Establishing the Revenue Ops Function

Ensure that associates are working on challenging projects Recognize the positive impact they are having on the business Provide meaningful feedback on a regular basis. We have quarterly "Connects"

This is a great question - so many things about talent retention have to do with the company as a whole vs. things that I have control over on the operations team. So the first thing is to join a comp

Revenue operations demands a wide skill set that leads to a wide range of tasks as well as demanding career ladders. Additionally, revenue operations has the propensity to become low autonomy due to i

There obviously is not a one-size-fits-all approach here, but the way I think about this boils down to a few things: Create and foster a culture of learning and collaboration amongst your team, and e

Aligning on definitions in the awareness to revenue funnel and transparency are the most important factors in making sure shared KPIs are successful. If teams understand the definitions, they know wh

Days 0-30: Discovery and Reporting Go through the process of understanding necessary RevOps initiatives as noted in the question “What's your framework to prioritizing needs/deliverables when you're

Rev ops should be a Day 2 hire - the systems and tools a company are implementing from very early days (e.g. SFDC) would benefit from a dedicated operations person to ensure that things are being buil

RevOps has a place early on because it can measure whether your attempts are working and save you resources spent going in the wrong direction. However, sometimes it’s good to let a sales team of 1-3

I view projects and priorities as "Big Rocks" and "Small Projects." The big rocks are foundational work streams for the business and will help drive the business forward. The small projects are also i

My framework for prioritizing is pretty simple, I like to use a quadrant style prioritization framework and allocate requests into the following format and ensure that I have X% of time allocated to e

P0: it starts with how Performance Evaluation or Yearly Performance review is done at the org. I'd prioritize based on whatever goal I am going to be rated against in my annual review. P1: What my Lin

If you’re the first revenue operations manager, I recommend identifying key revenue operations initiatives the company needs, prioritizing them, and then organizing projects and measuring tasks agains

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 & to

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 struc

The Growth Team: responsible for the expansion and bringing second-order revenue. Includes Sales & Business Development.  The Success team: responsible for managing customer lifecycle, relationshi

When I go into an organization and establish a Revenue Operations practice for the first time, my typical 30, 60, 90 is as follows: 30: Review Landscape, Define the Foundation Define and align on wh

I think the biggest surprise is what you take for granted when rev ops is already an established function. The problems and decisions you make affect many more people at an established org - but they

I hit on this somewhat above but generally it should be 30 Days: Learning and Discovery Meet with key stakeholders (Managers and ICs) to learn current processes, bottlenecks, and paint points. Since

Focus on getting the big systems in place first (on the sales side, for example, think CRM, data enrichment, sales engagement platform) and audit all the existing tools and processes currently in plac