Andres Diaz

This question must have triggered me a bit because I wrote way more than I initially intended to, but here it goes: The short answer is you don’t, at least not in perpetuity. If you’re building a high-performing team, mobility isn't a bug, it’s more of a feature. The goal is to make the value exchange so lopsided in the employee's favor that they stay for a high-impact chapter of their career because they are growing faster within your team than they would elsewhere. The retention at all costs m ...Read More

About a year ago I watched an e-learning by our COO where he said that the two most important qualities of any business leader were: (1) good judgement that over time conditioned partners to trust your recommendations; and (2) knowing your stuff so that stakeholders understood your recommendations were based on a comprehensive knowledge of the business. Those two are an excellent place to start a development journey on. A few complementary ones I would add are: Intellectual curiosity: Don’t seek ...Read More

Oof. This is not strictly advice, more like an expression of awe. As someone who took a bit of a circuitous path to my current career, I would say that I admire their resolve straight out of the gate. After that initial reaction, this would be my actual advice: Spend time shadowing or meeting with Sales colleagues or connections. Listen to their complaints. Those complaints are usually symptoms of a broken process that looks "efficient" on paper but is a nightmare in practice. Similarly, try to ...Read More

I think this is the toughest challenge that every RevOps professional faces--it's certainly more difficult than developing or learning any one technical skillset. There are no shortcuts to building cross-functional trust. It is the toughest, most persistent challenge in the field because it’s a marathon, not a sprint. You have to accept the non-linear progress. Some days you’ll feel like you’ve finally aligned Sales and Marketing on a pipeline quality approach. The next day, a random report will ...Read More

My recommendation would be in-line with what I would tell those looking to go into RevOps straight out of school. Spend time shadowing or meeting with Sales colleagues or connections. Listen to their complaints. Those complaints are usually symptoms of a broken process that looks "efficient" on paper but is a nightmare in practice. This exposure will start to give you a working understanding of the challenges RevOps needs to be able to address. Similarly, try to have as many conversations as pos ...Read More

There is a two part test that would apply here: (1) whether the KPI measures activities or output which meaningfully contribute to a strategic priority; and, somewhat related to the first question, (2) whether there is business alignment and support that this is the right set of indicators to measure, report, and hold teams accountable to. The first question helps counter the restaurant menu approach to reporting, where KPIs or metrics are ordered because they could be "nice to haves", without m ...Read More