Kayvan Dastgheib-Beheshti

There is a behavior the RevOps teams of all seniority levels can work on, and should constantly work to improve.  We have a tendency to assume everyone can read the data like we do, and we send reports when instead we should have sent insights.  But, what exactly does that mean? Let us explore an example. RevOps, as a data centric profession, means that we are closer to the numbers that define business performance more than most other teams within the organization. As a result, that familiarity ...Read More

Short version, RevOps stakeholders evolve as a company grows.   Single stakeholder or a handful of direct connections with department heads Diversification as stakeholder needs become more dependent on cross-functional efforts, coupled with expansion of RevOps functions Fully centralized with hub-spoke relationships across the entire business Specialization to support sophistication at scale This is a function both of the size of the organization and the size of the RevOps team itself. The partn ...Read More

My interactions with the C-Suite fall into several major buckets. 1:1's [CEO, Chief Revenue Officer, Chief Financial Officer, Chief Marketing Officer, Chief Product Officer, etc.]: Depending on the role, these can vary from weekly to monthly depending on the level of dependency of our functions. Where close alignment on a daily basis is required, this will be more weekly. There are important as we can have effective, and transparent conversations to ensure we are aligned on strategic initiatives ...Read More

I think this is a great question, because RevOps as a role becomes exponentially more impactful the more stakeholders that we have bi-directional, empowering relationships. New and existing RevOps teams should constantly evaluate how they are delivering for their stakeholders, and proactively gather feedback to build this positive improvement loop. We need to build upon trust and accountability.   Let's first define what is momentum. I see this as a two different scenarios. You are likely lookin ...Read More

This is an interesting question, because new resources can mean quite a few things. I will look at this question through the lens of RevOps securing more budget for additional headcount and/or technology.   The short version: The story for RevOps resources needs to be told through the lens of growing the business. If your story does not tie to measurable business outcomes, chances are your ask will have little to no traction.  Very few people within an organization would doubt the performance, a ...Read More

Earlier in my career exposure to the C-Suite was understandably in more controlled, scheduled environments. At an analyst level, and sometimes even at a manager level opportunities to directly connect with the C-Suite are few and far between. I am a firm believer that exposure matters.   It is the responsibility of every leader out there to look for opportunities to uplift and uplevel their teams by giving them the time in the spotlight. I had some notable mentors in the past who believed this a ...Read More

Revenue operations is an evolving field that has emerged from the convergence of traditionally siloed roles like sales, customer success and marketing operations. Many professionals in revenue operations do not start their careers with the intention of landing in this field; instead, they often transition from roles in sales, marketing, customer success, finance, business operations, or even technical positions. The appeal of revenue operations lies in its holistic approach to managing go-to-mar ...Read More

Distinguishing between Marketing Operations and Revenue Operations talent is an interesting topic because it's essential to understand that RevOps is not merely a rebranding of SalesOps. Both Marketing Ops and SalesOps talent are vital components of RevOps, but they possess distinct skill sets and areas of expertise. Marketing Ops talent differs from Sales Ops talent in that they are specialists in the entire marketing funnel. Much like Sales Ops, their objective is to ensure that their stakehol ...Read More

The most effective way to approach your first 30-60-90 days as a RevOps leader at a new company is to center your efforts on truly grasping the business dynamics and forging strong relationships with key stakeholders. Let's break down this structured approach: First 30 Days (Discovery and Relationship Building): Learn the Business: Your initial month should be dedicated to immersing yourself in the company's story. Delve into its history, how it got to its present state, and where it aspires to ...Read More

The leap from analyst to manager marks the first step in shifting focus from the quality of your individual contributions to your ability to deliver tangible business impact and work effectively with others. This role demands a blend of interpersonal, strategic, and technical skills to manage teams effectively and drive organizational success. Being a manager often means becoming a people leader, which requires a track record of mentorship, coaching, and uplifting members of your team based on y ...Read More