Janis Zech’s Post

UPDATE 5 Jan 2023: Last minute location change (since our usual haunt is closed): ✳ Starbucks @ 9722 Great Hills Trail ✳ It's in the strip mall with Trader Joes. It's the first week of the month, and that brings the "First Friday" of the year. I'm inviting my CS Operations friends, current and future, to work together brainstorming, soundboarding, solutioning and community-ing. Plus, I want to invite my Revenue Operations friends, because they're cool too, and I want to learn more about the other functions inside Rev Ops. Here are your details: ➡ We meet in-person in Austin. ➡ Friday 5 January 2024; 1:00pm - 3:00pm ➡ Starbucks: 9722 Great Hills Trail (in the strip mall with Trader Joes) Note the last-minute location change! ➡ Come with your big challenges, your past victories, your pressing questions and your best solutions. We make the agenda as we go, and will break into groups or teams based on who is working on what. All are welcome; no RSVP needed, though if you drop a comment here we'll keep watch for you. We'll work together, over coffee or a cinnamon roll, to raise the bar on CS Ops and Rev Ops. See y'all Friday. #bettertogether #csops #revops #csoperations #revenueoperations

Don't be like me. ❄️ Here I am in Wisconsin - 20 degrees outside, snow falling, and 40 mph wind gusts. Just wishing I was in San Diego for #RevOpsAF 2024 ☀️ That's not until May though, so I've got a few months to wait. 😩 But doesn't mean I can't talk about how awesome the event is gonna be before then. Today I wanted to highlight one particular session I'm excited about. The RevOps Track to the C-Suite 🛣️ Run by ☁️ Cliff Simon from Carabiner Group I think we've all heard enough about RevOps moving from tactical to strategic. That's old news. But how can talented revenue operators move into C-suite roles? Is there a place for the Chief Revenue Operations Officer? Or are revenue operators better fits for a CRO or COO role? Well that's new news if you ask me 😎 Learn more about the event and snag your early bird ticket here → www.revopsaf.com #revops #revenueoperations #salesops #salesoperations #mops #marketingops #csops #cxops

There are so many ways to get into RevOps. 💭 Edtience Tenbrook discusses her career path from an admin to a sales operations leader.  Discover even more career paths: https://lnkd.in/dYtGS_P4 #RevOps #RevenueOperations #SalesOps

As an operations person, I struggle with hypotheticals from well-meaning senior executives. Things like “What would you do if our company wasn’t so inefficient?”. It’s a cruel question. As an operator, it is very easy to see the things you could do if you had more resources, better technology or cleaner data. The problem is that the business needs to run, and that requires you to work through the internal hurdles that create inefficiencies. A better question is, “What is the biggest internal hurdle you have and if I remove it, what will you be able to do that you cannot do now?” That question, if acted on, allows your operations leader to dig out of daily inefficiencies and make a difference for the company. #salesops #revops 

What triggers an account to cross the chasm from passive → “in market”? 🤔 Reflecting from my past experience, it’s times when there’s a: ⦾ Fundraising event (scale) ⦾ New executive joins (change things up) ⦾ Strategic initiative (rally around a common goal) ⦾ Policy change like SOC2 compliance (get our house in order) ☝️ are all signals that far too many GTM teams are blind to. Or that go overlooked because they are too cumbersome to keep track of and act on. Common Room just FTFY with a new set of signals: 📰 News & hiring trends. What is it? We’ve added 8M news signals and 150M job listings spanning 40M companies worldwide—all refreshed daily and available out-of-the-box with every Common Room plan. WIIFM? Work smarter, not harder by uncovering signals hidden in plain sight like: ⦾ Strategic priorities (e.g., CEO mentions “gen AI” in an earnings call) ⦾ Market challenges (e.g., just went through a round of layoffs) ⦾ Desired skills (e.g., “LLM prompt writing” listed in job rec) ⦾ Urgent needs (e.g., security breach just happened) ⦾ Financial health (e.g., just raised a $50M round) ⦾ Tech stack (e.g., vendor listed in job rec) +++ If you’re not prioritizing accounts and surfacing this context to your GTM teams, you’re doing them a disservice. Especially with how easy it is (see video). More context, use cases, playbooks over on the blog: https://lnkd.in/gF9QHesF

