Cognism’s Post

COOs, do you own the RevOps Function? If not, maybe you should? RevOps is the best right-hand function for every #COO Maybe I am a little bias - as a member of the London COO Roundtable, and an operations personal at heart, I've always thought that the COO should own RevOps. Yes - RevOps should dotted line report to the CRO, CMO, CTO and CFO; in smaller businesses the CEO. However, in my experience, revenue operations function optimally when under the ownership of the COO. When it is owned by the COO the Revenue Operations team can be truly unbiased to either sales, marketing, or customer success and focus on what is going to improve the overall go-to-market operations. Revenue Operations can deliver programs of work focused on ROI, through either cost-saving or growth initiatives. There are more businesses where COOs own RevOps than you might realise.

What does RevOps do? Revenue Operations (RevOps) is about removing silos. It focuses on improving: → Alignment → Integration → Collaboration Among Go-To-Market functions like → Sales → Marketing → Customer Success Why is this so critical? Misalignment across teams often leads to → Duplicated efforts → Poor communication → Wasted time and money The results are revenue loses between 20-30% (IDC Markets) RevOps addresses these issues by providing a holistic approach to optimize how teams work together. RevOps supports the entire organization, unlike marketing or sales operations, which serve specific teams. (creating more silos) RevOps is the glue that makes money 💰 P.S. What’s been your biggest alignment challenge?

When people hear “RevOps,” they usually think it’s all about driving revenue—and yes, that’s a huge part of it. But as someone who works deeply in RevOps, I’ve come to see it as so much more than just numbers and revenue goals. To me, RevOps is really about removing friction across the organisation. It’s about aligning teams so they work together seamlessly, breaking down silos, and creating a unified system where everyone understands their role in achieving the bigger picture. Revenue is certainly the end goal, but the true power of RevOps lies in prioritising alignment, open communication, and process improvements. When we focus on these foundations, we build a collaborative environment where teams support each other, information flows freely, and everyone’s contributions add to the overall momentum. In my experience, when these pieces are in place, the revenue almost takes care of itself. If we get these foundational elements right, sustainable growth naturally follows. It’s about building a culture of shared goals and continuous improvement that paves the way for long-term success.

💪 Want to learn the common responsibilities of high-performing Revenue Operations teams? 💪 Jen Bergren, MBA is writing now her book about Revops and she's interviewing top Revops leaders as Rosalyn Santa Elena, Alana Zimmer ✨, Alison Elworthy, Jeff Ignacio or Nicole Smith (among many others!) to shed light on RevOps functions: Here some top line debates: ➡️ Common functions: Sales Ops, Marketing Ops, Customer Success Ops, Enablement and  Insights on the top ➡️ Enablement and Deal Desk: critical for the scaling phase ➡️ From solo-department to a full Revops team: when, who and how? ➡️ Why marketing ops is sometimes not included in RevOps As part of the Revops community, I couldn't be more eager to share common guidelines and industry standards 💚 This is a must-exercise to improve the way we work, identify common needs and challenges: all my kudos for you Jen Bergren, MBA 💎 ✨ Book draft in comments ✨ #RevenueOperations #Revopsteams #RevopsLeaders

John Burdett recently spoke on The Liquid Lunch Project about all things business, entrepreneurship, and how to make wise decisions as your business grows. Ultimately, you can't be everything for your business... especially as it scales. That's why it's essential to put the right people and processes in place so you can grow the right way. At Fast Slow Motion, we connect businesses with the technology they need to keep making a difference. We have the business and technological expertise to meet you where you are and help you grow using the right technology system for your business needs. Interested in learning more? Reach out to us at the "Contact" link on our website! #FastSlowMotion #ScalableSystems #CEOTips #Entrepreneurship

I've always imagined RevOps and MarkOps leaders to be like Winston “The Wolf” Wolfe from Pulp Fiction 😆 Making a kickass entrance; tying everything ops to $$$; "covering up" things that sales and marketing break 😛; driving the narrative on tooling, strategy, and process alignment; I could go on! Speaking of which... 🥁 #MastersOfRevenue 2024: Ops Edition by RevenueHero starts tomorrow 🥁 June 6: Matthew Volm from RevOps Co-op will help us understand what it takes to build a RevOps function. June 13: Matt Avero-Sturm from Next Stage Consulting is going to discuss his learnings and nuances of running a PLG motion along with a Sales-led enterprise motion. June 20: Drew Frayre from Okendo joins us to share how to drive strategic decisions and influence key objectives of your organization as a RevOps person. You don't want to miss this: https://lnkd.in/gnJfHyKn "If I'm being curt with you, it's because time is of the essence."

