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.
“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
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.
“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.
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
“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”
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.