Dhwani Dalal

Rev Ops is one function where one person can typically do a ton! Its hard when the role isn't clearly defined and you spend time on different initiatives. A few ways I measure success: * Results-Oriented Approach: I gauge success by assessing the tangible outcomes and results achieved in any of my roles. This includes meeting or exceeding goals, accomplishing project milestones, and driving positive impact for my team. * Openness to Feedback & Learning: I value feedback as a crucial tool for growth and improvement. Actively seeking feedback from teammates, and stakeholders allows me to understand how my actions and decisions impact others and identify areas for development. I embrace a growth mindset, continuously seeking opportunities to learn new skills, expand my knowledge, and adapt to evolving challenges. * Transparency and Collaboration: Success involves fostering open and honest communication, building strong relationships, and promoting a collaborative work environment based on trust and mutual support. * Fostering a growth culture: Supporting the growth of team members and peers. This can be through tracking professional development, providing opportunities for skill enhancement, and fostering a culture of continuous learning and improvement.

* Understand Perspectives: Taking the time to understand the concerns and expertise of the other teams involved and why there are differing takes on ownership * Collaborative Discussion: Initiate an open and collaborative discussion to explore different viewpoints and potential solutions to identify where teams can collaborate or own different pieces * Alignment on Goals: This is where OKRs can help - focusing on shared goals and outcomes to determine how the decision aligns with organizational objectives can help remove friction * Data-Driven Approach: Where possible, use data to inform the decision-making process and provide a neutral basis for evaluating the best way forward * Consensus building: Finding common ground, shared ownership and building consensus can help determine ownership & swim lanes

This is an age old adage - more often than not, Rev Ops & Demand Gen teams tend to have friction. I think the root of the cause usually stems from a handful different items * Data Standardization - Most ops and demand gen teams view the same data differently, and have different sources of truth for how they report on KPIs. Promoting data standardization practices within the demand generation/ops teams helps create a common starting point. Encouraging the use of standardized data formats, naming conventions, and data hygiene practices. Ensuring consistent and accurate data can improve the effectiveness of campaigns, analysis, reporting, and help build a better relationship and closer alignment * Accountability - There are usually different forums where Demand Gen & Ops teams report on performance, key trends or insights. Establish an accountability framework that clearly expectations for the demand generation team during the initial planning session. This includes setting clear goals, outlining metrics for success, and establishing regular reporting mechanisms. * Shared KPIs - Collaborate with demand generation teams to establish unified KPIs that align with overall business objectives. Identify the key metrics that will be tracked and reported on, ensuring that they reflect the shared goals of the team. This enables everyone to work towards a common set of performance indicators and facilitates better alignment and understanding of success.

There are multiple ways to structure rev ops teams, the ones I've found to be the most successful capture the GTM funnel end-to-end which helps bridge silos, and builds a cohesive Ops function. A rev ops team with Ops across CS, Sales, Marketing, Partner Ops, BA Design within one function helps capture different moving pieces across the GTM funnel. While each GTM function has a hyper focused area (territory, demand gen, retention etc.) a holistic rev ops structure helps remove friction, causes less redundancies across tools/processes, and allows a team to standardize across tools, systems, process and KPIs and helps build for scale. Its also important to anticipate future growth and design the team structure accordingly. Adding dedicated roles for specific areas such as analytics, enablement, or automation as the organization expands can also help build a robust team structure.

Remote and hybrid work environments have changed how we would typically engage with different teams. Driving alignment cross-functionally while remote requires intentional effort and strategies to make sure teams can work cohesively. Couple strategies include: * Establish clear goals and expectations: Define shared goals, expectations for how cross functional partners can work together. Schedule check-ins to make sure teammates understand how their goals contribute to the overall success of the team * Promote knowledge sharing & collaboration: Create opportunities for workshops, lunch & learns and cross functional brainstorming sessions. Remote work doesn't mean we have to minimize relationship building and "water cooler" moments. Establish platforms for team members to share best practices, and relevant insights on a regular basis. * Establish communication channels: Utilize various communication tools to ensure timely communication among team members. Create transparent information sharing loops to keep everyone consistently aligned and informed.

Building successful partnerships requires collaborative approach. A few things I always consider: * Understand the Functions: Gaining a deeper understanding of each function and their respective goals, challenges, and priorities. This knowledge helps identify areas of alignment and collaboration. * Foster open communication - Establish open lines of communication with stakeholders from different functions. Engaging stakeholders cross functionally, collaborating on projects, and knowledge sharing sessions to build relationships and enhance understanding of other functions. * Build Relationships - Building strong relationships based on trust, respect, and transparency. Collaboration thrives when there is mutual trust and a shared understanding of each other's expertise and contributions.

1. Pipeline coverage ratio – ensures enough opportunities relative to sales targets. 2. Sales cycle length – measures how long deals stay in the pipeline. 3. Opportunity conversion rate – tracks how many leads turn into closed deals. 4. Deal stage progression – monitors how opportunities move through each pipeline stage. 5. Rep-sourced pipeline – evaluates pipeline created directly by sales teams. These metrics emphasize the health and movement of the pipeline independent of marketing influence.

● Before: Align with stakeholders on definitions and expectations. ● After: Regularly review in team meetings, dashboards, and executive reports.

● Example OKRs: ○ Objective: Increase pipeline health by 15%. ○ Key Results: Reduce deal aging by 20%, increase qualified leads by 10%.

● Own: Pipeline coverage, sales cycle length, win rates, lead conversion by source, and conversion by contributor. ● Not Own: Product KPIs, customer success metrics.