RevOps as a Product: Building the GTM Engine

What’s the key to sustainable revenue growth? For RevOps professionals, it’s to treat RevOps as a product that delivers a seamless customer experience by solving for customer gaps. Join our panelists, Erol Toker, CEO at Customer Led GTM, and Jen Igartua, CEO at Go Nimbly, to explore how high performing teams are building their GTM engines and leveraging the fundamentals of product management.

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“Think of RevOps more as a movement or concept than just a department. It’s more fundamental, like a philosophy and way of operating” - Erol

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The expectations for revenue operators have increased over the last couple of years. Instead of debating the value of RevOps, C-level executives are asking us to be a strategic function for the business. The question is, are we ready?

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RevOps professionals are falling short

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“No other team needs to justify their existence as much as RevOps.” - Jen 

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Does your team have the title of revenue operators, but find yourselves falling short of reaching strategic revenue goals? You’re probably bogged down with limitations like:

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1. Focusing on reactive work and firefighting 
2. Too many channels and no visibility
3. No future roadmap for next month, quarter, or year 
4. No authority to influence prioritization 
5. No ability to say no
6. Tech debt holding back innovation 
7. No relationships with your users or the customer 
8. Don't know if you have the right people 
9. Team is burning out 

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To get out of this rut, high performing teams are leveraging the fundamentals of product management by putting their customer at the center of their GTM plan and aligning with C-level priorities. 

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RevOps as a product

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“Most of the people in this room are our next CROs.” - Jen 

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If you see yourself becoming a future Chief Revenue Officer, start treating RevOps as a product that’s designed to solve customer pains and learn to say no. Your goal is not to complete a list of to-dos, but to build a product that your GTM teams use to support customers. 

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When deciding on priorities for your team, center your strategy around solving gaps in the customer experience. There are 3 gaps that exist in every business: 

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1. Customer experience - Gaps your customer is feeling today. They’re probably costing you revenue right now. 
2. Scale - Gaps that keep you from getting to your inflection point. Typically around technology and enablement. 
3. Efficiency - These gaps are the easiest to identify but can take too much focus. Efficiency is great, but be skeptical.

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Align with what leadership cares about

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“C-level executives and larger companies are talking about their expectations that revenue operations should be a strategic force with a seat at the table. They want us to step up.” - Jen

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Finally, make sure that you align your team and your priorities with what your C-level team cares about most. In short, make sure your strategies are designed to beat your competition. That means addressing customer pain points by prioritizing revenue impacting work. 

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For example, you may find that you’re losing 30% of your deals at the negotiation stage. You need to improve the contracting process. Rather than viewing this as a sales productivity issue, look to solve the customer gap by simplifying contracting to make it easier for customers to sign deals.

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Setting the tone for RevOps at your company

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If you start treating RevOps as a product that’s directly tied to revenue outcomes, rather than a backlog of tasks, you can focus on solving problems that will improve the customer experience, scale your company, and align yourself closely with your leadership team. 

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