Benedetta
@benedetta
Benedetta
OpenAI’s New ChatGPT Agent Can Control an Entire Computer and Do Tasks for You | the Verge
Hayden Fieldtheverge.comIntro to ChatGPT’s Agent Bots
Always a Student [Yoga Edition]
Intro to Patanjali’s Yoga Sutras and how they touch upon various aspects of mental and emotional well-being.
When it comes to SDR work, there are a lot of repetitive tasks. The key to hitting quota, and even exceeding it, is to prioritize and focus your attention on activities that matter. Sequencing is about planning and prioritizing activities, which makes those repetitive tasks more efficient and effective.
The Ultimate Guide to Building a Prospecting Sequence | Vouris
Article on the importance of using sequences as an SDR. Some good stats are always needed when implementing a Sales Engagement tool and the sales team have never used cadences
Mind control. 😮💨
Practice, together. Link in bio.
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Tips on supporting sales team on leveraging AI:
Tier1 Prospecting approach using AI as a copilot, not the pilot.
Fundamentals of Finance to make you a better RevOps:
- Unit Economics (CAC, CPL, CPO, NRR)
- Modelling Incentives & Compensation
- Revenue Operating Model: Top of Funnel (focus on initial stage of customer awareness & interactions. Utm’s, lead scoring (MQL’s) & channel optimisation)
- Revenue Operating Model: Middle of Funnel (gain insights into converting meetings to opps to win. Segmentation, win rates, average sales price & sales cycle. Discuss headcount/sales capacity management)
- Revenue Operating Model: Renewals & Expansions: understand critical aspects of customer retention & expansion. How to implement effective strategies for renewals & upselling which help max. lifetime value & sustaining long-term rev growth)
Let go of those who no longer serve you or who were never your real friends in the first place
To read
The perfect RevOps team structure determines the team's success. When talking with clients, I encounter these situations often: - Our old RevOps builds things that nobody uses - We laid...
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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