There is no General Right Size for Rev Ops, it truly depends on your current stage, GTM maturity, and the market conditions. A more complex GTM Motion requires stronger more mature Rev Ops. There are some common themes however: 1) Rev Ops functions are likely to exist across multiple levels of maturity within your organization. 2) The Org / People in Rev Ops are the most underinvested category. “All too often, companies hire one or two beleaguered analysts — with no RevOps leader” 3) The Systems and Tools are the most over invested area in Rev Ops “All too often the answer is, “there’s a tool for that!” and a new point solution is plugged in. This creates an ever-increasing burden of system ownership” Rather “The money and time you save can instead be invested in research and development, sales, marketing, etc.” Summary Don’t over rely on or invest in tools, rather invest in your Revenue Operations organization. Strong Revenue Ops will create scalable processes, drive productivity through the organization, invest in the right technologies, and create world class GTM motions / alignment. Leading to scalable profitable growth! There is a good reason Rev Ops is the fastest growing job in the US! 🥳 #revops #gtm

Are you facing pushback on adding another head to your #RevOps team? Here's how to make a rock-solid case: 1. Craft a Compelling Business Case: - Identify the need with clear data. - Highlight the ROI with a detailed cost-benefit analysis. 2. Rally Internal Champions: - Secure backing from at least one or two people from sales, marketing, finance, and/or customer success. …..the more influencial the better. 3. Evaluate Hiring Options: - Weigh full-time hires against fractional services from RevOps specialists. - Get insights from specialist partners and recruitment firms. 4. Engage RevOps Partners Early: - Gather service details to assess cost-effectiveness. - Assess them for cultural fit, like you would any employee. 5. Run a Comprehensive Cost-Benefit Analysis: - Decide between managing in-house or partnering with experts who bring pre-trained staff and minimise extra costs. 6. Present Your Case with Confidence: - Prepare a tailored proposal backed by data. - Be ready to address questions and concerns head-on. Ensure you are able to summarise your findings and recommendations in a couple of sentences or at most - 2 minutes of talk. The C-suite is busy, and will value you saving their time. #RevOps #BusinessGrowth #Leadership #Efficiency #RevenueOperations Need help navigating this process? Reach out - I'm happy to help you navigate how to secure a RevOps budget. or ....perhaps you have some tips you can share in the comments 😁

Situation: You are the CEO of a mid-sized technology company experiencing a significant decline in sales for the last two quarters. Key data points include: 1. Customer satisfaction surveys: Reveal a 15% drop in positive feedback regarding product quality. 2. Competitor analysis: Two major rivals have introduced similar products with highly innovative features at a lower price. 3. Employee morale: Internal surveys show decreased motivation and increased concern about job security. 4. Financial reports: Cash reserves will be sufficient for six months at the current rate of losses. Question: Considering all available information, which of the following actions is the MOST critical priority for you as CEO? A. Immediately implement a round of layoffs to reduce operating costs and extend cash reserves. B. Launch an aggressive marketing campaign emphasizing your existing products' reliability and value. C. Invest heavily in research and development to accelerate the launch of a more competitive, next-generation product. D. Conduct focus groups and in-depth market research to understand shifting customer demands and competitor differentiation.

Sunshine, beaches, and a bunch of lovable #RevOps 🤓 getting their learn on at #RevOpsAF24 It sounds like a daydream but it's real! Join some of the most amazing thought leaders in the operations space from diverse backgrounds talk about the cutting edge trends we're seeing in the market like: - Why the future of RevOps isn't SalesOps 2.0 - What hiring managers are really looking for in their next hire - Everything you need to know about change management AND the best news? You still have time to be one of the first 100 ticket buyers and take advantage of our early bird rate. Be there or be 🔲 Register now -> https://hubs.li/Q02hvPc30 #salesops #mops #csops

Today is a "recharge" day at Airtable so I'm getting ahead of some weekend reading. Trunal B. from Clazar was nice enough to send a copy of "The Complete Guide to Sales Growth on Cloud Marketplaces." I wanted to share these key insights from the book: 1. Winning with partner ecosystems is becoming increasingly important and valued by companies. Just look at the hiring - there's been a +354% increase in ecosystem roles and +281% increase in partnership roles since 2013. 2. Embracing channel neutrality is a key to success in engaging with GTM teams 3. Do things that don't scale to get to scale. Engage quickly with a smaller group of champions that are committed to get joint wins quickly. Once they have proof points, they can become champions for the marketplace partnership internally to get more folks on board. Pete Goldberg did this at Gitlab and ended up driving 20% of the revenue through marketplaces! 4. Automation is key. Get AEs away from manually creating private offers and get to automation as quickly as you can. 87% of business leaders believe automation will give reps more time to focus on goals that have a direct impact on revenue. 5. Your priorities will change as the cloud channel grows and so will the outcomes you measure for success. Keep in mind where you are in the journey and what success looks like for each stage.