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RevOps is the secret weapon for successful B2B companies.

 

RevOps is the secret weapon for successful B2B companies. 

Across every revenue activity, an empowered RevOps team will improve processes, spark communication, and drive efficiency. 

All with a single goal: Drive bottom-line growth. 

At September’s Charge Conference, Kyle Coleman (Former CMO, Clari) talked about RevOps with two top execs. Anil Kumar (Head of RevOps, Asana) and Haley Katsman (VP RevOps, Highspot) broke down the role of RevOps and their keys to success. 

Here are 5 takeaways:

1. Set a North Star

When RevOps kicked off a few years ago, leaders focused on bringing together Marketing, Sales, and CS. 

But experienced revenue operations leaders know they need to look beyond the org chart. 

Instead: 

  • Know your North Star. For RevOps teams, this means accelerating revenue as fast as possible. This North Star should drive every other action. 
  • Identify revenue impacts. With your North Star in mind, cast a wide net for revenue impacts. You may find them in Marketing, Sales, and CS. You may also find them in other parts of the organization. 

Keep your goals narrow and your scope wide. 

Don’t limit yourself. 

2. Be a (Strategic) Order Taker

RevOps can quickly become known as the “fix process” folks. 

That’s not necessarily a bad thing. 

Many leaders push back against an operational label (they want to be known as a strategic whiz). But by tackling process issues, you demonstrate an ability to drive the bottom line. 

This opens the door for: 

  • More influence
  • Increased responsibility
  • Stronger relationships

And opportunities expand from there. 

Strategic, yes. But don’t be afraid to pick up a shovel now and then. 

3. Get to the Front Line

Revenue starts with your customer-facing teams. 

So spend time there. 

Too many RevOps leaders problem-solve at the VP level. In doing so, they miss critical info from the front line. Key details that sabotage revenue. 

Here’s a target metric: 

Spend 30% of your time on customer calls. 

This will: 

  • Help you uncover gnarly problems
  • Help you speak more knowledgeably with team members
  • Help you elevate the right kind of solutions

4. If You Don’t Like Details, This Isn’t the Job for You

RevOps is problem-solving. 

And problem-solving requires a detailed view. 

Some days, this means: 

  • Clearing your calendar for QA
  • Combing through hundreds of calls
  • Tackling four fires at once

Technology helps. Time management practices, too. But at the end of the day, the role of RevOps includes a lot of details. 

If you’re not game, it may be time to look elsewhere. 

5. Hire Curious, Growth-Minded Players

There’s no sugar-coating it: 

RevOps teams are typically wildly under-resourced. 

You don’t have the luxury of hiring static team members. They won’t be able to keep up with the pace of change and the evolving needs of the org. 

So hire smart. Look for: 

  • Curiosity. Does this person have the spark to dig into a problem and find its source (no matter what)?
  • Growth-Minded. Is this person continually learning about the business? Are they investing regularly in their skill-set and knowledge?

Lastly, make sure you’re upskilling your team. 

Bring on A-players and help them grow.

#2 is huge for me. Like you mentioned, many of us don’t like to be seen as reactionary or operational. While there needs to be a balance, the great Rev Ops pros learn to see the opportunity in operational requests to leverage them into bigger strategic initiatives, get a seat at the table, and establish credibility for the future. I find the best way to do this is to ask lots of questions to understand the why and impact of each request. 

I definitely need to spend more time on customer calls. Thanks to CoPilot, one step I have taken is to start listening to customer calls on long drives and other moments of down-time. Beyond the operational and process insight, this has helped me become more fluent in the business and what our customers care about. 

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