Making the transition from legacy to revenue operations will completely transform your organization. This is a fact–one that can be nerve-wracking, especially to those who would argue that the old way of doing things has historically produced some success. 

If you’re still on the proverbial fence about revenue operations, chances are it’s because you know that once you let yourself hop to the other side of that fence, it will impact not only the way everything within your company functions, but your stakeholders as well. Here, we’ll get into the ways you should be selling this transition, as well as the actual logistics behind the implementation of revenue operations. 

If you’re still asking yourself why this new model is necessary for your company, the answer is this: Because you want to drive more revenue by delivering a gap-free, personalized customer experience, and that metric is the north star for a revenue operations team. Even if profitability isn’t currently your top priority (for some reason?), the truth is that increased revenue will make your company more valuable and extend your customer lifecycle. 
Your stakeholders are driven by a desire to increase your company’s value. Assuming they are (and most executives we’ve talked to consider this to be a no-brainer for enterprise companies) the move to revenue operations is an easy sell. Still, if you do find yourself playing a bit of hardball, here’s how the pitch should go: 
Let those in doubt know that without operational support, there is no way for your company to scale and grow the way it needs to. 
Suggest focusing your teams holistically, instead of using old methods that have proven ineffective. 
Emphasize that revenue operations will allow you to spend less operationally while also delivering revenue impact. 
To any stakeholder with a vested interest in your company’s value (which is, by definition of the word, all of them), these truths should do the trick. We can also assure you, with firsthand knowledge, that revenue operations will deliver on its seemingly lofty promises. 
When actually setting things into motion, the best time to make a RevOps hire is around $1M of ARR. You can augment your existing team or hire someone mid-level who also has good experience in at least two of the four functional areas of revenue operations. Avoid hiring anyone who is unable to articulate the operational pains across your GTM teams or who will create friction between them. A great RevOps hire will be someone with a strong background in one of the revenue departments, who’s been personally impacted by the lack of operational unity of these teams. 
Whether you have your RevOps team reporting to your CRO or to Finance (either option can work), the most important thing is that they have some level of autonomy. If your CRO is an excellent sales manager, but lacks a real interest in operations, you’re likely better off putting your revenue operations team under Finance. Be aware, however, that this structure can sometimes create a risk-averse revenue operations team, which is why we want to seriously stress the importance of their autonomy.