Jacky Ye

Prior to joining Adobe, I worked as an economic consultant specializing in antitrust and competition. Like most consultants joining fresh out of undergrad, I saw consulting as a stepping stone and a great opportunity to learn a lot while figuring out what I wanted to do long term. At the time I was debating three exit ops: (1) get an MBA, (2) get a PhD in economics and become a professor, or (3) work in tech. After working for two years, the third option appealed to me most because it represente ...Read More

One of my managers is fond of saying that to succeed in this role, there's only two things you really need to know how to do - analyze data and tell a good story. There's a lot of detail we could unpack but when you distill it down, it comes down to whether or not you can take raw data - quantitative and qualitative - and write a compelling story about it to influence decision-making. In "business" speak, it's knowing how to mine insights, investigate hypotheses, model scenarios, and synthesize ...Read More

I think it comes down to a few things and I don't think this is specific to revenue ops. I borrow this concept from one of my favorite Youtubers, Ali Abdaal, who notes in his upcoming book that meaningful work boils down to three P's - power, play, and people. And if you have a team or an organization that does all three well, you'll have a good chance of retaining people. Power is about autonomy and progress, the feeling that people have control over the work that they do. It also encapsulates ...Read More

At a high level, there's generally two buckets of metrics that Sales/Rev Ops teams look at that are fundamental to understanding the health of the business: revenue generation and revenue retention. Within revenue generation, the main three categories of KPIs are pipeline execution/progression, pipeline generation, and pipeline coverage. Pipeline progression and execution is about how much of the existing pipeline the sales team has progressed (matured from one stage to the next) or closed (book ...Read More

The worst KPIs I've seen are those that encourage the wrong behavior or provide a false sense of security that the business is doing better than it really is. Take pipeline coverage, for instance. Pipeline coverage is a fundamental KPI. There's no sales ops team in the world that doesn't measure pipeline. But the best teams know that when identifying the right KPIs, quality is just as important as quantity. Having a large quantity of pipeline means nothing if there's no thought behind how the qu ...Read More

I'll be the first to say it. It's really hard. There's no perfect answers and attempts to quantify this kind of uncertainty can sometimes like a reach, and at worst, feel like complete BS. But this is a really important question. How do you determine what "good" looks like when you're doing something you haven't done before? I think the first step is admitting that there's no single "right" answer. If you let go of thinking that there's one perfect solution, you allow yourself to move past unrea ...Read More