Orchestrating Siloed Data in RevOps to Drive Business Decisions A conversation with Mahesh Kumar, VP of RevOps at AppviewX. “The goal of RevOps is to remove the art from revenue generation—and bring in science.”— Mahesh Kumar, VP of Revenue Operations, AppViewX Go-to-market teams are facing a monumental challenge—data fragmentation. With siloed systems, disconnected tools, and inconsistent definitions, organizations struggle to form a cohesive view of their revenue engine. The result? Poor decisions, misaligned teams, and missed growth targets. In this in-depth conversation on The Revenue Lounge, Mahesh Kumar, VP of Revenue Operations at AppViewX, breaks down his playbook for navigating the messy world of siloed data. With more than 12 years of experience across sales, marketing, and operations, Mahesh offers real-world examples and strategies to help RevOps teams become not just operationally efficient—but strategically indispensable. Facebook Twitter Youtube The Problem: Data Silos and Misalignment Across Functions Mahesh began his career on the revenue side—as a pre-sales engineer, then moved to sales, built BDR/SDR teams, and later ran marketing. This 360-degree exposure gave him a unique lens into one of the most persistent challenges in GTM functions: siloed data. “Every department had its own version of the truth. Even basic definitions varied. It was impossible to align or make strategic decisions.” He recounted a particularly painful period where marketing believed it was generating high-quality leads, sales felt those leads were weak, and customer success struggled to understand what was promised to customers—because no one had a unified dataset or common definitions. This wasn’t a minor inconvenience. It was a strategic blocker. The Solution: Building a Unified, Orchestrated RevOps Engine To solve the fragmentation problem, Mahesh emphasized that the answer wasn’t just in tools—but in orchestration. “We can’t consolidate everything, and we shouldn’t try to. The key is orchestrating data across tools, teams, and processes.” Rather than force-fit every team into a single platform, Mahesh advocates for connecting tools via native integrations where possible and using custom scripts or internal workflows when necessary. At AppViewX, for example, Salesforce acts as the system of record, but data flows in from various tools—marketing automation, CS platforms, product usage systems, and internal scripts that clean and enrich records in real-time. The Orchestration Mindset Traditional Approach Orchestration Mindset Attempt to consolidate tools Embrace point solutions but integrate them One-size-fits-all reporting Custom dashboards by function Data owned by each team Centralized data strategy Ad hoc fixes Long-term scalable systems https://www.youtube.com/watch?v=4PIhMfv6j4E&t=198s Step-by-Step: Mahesh’s RevOps Orchestration Playbook Mahesh’s approach to breaking down data silos follows a deliberate, step-by-step method. Here’s how he tackled the challenge at AppViewX: 1. Secure Executive Buy-In Through Use Cases The first step is not technical—it’s cultural. Mahesh identified a few high-impact use cases where disconnected data caused pain, then presented them to executives. For example, onboarding delays were traced back to poor visibility into customer expectations during the sales cycle. By involving the CS team earlier in the sales process, the transition became seamless, resulting in faster time-to-value. “Start where the pain is loudest. When executives see the impact, they’ll back your strategy.” 2. Establish a Single System of Record One of the earliest wins came from establishing common data definitions across departments. Terms like “lead,” “MQL,” and “sales-qualified” had different meanings in different departments. “Without standard definitions and a shared system of record, you’re not speaking the same language—even if you’re in the same building.” Template: RevOps Data Dictionary Term Definition Source of Truth Owner MQL Lead with score > 70 and engaged in last 30 days HubSpot Marketing Ops Opp Stage 3 Proposal shared and scheduled for review Salesforce Sales Ops Time to First Value Days from deal close to initial onboarding value Gainsight CS Ops   3. Focus on Categorizing and Structuring the Data Once teams are aligned, the next challenge is data structuring. Mahesh’s team categorized data into four key buckets: Human-generated data (manual entry in CRM) System-to-human data (notifications, tasks, UI flows) System-to-system data (API transfers, integrations) External data (from customer intent tools, product signals) Each dataset was cleaned, normalized, and mapped to the CRM structure, making analysis and automation easier. “Every new field or process change is evaluated for its downstream data impact. It’s a data-first culture.” 