The best thing about doing a podcast is getting to share ideas with all the insanely smart and talented people in the RevOps space. With five episodes out there in the world, we thought this would be a good time to put together a roundup of some of the best lessons and tips from the revenue leaders we’ve had on Kill Yr Silos so far. 

Editor’s Note: It was extremely hard to choose just one per episode. If you finish this article and still want more, you can watch all the full video interviews here


1. RevOps should be agenda-neutral 

Dayna Rothman, CMO, OneLogin

One of the main reasons it’s so important to have a separate revenue operations function is that it provides that team with the autonomy they need to get the right work done. 

When RevOps rolls up to a Head of Sales or a CMO, you risk them being beholden to a function-specific agenda instead of driving forward the initiatives that align with the business’ more holistic goals. 

Dayna says: 

“If you have Marketing Ops and Sales Ops reporting to different business stakeholders, sometimes you don’t quite get as much of a neutral point of view as far as the organization and the data. That’s why we like to have a separate function that informs all of us versus having them under different leaders who maybe have different agendas.”  


2. There is more than one way to look at the ROI of RevOps

Ross Nibur, Director of Operations, Toast

One of the tougher things about trying to sell RevOps to operators early on is that they want the exact ROI to be established up-front. That’s understandable, of course, since they’re also trying to sell the methodology to their leadership. 

Still, a methodology like revenue operations has more than one way of impacting revenue and any specific ROI number is going to depend on the organization itself—what the gaps are, how they’re currently impacting pipeline health, etc. 

When considering ROI, Ross breaks it down into two categories. He says: 

“There’s direct time-savings ROI, where we’re really sure that if we do this thing, we’re going to give [someone] 5 minutes of [their] day back.  And then there’s speculative ROI. That means that we think if we do this thing, we’re going to improve conversion or performance in some way.”

These kinds of hypotheses that Ross is talking about may be speculative, but they’re also actionable and can be proven through durability testing


3. Sometimes in RevOps, you have to be the bad guy 

Jessica Thomas, Director of Revenue Operations, FMX

Often times, prioritizing the right things for your business means telling people ‘no.’ Even if your decisions as a RevOps leader aren’t always the most popular, an integral part of the role is an ability to keep your team focused on your company’s north star by understanding and communicating the impact of the work that’s being done. 

Jessica says: 
“I’ve been called a hard-ass and I had to kind of reflect on whether or not I was

okay with that. But you know what? I’m here to do what’s best for my company and if I need to be a hard-ass to do that, great. I’ll do it. If nobody else is going to step up and do it, I’m more than happy to do that. I’m in a role where it makes sense and I certainly don’t have any qualms about saying things that are controversial. If I did, I think that would make my job harder.” 


4. Real cross-functional collaboration is hard but worth it 

Leslie Mertz, Business Development Manager, Aurora Solar 

Siloed revenue functions only really lead to one thing: friction throughout the customer lifecycle. That friction means your customers will ultimately spend less money with you—no good. So, while it can be easy to get into the habit of working and making decisions with only your own team, cross-functional collaboration goes a long way towards improving the buying and customer experience. 
Leslie says: 

“Overall, I think more cross-functional collaboration really does feed a better product and a better experience. Especially today, with the lines between Marketing and Sales attribution becoming a lot more blurred.” 


5. RevOps takes your team beyond “light switch problems” 

Andrew Lobb, Sales Operations, Lattice (formerly Director of RevOps at Zinier)  

Revenue operations is about creating sustainable lift; doing the work that will move the needle across your key revenue levers of volume, value, velocity, and conversion. Having a team focused on identifying process and performance gaps and how to fix them will help create a holistic, big-picture view of your business and which solutions you should be prioritizing. 

Andrew says: 
“Sales may be saying, ‘if we fix this one thing, we’re golden,’ even if that’s not necessarily the case. That’s where the psychology part comes in. As RevOps leaders, we have to get those key stakeholders, department leaders, and even the end-users, to understand the big picture and overarching goal. So that’s something that’s super important when it comes to discussing our projects outside of revenue operations—tying it into revenue impact and understanding the lift that we want to see and here’s how we’re gonna get there.” 
The next episode of Kill Yr Silos will be live on March 10th. Until then, feel free to chat us with any RevOps questions or anything else.