Benedetta

5 things I'd do in my first 90 days as a new VP of Revenue Operations

1. Audit the data before touching anything else. You can't optimize a system you can't trust the inputs on. Start with CRM data quality: completeness, accuracy, duplication rate.
https://lnkd.in/gGEwxtnt

2. Map the lead-to-revenue flow end to end. Not what the team thinks happens. What actually happens. Where do leads stall? Where do handoffs break? Where is there no owner?
https://lnkd.in/gKrbhMFu

3. Pick 5-7 metrics. Not 30. The ones that tell you whether the revenue engine is healthy. Pipeline velocity, forecast accuracy, win rate by segment, cycle length, and quota attainment distribution.
https://lnkd.in/gU9uk-AF

4. Talk to the reps. Not about their deals. About their friction. What slows them down? What data do they not trust? What process do they work around? The workarounds tell you where the system is broken.

5. Don't reorganize anything for 90 days. Observe the system as it runs. The biggest RevOps mistake is restructuring before understanding. Resist the pressure to "make changes" until you know which changes will actually matter.

1) Strategic RevOps leader (VP/Director).
You always need just one.
The only exception is if you are large and have two separate business units (e.g. AWS vs Amazon retail).

Usually, 2nd or 3rd hire.

The key is that they are strategic.
They will never change settings in your CRM.
They will never build an automation.

Rather, they will set quotas, work on pricing and commissions, and lead the team.

2) Generalist RevOps Manager
This is often your first RevOps hire.
With size, you will have multiple.
They can grow to become strategic.

They are the link between strategy and execution.
They can be technical but are not experts.

You can have focus areas:
- RevOps manager Marketing
- RevOps manager Customer Success
- RevOps manager growth
- RevOps manager enablement
- RevOps manager tooling
-etc

3) Subject matter experts
This should never be your first RevOps hire.
Those are your CRM admins, data analysts, automation, database, enablement, etc.

This can be 2nd/3rd hire.
Then you will end up with many of them.

** Team structure per time size

RevOps team of 1:
- Generalist RevOps Manager

RevOps team of 2 if more B2B enterprise:
- Strategic RevOps leader
- Generalist RevOps Manager

RevOps team of 2 if more PLG/transactional:
- Generalist RevOps Manager
- Subject matter experts

RevOps team of 3:
- Strategic RevOps leader
- Generalist RevOps Manager
- Subject matter experts

RevOps team of 4/5/6:
- Strategic RevOps leader
- Generalist RevOps Manager
- 2/3/4 Subject matter experts

RevOps team of 7:
- Strategic RevOps leader
- 2 Generalist RevOps Manager
- 4 Subject matter experts

RevOps team of 11:
- Strategic RevOps leader
- 2 Generalist RevOps Manager
- 5 Subject matter experts

As a general rule, 1 Generalist to 5 experts.

How big should your team be?
That is the wrong question.

Quality over quantity.

But as an another general rule:
- if your team is burned or resigned, then you are too late to hire
- if your team is working remotely from Bali, then you overhired

To read

Interesting blog about RevOps & Hubspot stuff

If ownership doesn't come with real autonomy, it isn't ownership; it's just extra work (link)

How to use AI for territory management