Eduardo Moreira

Balancing short- and long-term health is essential, it defines the pace at which the company makes its inroads, even if it already achieved some "financial independence" through a healthy LTV/CAC ratio. When thinking about the long term, I’d think mostly of productivity ($/HC), NRR, profitability and vintaged data. Zooming in: Productivity: Analyze sales HC productivity by product/service, sales approach (acquisition, renewal, upsell, etc.), and market/segment. Comparability is key to appropriat ...Read More

The short answer: one quarter for the first actions to be making measurable impact. Anything longer can lead to demotivation and immobilization. Anything shorter and you risk blunders and blind spots, a launch with poor buy-in or asking for unrealistic resources / behaviours from the business. The not-so-short answer: in my journey I’ve encountered enough strategy programs (and C Suites) to know the answer above can and should be pressure-tested. A few tips: Understand your C Suite’s sense of ur ...Read More

RevOps is the glue that bonds revenue teams together, and to minimize pain points you'll have to drive monolithic Marketing and Sales (M&S) buy-in around ambition, motivation and execution. For ambition and motivation, assemble a crisp fact base that promotes your plan from desirable to essential, demonstrating and estimating funnel dollar leakage, showcasing what good looks like and estimating upside for higher conversion scenarios. For execution I would go for an agile-inspired war room (p ...Read More

In most documentation efforts, internal and cross-functional alike, RevOps objective is typically to simultaneously achieve widespread adoption, relevance and freshness. For a data dictionary, various options are possible: from a static PDF, to a live collaborative piece (Word, Wiki, GDoc, spreadsheet - enabling comments, revisions, use cases/queries/code logging); all the way to a data governance platform - typical for large orgs with complex schemas. There are many choices here: long-form vs. ...Read More

In my opinion, the best RevOps professionals have in common 3 skill peaks (communication, data-fluent problem-solving and system thinking) and one personal trait: curiosity. Communication: Effective communication is key, including the ability to tailor messages that speak to different audiences and levels while remaining objective and focusing on the "so what" of insights. Data-Fluent Problem-Solving: Proficiency in data preparation, analysis, visualization, and deriving actionable insights to t ...Read More

In a short sentence, in a fast-moving, complex, and inter-dependent revenue engine, whatever is not in the CRM does not exist. Creating an aligned case around this notion and building reinforcement via incentives and accountability is key. A few tactical tips and examples: Strengthen the case: First, do you have full conviction on why are you doing it? Understand your pipeline and if your percentages properly predict commercial outcomes (i.e. is ex-ante pipeline by percentage a robust predictor ...Read More

Similar to another question (see "I am in the first phase..."), in my view the main issue is your marketing leader seeing your proposed path more as your (singular) strategy, than as your (plural) strategy, even if she helped you craft it earlier. As these are process redesigns, more discrete in nature, you should consider a more step-wise implementation sequence, A/B testing or piloting as alternative routes to regain sponsorship.  Also remember that as tricky as data overhauls, process redesig ...Read More

The RevOps function is crucial to align sales, marketing, and customer success efforts but where it differs most based on company size is in its roles and responsibilities, and its associated needed skillset. In small companies, RevOps often wear multiple hats, managing a broad array of Go-To-Market (GTM) activities. This includes defining field roles and scopes, setting targets, leading territory assignments, enabling the field, handling deal execution, and identifying customer-facing best prac ...Read More

This applies to most new LT relationships in some way. I usually think of situation this as having 3 necessary steps: establishing a positive dialogue, problem solving together and rigorously agreeing on roles and responsibilities – as well as the path forward. For some more color:  Positive dialogue: it is easy for a “change bias” vs. “status quo bias” game to emerge in this setup, so first acknowledge this and be radically transparent. Sounds obvious but your success in role is now intertwined ...Read More

My organization is called EMEA & LATAM LTS Sales Strategy and Operations and is part of our broader GTM Ops team. My teams partner with a large sales workforce spanning the entire region, to promote the growth of our talent SaaS business in EMEA & LATAM. To accomplish that, I lead around 25 people, most of which engaged in market coverage (being mapped to sub-regional sales leaders and closely collaborating to provide optimal territories for them to grow our footprint) and a small subset ...Read More