Building and Scaling RevOps in the Enterprise
A conversation with Shantanu Mishra, SVP, Revenue Strategy & Operations at Pluralsight.





As organizations scale and mature, the complexity of managing revenue processes across the customer lifecycle intensifies. Revenue Operations (RevOps) is emerging as the linchpin function to harmonize go-to-market strategy, unify cross-functional teams, and enable sustainable growth.
In a recent episode of The Revenue Lounge podcast, Shantanu Mishra, Senior Vice President of Revenue Strategy and Operations at Pluralsight, shared a deeply insightful and structured approach to building a high-performing RevOps organization at the enterprise level. With more than two decades of experience in leading sales operations, customer success, and strategic transformation, Shantanu provides a masterclass in RevOps design, execution, and evolution.
Rethinking RevOps: The Bow-Tie Framework
Traditional funnels end at the point of sale. But in SaaS businesses, revenue generation doesn’t stop once a customer signs the contract. Shantanu introduces the “bow-tie” framework—a more comprehensive visualization of the revenue journey. On the left side of the bow tie is the traditional funnel: lead generation, qualification, and closing. On the right is where the real value emerges: customer onboarding, product adoption, value realization, renewal, and expansion.
“In a SaaS environment, you don’t stop at win. The second stage of the journey starts with onboarding, time-to-value, and finally renewal and expansion. That entire bow-tie has to be managed. That is what revenue operations is.”
The bow-tie model reflects a strategic shift from one-time sales enablement to lifecycle value management. It forces RevOps leaders to look beyond pipeline metrics and build systems that sustain long-term customer value.
Laying the Foundation: Designing for Scale Early
Shantanu emphasizes that regardless of where your company is in its revenue maturity journey—whether you’re at $10M or $100M ARR—you must design for scale. Building RevOps without a long-term vision is like constructing a house without a blueprint. You need to plan for the 20-story skyscraper, even if you’re currently just laying the first floor.
“Like building a house—you need the blueprint upfront. You have to know how big the foundation has to be, whether you’re building one story or twenty.”
This means implementing systems for forecasting, compensation, territory design, and pipeline management that can evolve with the business. As the organization matures, RevOps must move from tactical firefighting to building scalable, repeatable systems with proactive strategy baked in.
Defining the Metrics That Matter
Effective RevOps is data-driven. But metrics can become noise if not structured properly. Shantanu outlines a comprehensive metric framework spanning the entire bow-tie lifecycle:
Forecasting Accuracy: Strive for a forecast that is within +/- 2% accuracy by week 4 of the quarter.
Pipeline Health: Track coverage ratios, opportunity hygiene, commit vs. forecast percentages.
Velocity & Conversion: Measure deal velocity, stage-by-stage conversion rates, AOV, and win rates.
Unit Economics: Key indicators like CAC:LTV, quota-to-OTE ratios, and bookings per rep.
Customer Success Metrics: Monthly active users, license utilization, early renewal engagement.
“If pipeline is clean, forecast is clean. But to scale, you need to ask—are we investing $1 and getting much more than $1 back?”
This systematic approach ensures GTM teams are aligned on how success is measured across the lifecycle, and avoids the trap of siloed performance indicators.
The Org Design Playbook: Horizontal vs Vertical Thinking
RevOps leaders often struggle with structuring their teams. Shantanu proposes an elegant framework: differentiate between horizontal functions that span all GTM units and vertical functions tailored to specific departments.
Horizontal Functions:
Strategy and investment planning
Data and analytics
Enablement
Compensation and deal desk
Metrics and reporting
Vertical Functions:
Sales and success territory design
Forecasting cadence
Department-specific plays (e.g., sales sprints, CS engagements)
“You don’t want sales to have one funnel and marketing to have another. You need a comprehensive view of the bow-tie.”
This design allows centralized control over strategy and insights, while empowering functional leaders to adapt operations to their specific needs.
Finding the Right Talent: Beyond Ops Experts
The complexity of RevOps demands a multidisciplinary team. Shantanu identifies three archetypes every RevOps team needs:
Athletes: Generalists who can adapt and execute across roles.
Builders: Detail-oriented executors who create infrastructure and processes.
Strategists: Big-picture thinkers who drive alignment and long-term planning.
He emphasizes EQ (emotional intelligence), adaptability, and complementary skill sets over pure technical expertise.
“EQ is non-negotiable. The corporate world is faster now—you need stability, not just intelligence.”
RevOps teams also benefit from hires with backgrounds in finance, consulting, IT/business analysis, and enablement.
Data Infrastructure: From Chaos to Clarity
Data can either be an asset or a liability. According to Shantanu, RevOps leaders must partner with data engineering teams early to establish clean, centralized, and accessible datasets.
“Invest in data engineering early. Don’t let RevOps carry the burden of cleaning, merging, and reporting on messy datasets alone.”
He suggests:
Centralizing all GTM data sources (billing, product, usage, marketing automation, CRM, HR, enrichment)
Building a cloud-based warehouse with proper schema design
Defining KPIs before implementing tools or dashboards
This strategy ensures that as tools evolve, the data structure remains robust and analytics-ready.
Operating Rhythms That Drive Accountability
An effective operating model is more than who reports to whom—it’s about cadence, communication, and culture.
Shantanu recommends:
Weekly: Forecasts, pipeline updates, hygiene checks
Monthly: Reports (not meetings) summarizing key metrics
Quarterly: Deep dives into KPIs, unit economics, and strategic planning
He also emphasizes that metrics should be meaningful and contextualized, not just reported. RevOps should take ownership of making reporting useful for decision-making.
Win-Loss Analysis: Real-Time Insights from the Field
Too often, companies wait until end-of-quarter to analyze wins and losses. Shantanu recommends capturing this data continuously and cross-referencing it across sources: deal desk, CRM, sales team debriefs, and direct customer feedback.
“Win-loss data should be captured daily. Don’t wait till the quarter ends to learn why you’re losing.”
Understanding what’s working (or not) in pricing, positioning, or sales process enables faster course corrections and better enablement.
The Future of RevOps: Powered by AI
Shantanu sees artificial intelligence as a transformative force across the revenue engine. Beyond automation, he highlights strategic applications of AI:
Identifying where your ICPs exist across the market
Capturing intent signals to prioritize outreach
Early warning systems for churn and health risk
Competitive intelligence and pattern recognition
“Imagine AI telling you how your competitors are engaging your customers—that’s the future I want to see.”
Rather than waiting for AI to mature, forward-looking RevOps teams must actively explore use cases that align with their strategic priorities.
Final Thoughts: It’s Not Reporting Lines, It’s Relationships
When asked if RevOps should report into the CRO or CFO, Shantanu replied with a powerful truth:
“Org structure matters less than trust, rhythm, and culture. You need honest conversations and mutual accountability. That’s what drives impact.”
Relationships, transparency, and a shared vision are the true enablers of RevOps success.
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More Resources

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