RevOps Reporting: From Strategy to Execution A conversation with Tyler Will, VP of Revenue Operations at Intercom. Ever built a dashboard that no one ever looked at? You poured hours into it—cleaned the data, crafted the visuals, launched it with flair—and… crickets. We’ve all been there. But for Tyler Will, VP of Revenue Operations at Intercom, that moment of silence is a signal. It’s the difference between reporting for reporting’s sake and reporting that actually drives business action. In this episode of The Revenue Lounge, Tyler pulls back the curtain on how to transform data into compelling narratives that power decisions. From organizing your RevOps team to infusing business acumen into analytics, here’s your crash course in reporting that actually lands. Facebook Twitter Youtube Structuring RevOps for Impact, Not Chaos Tyler doesn’t treat RevOps as a reactive clean-up crew. At Intercom, he’s built a 30-person function intentionally divided into five tightly aligned pods: Core Ops, Planning & Comp, Go-to-Market Analytics, Strategy & Initiatives, and Systems. Each team plays a distinct role, but they’re united by a shared mission—to not just collect data, but to convert it into forward-looking decisions. This structure is what allows Tyler’s team to build reporting muscle across the GTM funnel. Sales planning? There’s a team for that. Forecasting? Covered. Marketing funnel analytics? Embedded. It’s a system designed for flow, not friction. Reporting Starts Long Before the Dashboard One of Tyler’s biggest lessons? Reporting should never be treated as an afterthought. Too often, teams invest months in strategic projects—new comp plans, revamped lead routing, or territory carving—without ever defining how success will be measured. Instead, Tyler’s team builds reporting into the project DNA from day one. That means defining business goals up front, assigning someone to own program execution (even unofficially), and scheduling reviews that extend beyond launch. Reporting, in this model, isn’t just a rearview mirror. It’s the GPS. “Too many projects end at go-live. We build to execute beyond the launch.” https://www.youtube.com/watch?v=GiTGr7rkFUk Dashboards Don’t Deliver Value—People Do Tyler acknowledges a universal RevOps pain: building dashboards that no one uses. The problem isn’t the tool—it’s the handoff. Sales leaders and frontline managers aren’t always trained to extract insight from data. So just delivering a dashboard isn’t enough. That’s why his team doesn’t just build tools. They teach people how to use them. They host sessions, create walkthroughs, and embed reports into the team’s operating cadence. And most importantly, they create accountability. If there’s a pipeline review next Tuesday, you’re expected to know your numbers. “If sales leaders aren’t using the data, that’s on us. We need to teach them how.” Turning Numbers into Narrative Data by itself doesn’t change behavior. What Tyler emphasizes is the need to translate data into a compelling story—one that informs, provokes, and leads to decisions. He uses a simple framework to coach his team: What? (The observation) So What? (Why it matters) What Now? (What we do about it) This isn’t about throwing more charts into a deck. It’s about surfacing meaning. If pipeline is down 30%, what does that mean for Q4 targets? What can the team do to close the gap? “Turning a table into bullet points doesn’t make it an insight.” Business Acumen: The Missing Link in Analytics Analytics teams often sit in their own world, crunching numbers without context. Tyler sees this as a major failure mode. His goal? Erase the line between analysts and operators. At Intercom, they’re embedding analysts directly into core GTM teams—whether that’s top-of-funnel, mid-pipeline, or renewals. He also encourages hiring people with hybrid skills—consultants who can pull data but also drive decisions. The ultimate goal is to stop treating analytics like an academic shop and start treating it like a business partner. “You can’t be stuck in an ivory tower. Analysts need a pulse on the business.” How Cadence Builds Proactivity Tyler’s approach to reporting isn’t ad hoc. It’s driven by a deliberate cadence that ensures his team is always a few steps ahead. Weeks before a quarter starts, his team is already deep diving into next quarter’s pipeline. Mid-quarter, they revisit forecasts and fine-tune outlooks. This cadence creates predictability. It gives leaders enough time to act—not react. Whether it’s campaign planning, resourcing, or sales execution, this forward-looking posture helps Intercom stay agile. “We’re not just reporters. We’re pattern recognizers surfacing risks before they explode.” Working Without Perfect Data Sometimes, you just don’t have the data you want. But that shouldn’t stall decision-making. Tyler leans on scenario modeling and sensitivity analysis to fill in the gaps. For example, what ROI would we get if we reduce churn by 2%? 