root cause maps to the fact that most CRM Systems are built with the "Sales"

It’s not uncommon for leadership to fixate on sales because it’s very easy to see the result: I hire one sales person, I get $X in incremental revenue. But the fact of the matter is that you can’t hav

At LinkedIn we use the TAM (Total Addressable Market) approach to tackle this problem. First, we separate the "New Business TAM" from the "Existing Business TAM", in order to understand penetration an

Correlation between Go-to-Market actions and renewal success is one of the most studied areas in SaaS firms. Although the answer will vary for each firm, having a data driven point of view on actions

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

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 p

The answer is, it depends. It depends on exactly what you're referring to when you say "customer data," how your org is setup, and where the data lives.  Customer data is many things: Firmographic/d