Kenny Hsu

Sometimes it is easy to forget that at the end of the day, we are all in revenue generation, and that everything must tie to that. So while I'm all for early indicator signals (MQLs, SALs, Opps Created, Demos) and anticipating/resolving problems before they exist, it is important to make sure you are tying those early indicator signals to closed won. It doesn't do anyone any good if your MQL is going through the roof but revenue is not.

Own everything your CRO owns and nothing he/she doesn't. If you follow this you will do ensure that you are focusing on the things that will drive the business, and deferring things that will not. The projects, the tech stack build, the process streamlining should all flow from this. There is no better way I have seen to ensure alignment to your CRO, and also ensure at the end of each quarter/each year you can look your CRO in the eyes and tell him/her how you and your team has contributed.

In my humble opinion, there * Did we hit our number? * Did we predict the outcome (+/- 5%)? * Are we on track to keep hitting our numbers? If a RevOps leader can answer yes to all 3, he/she will be one of the most critical and successful leaders in any company. PS: The prompt asked for 300 characters but I do think the answer is this simple so I'm adding this PS to fulfill the minimum characters requirement :)

Perhaps this will not be a helpful comment based on the way the question is posed, but my opinion is that you still try to tie it to pipeline generation AND pipeline progression. On pipeling generation, two interesting facts to know are: 1. Did the campaign/asset generated the first touch with a contact/lead and/or the organization, and the alue of such a contact/lead and/or the organization (based on your scoring) 2. Was the campaign/asset the touch point immediately preceding the opp being generated (last touch before opp generation) If neither is the case, it is still helpful to track whether the campaign/asset is correlated to pipleine progression and eventually closed won. Just please be mindful that correlation does not necessarily equate to causation, and further A/B testing is still instructive if you've got the data.

See my response above for what I think every RevOps OKR should be every quarter. I do recommend a practice for each individual to state every quarter how they are contributing to hitting the number, increasing predictability/visibility, and keeping long-term growth prospects. Most of the time for RevOps ICs it is a combination of excelling at their day-to-day responsibilities and completing projects that move the needle forward. So that's what I'd track.

The name of the game here is to breakdown silos and make sure everyone is marching in the same direction and to the same beat. For KPIs, there shouldn't be a breakdown. RevOps and Demand Gen should be looking at the same KPIs - otherwise you will be solving for different things. In terms of responsibilities, I think it is really situationally dependent, so the best course of action here is to overcommunicate to sure all actions are in alignment and supportive of each other.

Ask people what the pains are, and solve them the next day. In this type of environment, other functions will not know what RevOps is supposed to do (we've survived this long without one). This is a great opportunity for you to define what you want the function to be - and solving GTM problems and making lives for GTM colleagues easier is always a good place to start.