Sid Kumar

There are four key foundational pillars to a RevOps strategy: 1/Talent, 2/Process, 3/Systems, 4/Data. I'd start with Talent and Process changes in the near-term, while starting to build your plans and roadmap for your Systems tech stack and Data architecture. In my experience, you need all these capabilities to operate a world-class RevOps function which can scale with your organization. However, each of these areas have different time horizons to impact. For example, Systems and Data investment ...Read More

I'd consider a format that is easily accessible and that is easy to keep up to date. As such, I'd suggest something like a company wiki and/or link directly from your BI tool or whichever platform teams across your company access data and analytics. When creating this data dictionary, I'd spend the time upfront to get alignment from all the key stakeholders across the company that touch data that this will be the single source of truth and align on the process, timing and owners for updates to m ...Read More

I'd encourage you to partner with your sales leadership to align on a shared vision around your reporting and analytics roadmap and get the buy-in and sponsorship that these views will be valuable and enable them to do their jobs more efficiently and effectively (e.g. focus on the right opportunities at the right time, understand where pipeline is stalled). If they buy into the vision and what you are trying to build and rollout, then I'd suggest asking for their help in reinforcing the guidelin ...Read More

As a RevOps leader, a key capability that I rely on is conversational intelligence to complement a data-driven quantitive approach. The B2B SaaS market and buyer preferences are changing at such a rapid pace and it's super important to stay plugged into what is on the minds of your prospects, customers and partners. I regularly leverage conversational intelligence to listen into calls and get aggregated insights into market sentiment, emerging use cases and identify any friction points that may ...Read More

The specific answer here will depend on the type of organization (e.g. B2B/B2C), target segmentation (e.g. Enterprise/SMB) and go-to-market model (e.g. Product Led Growth, Sales Driven). I'd suggest looking at this through teh framework of of leading indicators (input metrics) and lagging indicators (output metrics) which are aligned with your buyer's journey and then determine over which time period it makes sense to evalute these metrics. Factors such as sales cycle will play heavily into thes ...Read More

I would recommend closely partnering with and advising this new individual to start with a listening tour of sales managers, sales reps, prospects, customers and partners to develop a deep understanding and appreciation of the current state of affairs before making any pivots to the strategy or tech stack. It is important to understand 'what you are solving for' before making changes to strategy and a tech stack that may have worked at a previous company.  If you do this together, you will both ...Read More