4. Automate Integrations with Native Tools + Internal Scripts While AppViewX doesn’t use a classic ETL tool, Mahesh’s team built internal automation workflows using scripts to orchestrate data across systems. Whenever possible, they rely on native integrations—for example, syncing Salesforce with HubSpot, Gainsight, or internal product tools. But for more complex requirements, they’ve written scripts that move data based on business rules.   This flexibility ensures scalability without overengineering. From Tactical to Strategic: The Future of RevOps With orchestrated data in place, Mahesh believes RevOps can move beyond its reputation as a support function and become a strategic growth engine. “When you’re sitting on high-quality, unified data, you can test hypotheses, optimize processes, and influence revenue strategy directly.” Tactical vs. Strategic RevOps Tactical RevOps Strategic RevOps Report on pipeline and leads Advise GTM strategy using insights Fix sync issues in Salesforce Optimize funnel stages to reduce CAC Build dashboards on request Drive quarterly planning with data Reactive to requests Proactive in identifying GTM risks The Cultural Shift: Building a Data-First Organization One of Mahesh’s biggest insights wasn’t about tools or processes—it was about culture. Many teams look for a quick fix: “We have a problem—what tool can we buy to solve it?” But Mahesh believes success starts with a mindset shift. “Every change—whether it’s a new field, a process tweak, or a tech purchase—needs to be evaluated for its impact on data.” This long-term thinking is essential, especially in high-growth environments where new tools and processes are being adopted rapidly. Scaling for Tomorrow: How to Future-Proof Your RevOps Stack A recurring challenge in RevOps is building for now vs. building for scale. Many teams implement quick fixes that don’t scale—only to rip and replace them six months later. Mahesh recommends designing every system with scalability in mind. “Whatever you implement—ask

The Ultimate Guide to Building a RevOps Roadmap A conversation with Briana Yarborough, Co-founder at C-Model. The role of Revenue Operations (RevOps) has become non-negotiable for companies aiming to achieve sustainable, scalable growth. Yet, many leaders still grapple with one foundational question: How do you actually build a RevOps function from scratch? In this in-depth interview, we sat down with Briana Yarborough—a top RevOps leader and co-founder of CModel, a revenue intelligence platform—to understand the how, when, and why of RevOps. With over 15 years of experience across FP&A, strategy, tech stack augmentation, and GTM operations, Briana lays out a clear and actionable roadmap for building a high-impact RevOps engine. Facebook Twitter Youtube What is Revenue Operations? “Revenue Operations is about aligning the entire organization across the customer’s journey. We strategize, create processes, and surface insights that guide executive decisions.” According to Briana, RevOps is both an art and a science. It bridges the often-disconnected functions of sales, marketing, customer success, and finance. The goal? Unified execution and predictable revenue. Core Components of RevOps: Strategy & Planning Process Design & Optimization Tech Stack Management & Integration Data Architecture & Governance Reporting & Forecasting Cross-Functional Alignment When Should You Start RevOps? “Start as early as possible—even if it’s just one person. Otherwise, you’re left cleaning up a data mess by Series B.” Too often, companies delay implementing RevOps until they’re well into their growth journey. The result is fragmented data, misaligned teams, and inefficient processes. Briana recommends embedding a RevOps mindset early—even during the product-market fit stage. Early RevOps involvement leads to: Scalable GTM infrastructure Fewer downstream cleanup projects A culture of accountability across departments https://www.youtube.com/watch?v=CNHmq5wPP1g&t=197s How to Build RevOps in the First 90 Days Briana suggests starting with a structured 30-60-90 day plan. The focus? Understand the business, build trust, and design a scalable roadmap. Days 0-30: Discovery & Diagnosis Conduct a stakeholder roadshow Audit the current state of processes, data, and tech Identify “band-aid” fixes and their root causes Document strategic goals and operational pain points Days 31-60: Design & Roadmap Build a quarterly RevOps roadmap Prioritize based on business impact Create alignment with department heads Validate assumptions and historical pitfalls [Template: Quarterly RevOps Roadmap] Quarter Focus