4%? 6%? These projections give leaders a sense of risk and upside—even when certainty isn’t available. This is also where co-creation matters. Instead of building a theoretical case in isolation, Tyler’s team sits down with stakeholders and builds the assumptions together. That shared ownership leads to greater buy-in. “Even without clean data, we ask: What would we have to believe for this bet to pay off?” How Do You Know It’s Working? There’s no neat dashboard that measures the ROI of reporting. But Tyler looks for three signals: Are people using the dashboards? Are teams acting on the insights? Are results improving over time? It’s not just about engagement—it’s about impact. Did your QBR attendance go up? Did outbound volume increase after an insight was shared? Even if the RevOps team doesn’t get the credit, these shifts validate the value of your work. “If QBRs doubled after your analysis, the insight landed—even if someone else took the credit.” Where AI Fits In AI isn’t here to replace RevOps teams—it’s here to liberate them from the grunt work. Tyler believes AI can play a massive role in surfacing trends, anomalies, and summaries that would otherwise take days to prepare. That frees up analysts to do what they do best: interpret and act. The opportunity isn’t to automate insight, but to accelerate the journey to it. “AI should be the engine. Humans steer the

Strategic RevOps: Harnessing Data for Maximum Impact A conversation with Kelley Jarrett, SVP, Revenue Strategy, Operations & Enablement at ThoughtSpot. If you’ve worked in Revenue Operations over the past few years, you’ve likely felt the shift. The role that once focused on reports, dashboards, and process audits is rapidly evolving into something far more strategic. At the forefront of this evolution is Kelley Jarrett, SVP of Revenue Strategy, Operations & Enablement at ThoughtSpot—a company that lives and breathes data. Kelley isn’t just reacting to the changes in RevOps. She’s shaping them. In this episode of The Revenue Lounge, she offers a refreshingly practical perspective on what it means to drive revenue excellence in today’s go-to-market (GTM) world. Her story isn’t about abstract strategy or shiny dashboards—it’s about building a RevOps function that actually enables growth. One that doesn’t just collect data, but activates it. Let’s unpack how she’s doing that, and what it means for the future of RevOps. Facebook Twitter Youtube The Generalist’s Edge: A Career Built on Connecting the Dots Kelley never set out to be a RevOps leader. Like many of her peers, she entered through sales. Then post-sales. Then marketing. Her journey reads like a tour of the GTM ecosystem—intentionally so. Early on, a mentor advised her to choose between a specialist or generalist track. Kelley picked the latter. And that decision now powers the way she leads. “It’s a no-brainer for me. I’ve always been more interested in how all the pieces fit together.”— Kelley Jarrett, SVP of Revenue Excellence, ThoughtSpot This generalist mindset has made her exceptionally effective in aligning teams around revenue strategy. She doesn’t just understand how sales works—she knows how sales fits into a broader system that includes marketing, customer success, finance, and product. At ThoughtSpot, that mindset is critical. Because RevOps isn’t a back-office function anymore. It’s in the boardroom. Strategic RevOps Isn’t a Trend. It’s the New Default Kelley’s role today isn’t confined to building capacity models or distributing dashboards. She’s embedded in C-level conversations, helping shape the very goals that will drive boardroom outcomes. “We’re not just translating top-line goals into quotas anymore. We’re helping shape those goals—before they’re finalized.”— Kelley Jarrett That evolution isn’t just happening at ThoughtSpot. It’s an industry-wide shift. Titles now include “Strategy & Revenue Operations.” The bar for RevOps leadership is higher. And the best operators are becoming co-pilots to the CRO—not just order-takers. It’s also why Kelley believes RevOps should report into GTM, not finance. While financial alignment is crucial, having RevOps embedded in sales and marketing ensures that the function can reflect both the numbers and the nuance—the things that data alone can’t explain. https://www.youtube.com/watch?v=EfumXL1kkM8 Why Dashboards Aren’t Enough Anymore Despite the explosion of data tools in B2B, most companies still suffer from one pervasive problem: data lag. Kelley calls it “the data backlog.” And she’s lived it. In prior roles, RevOps teams built dashboard after dashboard, only to be asked for new filters, updated logic, or “one more cut” the moment a business user opened the file. “It slowed everyone down. RevOps became a ticketing system instead of a strategic partner.”