I designed a RevOps strategy that resulted in $33M+ ARR and a big exit. There were some things I did well, and a lot more things I didn't. If I were hired into the same role again, here’s what I'd do differently (and what I'd do the same): What I’d do the same: #1: Align resources across GTM. The core of our success was resource planning across marketing, sales, and customer success. Everyone knew their role, which created operational clarity and made sure teams could execute efficiently. #2 Build a strong data infrastructure from the ground up. It allowed us to forecast revenue, optimize processes, and make better decisions. #3 Systemize processes early. We created clear, repeatable processes for things like lead management, territory planning, and sales forecasting which massively reduced chaos as we added more team members, clients, and complexity. What I’d do differently: #1 Prioritize profitability sooner. I focused a lot on top-line growth, which worked, but came at a cost. If I could do it again, I’d focus more on profitability from day one. Burn rate management and balancing growth with sustainable economics would be a bigger part of the equation. #2 Cut down the tech stack. We used too many tools at once. I’d streamline the stack earlier and focus on fewer tools that drive impact and that everyone uses. Complexity adds cost, confusion, and more room for error. #3 Invest in culture more heavily. I've always prioritized building the right culture, but if I had to go back, I would've prioritized it more than anything else (even more than building revenue). When the pressure’s on and everything’s moving fast, culture holds things together and keeps people motivated. It's a prerequisite to sustainable revenue.

🚀 Why Revenue Operations Will Be a Game-Changer in 2025 🚀 Revenue Operations (RevOps) is the secret sauce for businesses to grow smarter, not harder. It’s about aligning Sales, Marketing, Service, Finance, and Product teams so everyone works together to win. In 2025, RevOps will be more impactful than ever. Here’s how it helps each team crush their goals: 💰 Sales: RevOps gives your team clear data and better tools to focus on the right leads, close deals faster, and hit bigger targets. 📨 Marketing: Say goodbye to wasted dollars! RevOps ensures campaigns reach the right audience and tie directly to revenue growth. 👷♂️ Service: Happy customers = long-term success. RevOps helps teams track and fix issues quickly, turning problems into opportunities. 💸 Finance: With clean data and smooth processes, RevOps helps Finance predict revenue and plan budgets more accurately. 🏗️ Product: RevOps connects customer feedback with Product teams, so they build what customers truly want, not just guess. When these teams work together under a RevOps strategy, businesses grow faster, customers are happier, and teams are more focused. In 2025, companies that embrace RevOps won’t just compete—they’ll lead. Are you ready to align your teams and take your business to the next level? #RevOps #RevenueOperations #Sales #Marketing #Service #Finance #Collaboration

Who does RevOps need on speed dial? Pretty much everyone.   The most successful RevOps professionals break down silos and ensure every department is working toward the same goals. And by collaborating with different teams, RevOps becomes a key player in the company’s growth engine. 2 things that are for that cross-functional success? 1. Build the team: This starts with recruiting and keeps moving forward with team development. 2. Build up internal collaboration: We’re talking aligment across teams for a unified vision for the company. For revenue operations to be truly effective, cross-functional collaboration is a must. RevOps professionals must build strong partnerships across sales, marketing, customer success, and even finance. Without alignment between these teams, it’s nearly impossible to create cohesive strategies that drive revenue growth.

One of Drift, a Salesloft company's super powers was how good we were at scaling up our operations during our hypergrowth phase. We basically became a new company every 6 months and our ability to adapt to those rapid changes was critical. Two of the masterminds behind how smooth all of those transitions were are Sean Lane and Laura Adint. They've teamed up to write a book on revenue operations that just launched today and I'm really excited to dig in to the masterclass they've written up. Anyone in a role in or tangential to Rev Ops (Marketing Ops, Sales Ops, etc) should absolutely check this book out. https://a.co/d/ixALPLX