Area Initiative Metric Stakeholder Q1 Tech Integration CRM + ERP Data Sync Forecast Accuracy +15% Sales Ops Q2 Process SDR Handoff Optimization MQL-to-SQL Conversion Marketing Q3 Data Hygiene Account Matching Cleanup Reduced Duplicate Rate RevOps Days 61-90: Execute & Align Launch operational cadences (pipeline reviews, forecast calls, QBRs) Implement early wins Begin long-term enablement and reporting projects [Infographic Idea: Operational Cadence Calendar] A visual calendar showing strategic meetings throughout the quarter: forecast updates, planning cycles, enablement syncs, GTM kickoff, etc. Building a Strong Data Foundation “Integrated systems and unique identifiers are key. Without them, you can’t see the full customer journey.” Bad data is the silent killer of GTM productivity. Briana stresses the importance of connecting your tech stack early. Whether it’s your CRM, ERP, BI tools, or product data sources, everything must flow into a unified data warehouse. Steps to Achieve Clean Data: Connect CRM + ERP with APIs Implement Unique Customer Identifiers to link interactions across systems Define KPI Relevance by Business Model (e.g., SaaS vs. Marketplace) Align Contract Structures and SKUs   Metrics That Matter “RevOps should prioritize metrics that directly tie to business performance and revenue predictability.” Business Performance Metrics: ARR / MRR CAC / CLV Net Revenue Retention (NRR) Forecast Accuracy Sales Cycle Length GTM Effectiveness Metrics: Pipeline Coverage Ratio Opportunity Win Rate Sales Productivity Metrics Lead Conversion Rates Customer Metrics: Product Usage Trends Onboarding Time CSAT / NPS Scores   The Future of RevOps: What Lies Ahead “We’re heading toward full GTM Suites that replace 30+ tools with one revenue platform.” Briana envisions a world where RevOps is no longer stitched together with dozens of point solutions. Instead, we’ll see: All-in-one GTM operating systems AI-driven revenue intelligence Real-time strategic forecasting Higher C-level representation (CROO, SVP of Revenue Intelligence)   Advice for Aspiring RevOps Professionals “Join communities. Get certified. Be curious. Reach out to people who inspire you.” Communities to Join: Pavilion (RevOps School) RevOps Co-op RevGenius Certifications to Explore: Salesforce Trailhead (CRM Fundamentals) HubSpot RevOps Certification Pavilion Revenue Architecture Program Getting Started: Shadow a sales or marketing ops team Learn to use tools like Salesforce, HubSpot, Looker, and Clari Conduct informational interviews Traits That Make a Strong RevOps Leader: Strategic Thinking Adaptability Data Fluency Stakeholder Empathy Process-Driven Mindset Final Thoughts: RevOps as a Career Path “RevOps is as close as you can get to the front seat of revenue without carrying a quota.” RevOps offers a unique intersection of data, strategy, and operations. It’s the nerve center of the modern GTM team. Whether you’re looking to scale a function or step into the space yourself, Briana’s roadmap offers a powerful foundation to get started. Want to hear more stories from revenue leaders? Subscribe to The Revenue Lounge podcast to never miss an episode! More Resources

Building & Scaling a High-Performing RevOps Team A conversation with Roman Gruhn, VP of RevOps at Multiverse. “You’re not hired to keep things the same. You’re hired to lead change—deliberate, strategic, and scalable change.”— Roman Gruhn, VP of Revenue Operations, Multiverse Revenue Operations (RevOps) has become more than a supporting function—it’s the strategic backbone of go-to-market (GTM) alignment. Yet, building and scaling a RevOps function at an enterprise level is a complex task, often underestimated. It requires more than just systems knowledge or analytical ability. It requires leadership, empathy, and adaptability. In this episode of The Revenue Lounge, we spoke with Roman Gruhn, VP of RevOps at Multiverse. With a background that spans computer science, management consulting, and GTM strategy at high-growth companies like MongoDB and Remote, Roman brings a rare mix of technical depth and business acumen. This blog distills his insights into a detailed, actionable guide for enterprise RevOps leaders navigating complexity, change management, cross-functional alignment, and AI integration. Facebook Twitter Youtube Roman’s Career Arc: From Code to CRO Support Roman began his journey in computer science but quickly realized his interests were broader. His transition into management consulting helped him develop an eye for process design and organizational effectiveness—skills that proved invaluable when he entered the SaaS world at MongoDB. “When I joined MongoDB, I didn’t know much about sales. But I brought a consultative