Revenue Ops KPIs

First of all, let's not convolute KPIs (Key Performance Indicators) with targets. KPI definition should happen independent of our knowledge of the market or the availability of historical performance

I think it's good to try and tell stories with data. What is the KPI actually telling us about our business? Develop a recurring insights cadence within your company. Think of it like a quarterly n

I see 4 key steps as part of an effective KPI-setting process: Align on the right KPIs. Employees need to understand why certain metric matters. Connecting any KPI to key business outcomes is crucial

This is a non-trivial topic since Revenue Operations is often a "recommender" in many decisions, as opposed to a "decider". The "dual mandate" of the Revenue Operations function is: Grow revenue fas

If we think about the revenue flow in terms of a funnel, demand generation would be at the top and revenue or bookings at the bottom. KPI definition should follow roles & responsibilities. Along

I love this question. The one tool that I can't live without right now is Clari. We run our entire business out of it at the executive level. Q4 is a critical one for any SaaS company at our scale

Any tool that allows you to analyze large sets of data. When dealing with hundreds of millions in revenue, and hundreds of thousands of customers, data is your only true guide and best friend. You ca

As a RevOps leader, a key capability that I rely on is conversational intelligence to complement a data-driven quantitive approach. The B2B SaaS market and buyer preferences are changing at such a rap

A few KPIs that make a lot of sense to me in this economic environment: 1. Push Counter - take a look at how many times opportunities are slippling. 2. Time Since Discovery Meeting - how long has

Most of the time, you can find rev ops teams being the busiest teams. There is usually no downtime as in sales; there is a quarterly cycle, and planning happens every six months (or a year). As leadin

Identifying preventable churn from the non-preventable churn and focusing on second-order revenue.  Everyone is going to see churn trend up this year while things normalize, which is going to make a

My first piece of advice would be to learn. Learn as much as you can about the total addressable market, the product market fit and the buyer's journey for the product or service that your new compan

Start with identifying what parts of the organization your RevOps team will be supporting. Then find the resources in each of these teams you will be supporting to either become your stakeholders and

I'd start by reading Measure What Matters by John Doerr. It's a great resource to truly understand the OKR system with actionable templates and examples. Buy copies for your leadership team and work

You should own all of the KPIs/metrics if you are the first revenue operations hire. Initially, you'll need to validate the data sources and availability, put a system (and potentially tools) in plac

This is a great question.   A big one for me is Total Pipeline, or Rolling 12 pipeline. I don't think that metric tells you much without additional context. Sometimes a team can more easily hit the