Influencing the C-Suite

Short version, RevOps stakeholders evolve as a company grows.   Single stakeholder or a handful of direct connections with department heads Diversification as stakeholder needs become more dependent

Earlier in my career exposure to the C-Suite was understandably in more controlled, scheduled environments. At an analyst level, and sometimes even at a manager level opportunities to directly connec

I think this is a great question, because RevOps as a role becomes exponentially more impactful the more stakeholders that we have bi-directional, empowering relationships. New and existing RevOps te

Getting resources is challenging. Everyone in the company needs a budget for their initiatives. So to influence the leadership to allocate more resources to your initiatives, you will need to make a

This is an interesting question, because new resources can mean quite a few things. I will look at this question through the lens of RevOps securing more budget for additional headcount and/or techno

My interactions with the C-Suite fall into several major buckets. 1:1's [CEO, Chief Revenue Officer, Chief Financial Officer, Chief Marketing Officer, Chief Product Officer, etc.]: Depending on the r

There is a behavior the RevOps teams of all seniority levels can work on, and should constantly work to improve.  We have a tendency to assume everyone can read the data like we do, and we send report

When working with C-Suite executives, there are a few key habits that can help you build strong working relationships and effectively communicate your ideas: Be prepared: Make sure you have thoroughl