mindset and a systems-thinking approach that helped me learn fast,” Roman recalls. At MongoDB, he moved through roles in strategic sales support, Chief of Staff for the CRO, and eventually into leading sales operations and sales tech—building operational infrastructure for a company in hypergrowth mode. Later, at Remote, he was tasked with rebuilding and maturing the RevOps function to support rapid scale. Now at Multiverse, Roman is applying those lessons in an exciting domain: upskilling the workforce for the AI age. Step 1: Understand Before You Act When stepping into a new RevOps leadership role, Roman’s first instinct is not to make immediate changes. “You have to sit on your hands at first. Don’t assume. Just listen. Every meeting is a puzzle piece.” He compares the early days to solving a 1,000-piece puzzle. You gather fragments through conversations, team meetings, and documentation, slowly forming a picture of how the GTM engine operates—and where it’s breaking down. 90-Day Discovery Framework Phase Key Actions Weeks 1–4 1:1s across GTM, product, finance, delivery. Map existing systems and flows. Weeks 5–8 Identify major friction points and redundancies. Use AI to theme-sort notes. Weeks 9–12 Validate hypotheses. Prioritize initiatives. Create early roadmap.   This structured discovery approach is critical—especially in enterprise environments where systems are deeply entangled and historical decisions carry invisible context. https://www.youtube.com/watch?v=FNiTIPxQ9vw What an Enterprise-Ready RevOps Function Looks Like Roman emphasizes that effective RevOps requires deliberate design—not just reactive firefighting. He breaks down the core pillars of a scalable RevOps framework into five focus areas:  5 Pillars of Scalable RevOps:   1. Strategy & Planning: Fiscal planning, territory modeling, quota grameworks. 2. Systems Architecture: CRM scalability, automation, permissioning, compliant. 3. Analytics & Insights: Forecasting, KPI dashboards, attribution modeling 4. Process Optimization: Deal desk operations, lead-to-revenue process, lifecycle automations 5. Project Delivery: Strategic rollouts, cross-functional projects, system launches “You’re not just building for today. You’re building for repeatability and future scale,” Roman notes. This framework helps RevOps leaders understand where to invest resources, hire talent, and measure impact. One of the most debated questions in RevOps is whether to hire generalists or specialists. Roman’s take? It depends on scale. “When you’ve got 20 sellers, you need utility players. When you’ve got 150+, you need dedicated owners across planning, systems, analytics, and more.” 📊 Org Design by Sales Team Size Sales Headcount RevOps Team Structure 10–30 1–2 Generalists handling all ops functions 30–80 Add dedicated owner for systems or analytics 80–150+ Specialists across strategy, data, systems, enablement 150–300+ Regional pods + Centers of Excellence (COEs)   Roman also encourages internal mobility within the team. For example, someone in a systems role might rotate into analytics or planning—ensuring talent remains agile and engaged. Hiring the Right People: It’s About Mindset Roman is clear: technical skills matter, but soft skills are non-negotiable. RevOps professionals operate in a dynamic environment where agility is a must. ✅ Must-Have Soft Skills in RevOps Curiosity: A hunger to explore new tools, processes, and possibilities. Coachability: Willingness to learn—and unlearn. Conviction with humility: Bring strong opinions, but adapt when data says otherwise. Energy & Drive: RevOps is high-volume, high-context. Grit matters. Pragmatism: Know when “good enough” is good enough. “You want people who can think big—but also say, here’s a V1 that gets us moving,” Roman explains. How Roman Measures RevOps Success Aligning Metrics Across GTM Unlike sales or marketing, RevOps doesn’t own a revenue number. But Roman has developed a layered KPI framework to track team performance and impact. Roman also looks at qualitative indicators, such as whether GTM leaders see RevOps as a blocker or enabler. “You don’t want to be the function of ‘No.’ You want to be the function of ‘Here’s how.’” One of the biggest pitfalls in enterprise GTM teams is siloed metrics. Marketing chases MQLs. Sales chases bookings. CS chases renewals. RevOps must drive shared understanding. “Everyone says they’re aligned. But when you peel back the onion—they’re not. They’re just measuring their own kingdoms.”   Roman recommends creating a centralized “metric dictionary” that includes definitions, owners, and dependencies to reduce ambiguity and finger-pointing.   AI in RevOps: From Doers to Conductors AI is no longer a nice-to-have. It’s central to the future of RevOps. Roman sees it transforming both how RevOps operates and how GTM teams execute. “We’re shifting from playing every instrument to being the conductors—coordinating systems, signals, and actions.” ⚙️ Where AI Can Help in RevOps Function AI Application Example Data Analysis Auto-detect patterns in territories, pipeline movement Forecasting Smart modeling using historical + third-party signals Dashboards AI-generated weekly insights: “These are the anomalies to review today” GTM Enablement AI assistants writing prospect research briefs

