Patty Sheikh

RevOps sits at the center of GTM strategy and operations, so almost every meaningful change in the business requires RevOps involvement. That’s why the skills you build are valuable and portable across roles, functions, and industries. While there are many ways your career can unfold, I tend to see a few common paths: Internal growth alongside company growth. If you’re in a fast-growing company and performing well, your scope often grows with the business. That could mean leading a new segment, ...Read More

Raises are usually a mix of performance, position in band, and budget. HR and Finance typically own the framework and budget, while managers & leaders like me focus most on performance & balancing against a budget. Performance & Promotion: I start by asking: who is ready for the next level? Promotion cases usually drive the biggest increases, so we calibrate on performance first. Band placement: If someone is well below the midpoint of their salary band, they may have a stronger case ...Read More

The shift is less about mastering new tools and more about mastering people and priorities. A few steps that help: Ask for stretch assignments that let you delegate or coordinate across teammates. Volunteer to onboard new hires, manage contractors or run a small project—these are safe places to practice leadership. Get feedback early from your manager on your readiness and gaps. Then work on a plan to address those gaps and ask for help to get those “at bats”. Focus on the right first manager ro ...Read More

Like any role, RevOps has its share of frustrations. The key is learning which challenges are “part of the job” vs. signs of a deeper issue. A few common ones: Too much to do with limited resources. There’s always more demand than bandwidth. This will not change if you simply move to another Revops team. The skill is in ruthless prioritization—clarify what drives revenue impact and help the business understand the trade-offs. Feeling under-resourced. If you can’t get headcount, look at automatio ...Read More

You still need the strong analytics and systems chops that got you here, but the manager role requires a different toolkit: Stakeholder management. Building trust, influencing decisions, and being seen as a strategic partner. Project management. Prioritization, delegation, time management—and knowing when to say “no.” I find the 4 D's of time management framework (Do, Defer, Delegate or Delete) can be a helpful tool here with an added D for "Diminish" to deliver a "good enough" solution using 80 ...Read More

This is a fun one! AI is changing how we do our jobs, how companies go to market, and even what products and solutions we can deliver to customers. If our GTM teams aren’t doing things differently in the next 6–12 months, we’re falling behind—and competitors will capitalize. The same applies to us in RevOps: with AI in our hands, we should be expected to be more productive and impactful. The tricky part is that there’s a lot of noise right now. The challenge is separating hype from signal. But t ...Read More