Cognism’s Post

Often, RevOps is mistaken for just another Sales Ops team - but there's so much more to it.... RevOps is about harmonizing all go-to-market (GTM) efforts, ensuring that marketing, sales, and customer success work together seamlessly & all of this flows back to finance effectively. When organizations underestimate the breadth of RevOps, they run the risk of: 🚪 Missed revenue opportunities. ⚙️ Misaligned process and systems. 🕒 Lengthened sales cycles. 🤯 Frustrated teams due to disjointed operations. To truly leverage RevOps, leaders need to empower RevOps Leaders to: 🔑 Unify GTM Teams: Ensure marketing, sales, and customer success are perfectly in sync. 🔑 Align Goals and Metrics: Cross-functional KPIs promote teamwork and transparency. 🔑 Be the Voice of Finance: Ensure that GTM teams understand the financial impact of their actions, integrating backend finance perspectives into strategic decision-making to drive profitability and sustainable growth. 🔑 Streamline Processes: End-to-end visibility helps identify bottlenecks and inefficiencies. 🔑 Foster a Culture of Continuous Improvement: Encourage a mindset of ongoing optimization and learning.  🔑 Implement Scalable Solutions: Focus on creating scalable processes and systems that can grow with the company, ensuring long-term success without compromising efficiency. The Benefits: 📈 Increased Revenue Growth 🎯 Consistent and Predictable Performance 🥇 Higher Customer Satisfaction 🤝 Improved Team Collaboration Let's shift the perspective from “RevOps = Sales Ops” to “RevOps supports all GTM teams”! That is the only way we'll break down silos and build stronger, more cohesive strategies. #RevOps #RevenueOperations #GTM #SalesOps #MarketingOps #CustomerSuccess #BusinessGrowth

Aligning revenue teams to operate as a single unit is requires a lot of work. Without the right processes, tooling, documentation, automation, and most importantly, the right team to own this alignment, it's very easy to have different parts of your GTM org working on priorities that don't align to the broader strategy and inevitably end up hurting your revenue goals. Your RevOps function, when setup the right way makes for massive impact in how efficiently you're able to scale revenue, without always having to scale headcount and tooling. In our first edition of Masters of Revenue, we covered the complex world of Revenue Operations, and how you should think about it as a founder, as an operator or a consultant and go into detail on - 🏁 How to approach you first 90 days in a RevOps role? ⛳ How to drive alignment between different teams in the GTM org, and ensure that your processes are adhered to? 🏅 How to drive alignment between different teams in the GTM org, and ensure that your processes are adhered to? 🖇 How to approach layering on an Enterprise Sales motion to a PLG org, from an Ops perspective, and more. If you're new to RevOps, a founder looking to make your first hire, or a practitioner go check out all episodes in comment.

How Mature is Your Revenue Operations? 📢 Our co-founder Benjamin Mohlie recently wrote an insightful blog focused on RevOps Framework: Team Structure. 🌟 Here are the three main takeaways: 👥 Design Team Structure to Support Business Goals: Align your RevOps team with business goals, ensuring collaboration across marketing, sales, and customer success. The key is not who controls RevOps but finding a leader who can unite these functions effectively. ⚙️ Drive Towards Self-Organizing Teams: Your RevOps leader should create agile, self-organizing teams that adapt to evolving business needs, maintaining accountability and efficiency. 👨🏻💻 Right-Size Your Team Structure: Match your RevOps team structure to your company's growth stage. Early-stage companies can manage with fewer resources while scaling companies need a more robust team to prevent tactical firefighting and ensure smooth operations. Read the full blog to dive deeper into these insights and optimize your RevOps strategy: https://lnkd.in/eBDzTXun. #revenueoperations #revops #marketingoperations #marketingops #salesops #salesoperations

Let's face it - building a top-notch internal team for your RevOps function takes a lot of time and investment. Investment required to build a RevOps function: At a minimum, you’ll need a director, and three analysts covering marketing, sales, and finance operations. These skills are hard to find, and so this headcount will not be cheap. Including benefits, the fully weighted cost of building such a team can easily be $600k annually. Instead of going through recruitment costs and ramp-up time, a fractional RevOps team can make a big impact. Learn more about our vision for what RevOps is and the value it can drive: https://lnkd.in/efsyqfsn #fractionalrevops #revopsadvisory #chiefrevenueofficer 

Why are RevOps important? 🤔 The concept of RevOps revolves around aligning your diverse teams to streamline the revenue-driving process. By integrating teams and breaking down data silos, smooth operations ensue. When teams are data-sharing, processes become more synchronized, ensuring a consistent approach across marketing and sales. This collaboration prevents redundancies and facilitates efficient information sharing. Removing these obstacles leads to a smoother sales process and increased revenue potential, though RevOps challenges may arise. Final Result: Lower CPLs and improved conversion rates.

Why are RevOps important? 🤔 The concept of RevOps revolves around aligning your diverse teams to streamline the revenue-driving process. By integrating teams and breaking down data silos, smooth operations ensue. When teams are data-sharing, processes become more synchronized, ensuring a consistent approach across marketing and sales. This collaboration prevents redundancies and facilitates efficient information sharing. Removing these obstacles leads to a smoother sales process and increased revenue potential, though RevOps challenges may arise. Final Result: Lower CPLs and improved conversion rates.

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.

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.

I've been deep down the revops rabbit hole with Sean Lane during our time at Drift, so it's only fitting I go all the way down the rabbit hole is his and Laura Adint's new book: 'The Revenue Operations Manual' In all seriousness, this book should be on the shelf of every partner leader. Understanding revops, as a partner leader, is no longer optional. It's mandatory. Understanding revops allows you to 1️⃣ Create alignment with the sales process 2️⃣ Make data-driven decisions 3️⃣ Forecast revenue accurately 4️⃣ Improve your collaboration across ALL teams 5️⃣ Drive scalability and efficiency. It’s the foundation that connects your partnership initiatives with the company’s overall revenue goals. Get the dang book 👇 Become the partner leader thats needed today.

For this next act, I'm serious. So no emojis, and no AI-generated pics. Recently I have spoken to 5 different operators, of varied seniority, who all feel the need to keep explaining what does BizOps do, and why "No, Sales, you can't have RevOps..." Let's back to basics, and all learn, why are we all here... Check out the The Strategy & Business Operations Hub latest post linked here. https://lnkd.in/eBm4jnGD