A 30-60-90 Day Playbook for First-Time RevOps Leaders A conversation with Hassan Irshad, Director of RevOps at FEVTutor. Revenue Operations (RevOps) isn’t just a support function anymore. It’s the strategic engine that powers alignment, productivity, and visibility across the go-to-market (GTM) teams. And for first-time RevOps leaders stepping into the role, the first 90 days are absolutely critical. Your success depends on how well you can listen, diagnose, align, and act. In this deep-dive, Hassan Irshad—former Director of RevOps at FEVTutor and a veteran in building RevOps functions from the ground up across multiple B2B SaaS organizations—shares a tactical, proven playbook for the first 90 days in the job. Structured into three phases, this playbook helps new leaders set up a high-impact, scalable RevOps engine. Facebook Twitter Youtube Phase 1: The First 30 Days — Discovery and Trust-Building Hassan calls this the “Discovery Phase,” and it’s arguably the most important segment of your 90-day plan. Here, the goal isn’t to solve every problem. It’s to understand the lay of the land, build stakeholder trust, and uncover real pain points. “Think of yourself as a doctor. If you don’t listen well enough, you’ll misdiagnose the pain.” Start by meeting with stakeholders across departments: Sales, Marketing, Customer Success, Finance, Product, and HR. Identify their KPIs, their blockers, and their goals. Create a document that captures all your findings—Hassan refers to this as the “Lay of the Land” doc. At the same time, shadow end users. Sit with BDRs, AEs, and CSMs. Watch how they use tools. How do they enter data? Where do they get stuck? Walk through your CRM. Is reporting intuitive or a tangled mess? Don’t stop there. Run a detailed tech stack audit. Map every tool in the ecosystem. What integrates with CRM? What’s shelfware? What’s overused or underused? Hassan emphasizes talking to users, not just system owners. You should also: Immerse yourself in the product: attend demos, listen to sales calls. Map existing processes: selling, onboarding, renewals. Identify low-hanging fruit for early wins: improve field logic, add help text, or train users on hidden CRM features. Key Objectives: Establish trust Conduct a stakeholder audit Perform a tech and process audit Map current workflows Identify quick wins 💡 Action Items: Task Description Stakeholder Interviews Meet leaders from Sales, Marketing, CX, Finance, HR, and Product. Understand their KPIs, pain points, and top priorities. Create a “Lay of the Land” Document A central repository of org structure, current GTM processes, key workflows, and metrics. Shadow GTM Teams Sit with BDRs, AEs, and CSMs to understand how data is entered, how tools are used, and where bottlenecks occur. Tech Stack Audit List every tool in use, usage rates, integrations, costs, redundancies, and gaps. Process Mapping Map the end-to-end selling, marketing, and renewal processes. Identify handoffs, duplication, and inefficiencies. Product Immersion Attend a demo, listen to sales calls, and understand the sales pitch and product-market fit.   ✅ Quick Wins Template: Win Type Example Usability Fix Clarify error messages in CRM workflows Dashboard Build Build a simple commissions dashboard for reps Training Conduct a quick session on a misunderstood feature Phase 2: Days 31-60 — Alignment and Control This is the phase where you start “flexing your RevOps muscles,” as Hassan puts it. While discovery continues in some areas, you now begin putting controls and alignment mechanisms in place. Hassan calls this phase “Alignment and Control.” “You need to be the catalyst for cross-functional collaboration. Nobody else is connecting the dots across sales, marketing, and CX.” Start with KPI alignment. You’ll have already collected the individual KPIs in Phase 1. Now, assess whether those KPIs roll up into the broader company strategy. If they don’t, that’s a red flag—and your opportunity to bring the teams together. Hold cross-functional syncs to align Sales, Marketing, and CS around shared quarterly goals. Create dashboards and reporting frameworks that reflect this shared