Episode 42: The Tactical Side of Scaling rom 1 to 10

In this episode, co-host Camela Thompson sits down with Andreas Drakos, Senior Director of Revenue Operations at Superside, a creative-as-a-service company. Broadcasting in from Athens, Greece, Andreas shares his firsthand experience of growing a RevOps function from a two-person team to a well-structured department of eight.

If you've ever found yourself stuck between being the one-person Swiss Army knife and leading a team that needs structure, specialization, and a strategy for scaling, this one’s for you. Together, Camela and Andreas explore the challenges of building team infrastructure, defining career paths, and structuring work without regressing to the old-school siloed ops model.

Building a Team Beyond the “One-Man Army”

When Andreas began building Superside’s RevOps team, he quickly realized most resources focused on operating as a solo generalist—someone who did everything across marketing, sales, and CS ops. But how do you grow when your team grows?

"We were the specialists on everything… and suddenly, I needed to figure out how to specialize without breaking the RevOps model." – Andreas Drakos

He noticed a glaring gap in content around what it really takes to scale a RevOps org beyond 1–2 people. So, he defined the missing blueprint himself.

For insights on making your first RevOps hire, check out Growing RevOps from a Team of 1 to 5.

The Four Pillars of Scalable RevOps

To avoid reverting to siloed teams, Andreas introduced four clear categories—or "job families"—that any RevOps org can apply:

1. Systems -CRM admins and platform specialists who manage integrations, data flow, and security.‍
2. Operations - Process-focused partners embedded with GTM teams. Think lead routing, territory planning, and fielding rep requests.‍
3. Enablement - Training teams that scale methodologies, onboarding, and tool proficiency—plus sales process coaching and product positioning.‍
4. Analytics & Strategy - The brain trust working with leadership on KPIs, dashboards, and data storytelling that drives change.

“Each pillar has different characteristics, different people, and different growth paths. They can’t all be managed the same way.” – Andreas Drakos

For a deeper dive into RevOps career paths, explore The 5 RevOps Career Tracks: Finding Your Perfect Role.

Avoiding Chaos While Maintaining Cohesion

Managing different work styles across pillars is no easy feat. Project sprints work well for systems teams, but not for enablement. Operations gets interrupted constantly, while analytics needs heads-down time for deep work.

Andreas shares his experiment-driven approach:

• Systems + Ops follow sprint-based project management.
• Enablement uses training calendars.
• All teams meet biweekly to align on business goals and celebrate wins.
• Friday team calls? No work allowed - just vibes and connection.

For strategies on improving team dynamics, read A Framework to Improve RevOps Team Dynamics.

Coaching Strategy-Minded Operators

To build a team that thinks strategically, not just executes, Andreas tailors his coaching by role:

• Enablement: Constant upskilling, research, and benchmarking against best practices.
• Analysts: Less about new dashboards, more about influencing leadership with clear, contextual storytelling.

“You can build the prettiest dashboard in the world… but if your CRO can’t make a decision from it, what’s the point?” – Andreas Drakos

Enhance your data storytelling skills with Beyond KPIs: The Art of Storytelling With Data.

What to Watch Out For When Scaling

Once your RevOps org hits five people, Andreas suggests it’s time to:

• Introduce hierarchy and job ladders.
• Invest in project management and people management.
• Avoid hiring for one pillar and expecting them to cover another.
• Push your HR team to understand that enablement ≠ systems ≠ analytics.

“RevOps teams are multidisciplinary - and that’s our superpower. But it also makes people ops really hard.” – Andreas Drakos

For guidance on structuring your RevOps organization, consider How Should Your Revenue Operations Organization Be Structured?

Final Thoughts

Scaling from 1 to 10 in RevOps isn’t just about headcount - it’s about mindset, structure, and sustaining what made RevOps magical in the first place: cross-functional impact.

Whether you’re a team of one or already deep into the growth phase, Andreas offers practical advice and relatable stories for operators building the next generation of RevOps orgs.

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