— Kelley Jarrett To fix this, ThoughtSpot embraced what they’re best known for: self-serve analytics. Instead of centralizing all insights within RevOps, Kelley’s team created liveboards—interactive dashboards that empower GTM leaders to drill into pipeline, campaign performance, and conversion trends in real time. Not only did this remove bottlenecks—it restored RevOps to its rightful place as a strategic advisor, not just a data concierge. The Anatomy of a Strategic RevOps Function A modern RevOps team must evolve beyond reporting. Here’s what Kelley’s team looks like at ThoughtSpot: 🔎 Data Accessibility → Self-serve liveboards instead of static dashboards 📈 GTM Partnership → Active role in shaping quota, territory, and fiscal planning 🧪 Experimentation Culture → Campaign pilots to test what actually works 🔗 Functional Alignment → Embedded in sales, marketing, SDR, and partner teams 🧼 Data Strategy Ownership → A full-time team responsible for governance and hygiene From Static Planning to Dynamic Pipeline Execution The best part of Kelley’s approach? It’s not theoretical. She put it into action. When pipeline generation started to plateau across certain channels, Kelley didn’t call another meeting. She launched a cross-functional initiative called the Integrated Pipeline Plan (IPP)—a pilot designed to test whether tighter alignment between sales, marketing, SDR, and partner teams could move the needle. The team used ThoughtSpot’s liveboards to pinpoint gaps. Then they launched the pilot using a high-visibility moment: ThoughtSpot’s inclusion in the Gartner Magic Quadrant. The results? “Gartner told us it was the best-performing demand campaign for the Magic Quadrant they’d seen to date.”— Kelley Jarrett Even more impressively, sales became the fourth-highest source of qualified leads for the campaign—a clear sign that the integrated approach worked. Kelley’s 5-Step Integrated Pipeline Plan (IPP) Diagnose GapsUse liveboards to identify weak pipeline sources. Secure AlignmentGet sales, marketing, SDR, and partner heads to agree on the problem. Assign AccountabilityAppoint a cross-functional program owner (not RevOps) to run the play. Enable ExecutionArm teams with inspection reports, playbooks, and campaign materials. Measure, Learn, ScaleCompare baseline vs. campaign metrics. Repeat with pillar moments. Clean Data ≠ Perfect Data One of the most candid takeaways from Kelley? Every company—even data companies—struggles with data cleanliness. But rather than chase perfection, Kelley advocates for clarity and accountability. She believes every organization should have: A clearly documented data strategy A team (or individual) accountable for data health A feedback loop from real business execution back to the data team When data issues arise—say, sending invites to the wrong city due to HQ-based geo tagging—those learnings should be captured and fixed at the system level. “It’s not just about clean data. It’s about having a system to improve it over time.”— Kelley Jarrett The Buying Group Shift: Using History to Predict the Future Kelley has been a believer in buying group strategies long before it became a Forrester-fueled buzzword. But her approach is refreshingly grounded. She doesn’t rely solely on intent

The Flywheel Approach to Driving Full-Funnel Revenue Impact A conversation with Anil Somaney, Worldwide Head of RevOps at Island. As go-to-market strategies become more complex, high-performing SaaS organizations are seeking ways to drive efficiency, alignment, and growth at scale. Enter the Flywheel Framework, a powerful operational philosophy championed by Anil Somaney, SVP of Revenue Operations at Island. In this episode of The Revenue Lounge, Anil shares a detailed blueprint of how he builds momentum in GTM systems using the flywheel model. From team structure and metric alignment to the role of AI and data hygiene, this blog explores every insight in depth. Facebook Twitter Youtube The Strategic Evolution of RevOps RevOps has evolved from being a siloed, tactical support function to a strategic leadership role. Anil believes that today’s RevOps leaders must be both: Tactical: Running forecast calls, managing CRM processes, and executing operational rigor. Strategic: Driving long-term GTM planning, scaling transformation programs, and aligning cross-functional teams. “The ability to oscillate between strategy and execution—without treating one as superior—is what defines impactful RevOps.” What’s Driving This Shift? Macroeconomic pressure on efficiency A premium on productivity and resource allocation The disruptive force of AI