accountability. Also, start implementing operational controls: Are close dates in CRM accurate? Is forecasting behavior consistent? Are stage definitions clear? Don’t impose controls abruptly. Hassan suggests using logic and transparency. Example: If a rep uses spreadsheets to track deals, propose a CRM-based inline-editable report that feels like a spreadsheet but ensures visibility. And begin vetting your tools: Is a forecasting tool duplicating features available in Salesforce? Are reps logging into a tool? Can licenses be consolidated? Key Objectives: Improve GTM team collaboration Put control mechanisms in place Begin strategic alignment Validate process improvements 💡 Action Items: Task Description Cross-Functional Alignment Facilitate regular syncs between Sales, Marketing, and CX to align on quarterly goals. KPI Rationalization Align individual department KPIs with the company’s strategic objectives. Identify siloed or conflicting goals. Governance Setup Define request intake processes, project documentation standards, and response SLAs. Control Implementation Use logic and data to drive compliance (e.g., inline editable reports to update close dates instead of spreadsheets). Change Management Prep Identify stakeholders who will sponsor or resist change. Begin conversations to create buy-in. https://www.youtube.com/watch?v=sVDJ9KI1tGw&t=1343s Phase 3: Days 61-90 — Vision and Execution By now, you’ve earned trust, understood the landscape, and started building momentum. Phase three is about turning that momentum into long-term strategy and execution. Hassan calls this the “Vision and Execution” phase. “You’re now setting the foundation for your long-term roadmap. Think beyond tickets—think strategy.” At this point, you should be ready to publish a two-quarter RevOps roadmap. This roadmap includes: Strategic initiatives tied to revenue goals Operational improvements already underway Planned enhancements to the tech stack This is also the time to start tracking and showcasing impact. Go back to the baselines you gathered in Phase 1. Show how time-to-insight improved, or how a forecast accuracy initiative reduced missed commits. Make your work visible. Remember, this is also where change management becomes critical. Stakeholders may resist new processes. Hassan advises using your discovery-phase insights to preempt resistance. Understand their motivations and frame changes as value drivers. Key Objectives: Publish a roadmap Begin implementation Showcase wins Plan for continuous improvement 💡 Action Items: Task Description Publish a RevOps

Building a Unified Revenue Engine: How Druva Aligns GTM and RevOps for Growth A conversation with John Hultman, Chief Revenue Officer at Druva. The path to revenue growth isn’t paved solely by sales excellence—it’s constructed through the strategic orchestration of all go-to-market (GTM) functions: sales, marketing, and customer success. John Hultman, CRO of Druva, shares his playbook for building a cohesive GTM engine by unifying data, engagement metrics, and operations under a single strategic vision. From tackling disjointed KPIs to uncovering hidden churn signals and designing intent-driven expansion plays, John offers a masterclass in what it means to lead with RevOps in the modern age. Facebook Twitter Youtube Why Alignment Across Revenue Teams is Non-Negotiable “Everybody looks at metrics vertically—‘I’m green’—but you’re still not hitting the goal. Flip it horizontally. Work backward from the outcome.”— John Hultman, CRO at Druva One of the biggest traps GTM organizations fall into is siloed success. Each team—marketing, SDRs, AEs, CS—operates in its own KPI bubble. While each may hit their own numbers, the company still misses revenue targets. John calls for a complete reorientation: from vertical success to horizontal alignment. Vertical vs. Horizontal KPI FocusBelow is an infographic that illustrates how traditional KPI silos compare to outcome-focused, horizontal alignment across GTM teams: Redefining Metrics: What Actually Moves the Needle Instead of tracking surface-level KPIs like MQLs or number of meetings, John aligns his teams around what truly impacts revenue: Metric Why It Matters Marketing-Generated Bookings Ties campaigns directly to revenue outcomes Lead Follow-Up Time Reveals AE responsiveness and SDR effectiveness Opportunity Stage Duration Detects pipeline friction points Expansion Rates Measures long-term account growth Churn Risk Scores Early indicators of customer dissatisfaction   By standardizing these metrics across departments, teams can see where things break down and act fast. “It’s not about the quantity of pipeline. It’s the quality and the conversion that