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Revenue Operations

How Operationally Mature Are You? (And How To Improve)

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Delve into the complex world of RevOps with insights from industry leaders, including Ali Rastiello, VP of RevOps at Health Catalyst, Trevor Greyson, Head of Business Tech at Miro, Jeff Ignacio, Head of GTM Ops & Growth at Regrow Ag, and Camela Thompson, RevOps Co-op's Head of Marketing. Explore the challenges hindering operational maturity, from GTM alignment to data management and revtech. Discover strategies to overcome these obstacles and propel your organization forward in today's dynamic business landscape.

“Influencing without authority is our life in Revops.” - Camela Thompson

In a recent survey conducted by Openprise, the data shows that companies with RevOps orgs are no more mature than companies with siloed orgs. Why is that? Our panel discusses the challenges that come with the 3 pillars of operational maturity: GTM alignment, data management, and the revtech stack.

Pillar 1: GTM alignment

“Your typical CRO usually owns sales, marketing, and customer growth. But there are a lot of CROs out there that don’t own all of that.” - Ali Rastiello

Change is constant and alignment is the holy grail. Your alignment–plus your processes, roles, and metrics– usually won’t fit your next stage of maturity. Our panel has some theories about why alignment is one of the most challenging pillars of operational maturity: 

  1. RevOps isn’t consistently defined

Chief Revenue Officers often come from a sales background, which is helpful when the business is new and scaling. But as the organization matures, companies must focus more on customer retention. This is a very different mandate for RevOps orgs sitting under a sales-focused CRO.

  1. RevOps isn’t good at selling their value and impact

RevOps pros do great technical work behind the scenes. Unfortunately, they’re not always the best at communicating their impact and selling their vision to the executive level. 

  1. A lot is out of RevOps’ control, especially with alignment

At its core, RevOps is a supporting mechanism for the GTM strategy and doesn’t make final decisions. When relationship building isn’t prioritized, other teams start to feel like they aren’t in control of their own reporting, performance, and story. 

  1. As companies mature, their challenges shift

New products, new market segments, and mergers all add complexity. As RevOps starts taking on operations for more teams, like finance and CS, they need to constantly recalibrate how they communicate.

Pillar 2: Data management

“You need data models that support marrying all of these data points together so that everyone is speaking the same language.” - Trevor Greyson

RevOps has a hand in managing finance data, customer data, product and contract data, and more. Still, these numbers come from various systems and you might find yourself presenting completely different numbers than other teams during board meetings. 

Finding a data model that supports and marries all of these data points together is one of the most challenging tasks in a maturing company. Cohesion is especially critical in board meetings, so have a dress rehearsal with other departments before you present your data.

Pillar 3: Revtech

“These tools make the human capital into efficient capital within the business.” - Jeff Ignacio

The decisions you make around the tools in your revtech stack can influence your alignment and the quality of your data management. It’s a constant challenge of balancing utility and efficiency while minimizing spend. Remember that the goal is to enable your GTM org to row the boat forward productively.

A centralized systems team can help you look at your problems holistically. Instead of buying more tools, you may be able to push your vendors to deliver more of what you need. Adding new technology into faulty business processes will impact your operational maturity.

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