across GTM motions Where Should RevOps Sit in the Org? Anil has seen RevOps report into CEOs, CFOs, COOs, and CROs. His view? “It matters less where RevOps sits. What matters is whether the team can operate across the full GTM system and serve as an independent source of truth.” Misalignment often occurs when reporting lines influence data transparency. To avoid this, RevOps needs the autonomy to surface the truth—even when it’s uncomfortable. https://www.youtube.com/watch?v=p1a4_qfwcvc&t=6s Structuring the RevOps Organization Anil’s ideal RevOps structure is built on balance: functional expertise with centralized intelligence. Org Model: A. Field Operations (Function-Aligned) Marketing Ops Sales Ops CS Ops Partner Ops BDR/SDR Ops B. Center of Excellence (Centralized Ops) Sales Compensation Territory & Segmentation Insights & Analytics RevTech/Tooling C. Enablement & Transformation Field Enablement Business Transformation & GTM Strategy The Flywheel Framework: Explained The Flywheel is Anil’s mental model for scaling initiatives with compounding impact. It connects: Systems Tools Processes People Data Enablement “Think of it as levers and pulleys. If you align every component correctly, you get outsized output from reduced input.” What Problems Does the Flywheel Solve? Functional silos (marketing optimizing MQLs without NRR impact) Inconsistent KPIs across teams Misalignment of goals and incentives How the Flywheel Works: Start with a single initiative (e.g. new ICP campaign) Map downstream impact across functions Measure results consistently Systematize the process Let the momentum compound Metrics That Matter Rather than drowning in dashboards, Anil advises picking a “dirty dozen” metrics that the exec team reviews weekly. 3-Part Weekly Pipeline Meeting: What happened? (Metric review) Why did it happen? (Root cause analysis) What are we doing about it? (Accountability and action) “Too many metrics distract. Get aligned on a few that matter and meet weekly to interrogate them.” Operationalizing the Flywheel   When launching any new GTM initiative, Anil uses a repeatable checklist: Flywheel Launch Framework: Systems: Is the tech stack ready? Processes: Are SLAs and handoffs defined? People: Do we have the right roles in place? Enablement: Are frontline teams trained? Measurement: What success metrics are we tracking? Infographic Idea: Flywheel Initiative Checklist with the 5 components in a flow. “Every initiative must start with this checklist. It’s how we scale predictably.” The Data Challenge: Clean Enough to Decide Perfect data doesn’t exist. So what does Anil do? Uses 3-source validation for external data Customizes vendors by region (e.g. GDPR nuances) Simplifies internal workflows to reduce user fatigue Builds system-enforced hygiene (e.g. can’t move stage without deal value) “Explain the ‘why’ behind each CRM field. If AEs understand it, they’ll update it.” The Role of AI: Assist, Not Replace Anil shares a jaw-dropping AI demo: a bot that delivers MedPic pitches, builds decks, sends emails, and adapts to multi-threaded buying groups. “AI is evolving fast. But it won’t replace strategic selling. It’s about augmenting reps, not eliminating them.” Where AI Works: Auto-updating CRM fields Initial outbound emails Data enrichment Where AI Falls Short: Building trust with a buying committee Navigating internal conflicts Buying Groups and the End of the MQL “The buying committee is more hidden and complex than ever. The MQL is no longer enough.” Anil’s Take: Buying groups require early-stage opportunity containers SDRs should qualify committees, not just individuals Partnership between BDRs and AEs is critical On Attribution: Imperfect but Important “You’ll never capture the trade show hallway conversation. But you still need to measure.” Anil’s Attribution Principles: Use multi-touch models, even if flawed Apply the model consistently over time Watch for shifts in weighting after new investments Advice for Aspiring RevOps Leaders “Great RevOps isn’t about being a control tower. It’s about getting results through others.” His Guidance: Study strategy (e.g. Art of War for business) Master cross-functional influence Learn to articulate a shared vision Spend more time on upfront alignment   Conclusion Anil Somaney’s Flywheel Framework is more than an operational methodology—it’s a leadership mindset. By aligning systems, people, processes, and metrics into a compounding engine of value, RevOps can become the orchestrator of revenue acceleration. “I love this job. I love the people. And I love seeing my work directly impact the bottom line.” Want to hear more stories from revenue leaders? Subscribe to The Revenue Lounge podcast to never miss an episode! More Resources

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