matter.” https://www.youtube.com/watch?v=xQlouc3eOpw Breaking Through the Noise: New Realities in Prospecting Prospecting is harder than ever. According to industry data shared at B2BMX, first meetings are down 30–50% year-over-year. Buyers are overwhelmed by outreach—emails, cold calls, DMs—and are increasingly unresponsive. John’s solution? Shift the lens from quantity to cost-effectiveness: Analyze Customer Acquisition Cost (CAC) across different motions (MQLs vs OEM vs MSP vs Channel). Explore non-traditional channels that drive better ROI. Focus on signal-based marketing instead of shotgun-style outreach. “A traditional MQL model is expensive. Every touch—tools, SDR, data cleansing—adds up.” The Power of Buying Groups and Intent Signals B2B buying is no longer a one-person show. Recent research from 6sense shows the average buying group includes 11 stakeholders. But traditional CRMs typically capture only one. “Buying signals help us understand if something’s heating up—or if churn is around the corner.” Druva uses platforms like ZoomInfo and 6sense to: Detect intent across personas Identify expansion opportunities Predict churn within current accounts These platforms provide visibility not just into net-new accounts, but also within existing customers—surfacing signs of disengagement or interest in new products. Scaling Expansion with Dedicated Teams Druva’s go-to-market strategy separates new logo acquisition from expansion: Team Focus Area Hunters Land new accounts and manage first renewal Farmers (Expansion AEs) Drive adoption across additional workloads   Expansion AEs work closely with CSMs, partners, SEs, and TAMs to ensure full account penetration post-sale. “I was unsure about the split at first—but now I’m a believer. The expansion team builds deep relationships that unlock full value.” Retention is a Science: Detecting Risk Before It’s Too Late John outlines a multi-layered approach to protect recurring revenue: Risk Signals Druva Tracks: Decline in product usage Surge in support tickets Large-scale data exports (potential migration) Absence from events and webinars Lower NPS or QBR engagement Cadence by Segment: Customer Tier Engagement Model Enterprise Quarterly QBRs, 6-month renewal prep Mid-Market Biannual reviews SMB/Long-Tail 120-day renewal triggers via AE or renewals rep   “We built AI propensity models to flag expansion and churn risks. These are crucial for staying ahead.” Data Without Insight Is Just Noise “Salesforce is our source of truth—but it’s not about the data. It’s about how you simplify and standardize it.” Druva pulls data from multiple sources—Salesforce, Sigma, Clari, Atrium—and aggregates it into simplified dashboards. Standardization ensures teams debate strategy, not whose numbers are right. John’s RevOps team is tasked not just with collecting data—but surfacing actionable insights. Pipeline Visibility: A Continuous Feedback Loop John’s pipeline framework includes three lenses: Lens Use Case In-Quarter Pipeline Immediate revenue forecasting Next-Quarter Pipeline Forward visibility to avoid chase mode Source Breakdown Channel health by OEM, Direct, Partner   The RevOps team cuts data by geo, function, and team to uncover root causes of pipeline issues—before they impact revenue. Strategic Account Planning and Re-engagement Expansion depends on reaching beyond the initial champions. Druva ensures sellers don’t just rely on admins or tool users—they map out all key stakeholders and re-engage them as new opportunities emerge. “They may have disengaged—but they’ll re-engage when the right workload comes up. That’s where good account planning pays off.” Managing Change Across GTM Functions Unifying teams under one strategy isn’t just a data challenge—it’s a people challenge. “You can’t just communicate once. You need continuous communication with context—why we’re doing this, why now, and how it helps them.” John emphasizes: Setting a shared North Star Explaining the “why” behind every change Making everyone feel part of the journey The New Buyer Journey: Less Time with Sales, More Time in Research “Buyers spend 9 out of 12 months doing research—without ever talking to your sales team.” This shift forces GTM teams to: Use intent data to intercept buyers early Provide helpful content during research Equip sellers with consultative tools—not just decks   Golf outings and 5-hour lunches are over. Buyers want speed, value, and insight. Final Thoughts: Strategic Growth in a Changing World “You get pulled into the day-to-day. You have to fight for time to think strategically.” For John, success as a CRO means balancing operational excellence with long-term vision—aligning every function under one strategy, and enabling teams with the right data,