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,

Bridging the Gap Between Data and Action: A Strategic Guide for GTM and RevOps Leaders A conversation with Sarah Flaccavento, SVP Strategic Initiatives at Alphasense. “Data is only as good as the insights it drives.” – Sarah Flaccavento In an age where data flows through every department, dashboard, and decision, organizations still struggle to turn that abundance into action. While most teams claim to be data-driven, the truth is that data often ends up siloed, unused, or misunderstood. Sarah Flaccavento, SVP of Strategic Initiatives at AlphaSense, believes that the ability to translate data into actionable insight is what separates good companies from great ones. In this detailed guide, drawn from her episode on The Revenue Lounge, we unpack the frameworks, prioritization techniques, and change management strategies she uses to create force-multiplying change in complex organizations. Facebook Twitter Youtube Section 1: From Gut Instinct to Insight-Driven Execution “Insight is the answer to a question—and it’s actionable.” – Sarah Flaccavento Data by itself is just noise. The real magic happens when teams identify patterns, contextualize them, and act on them. Sarah defines an insight as something that not only tells you what is happening but also guides what to do next. Data Insight Raw numbers, metrics, activity logs Meaningful answers to questions Requires interpretation Tells you what to do next Often siloed and overwhelming Cross-functional and directional Measures what happened Predicts or influences what will happen Key takeaway: Without connecting data to context and action, teams risk analysis paralysis. Real transformation starts when leaders ask better questions and turn patterns into priorities. Section 2: Prioritization Framework – WSJF (Weighted Shortest Job First) One of the core methodologies Sarah uses is WSJF—a prioritization framework from Agile’s Scaled Agile Framework (SAFe). It helps identify high-impact projects based not only on ROI but also on urgency and effort. “The most important piece WSJF adds is time criticality. ROI alone isn’t enough.” – Sarah Flaccavento How WSJF Works: WSJF = (Size of Prize / Difficulty) x Time Criticality Component Explanation Size of Prize What’s the potential upside (revenue, customers, impact)? Difficulty How complex is the execution? Time Criticality If you wait, does the opportunity disappear? Will competitors get there first? Example: Instead of targeting trillion-dollar law firm opportunities (high ROI, low urgency), Sarah’s team focused on launching generative AI search. Why? Because the need was immediate, the pain was clear, and nobody else was solving it yet. Sarah asks her team to independently score initiatives using the Fibonacci sequence for each parameter. This fosters debate and forces thoughtful decision-making. https://www.youtube.com/watch?v=IRyreib4-TU&t=3278s Section 3: Strategic Planning in 3 Tiers “You should be planning for three horizons at any given time.” – Sarah Flaccavento Sarah outlines a three-level planning model that balances execution with vision: Infographic: Strategic Planning Tiers Horizon Focus Examples Quarterly Fully fixed execution plans Launch AI search, Expand into HK Biannual (6M) Defined problems, flexible on how Solve pricing friction, Partner launches 1-3-5 Year Big bets and long-term missions Become the insights platform of record She recommends: Locking in execution for 1 quarter Having flexible priorities for 6 months Planning vision 1, 3, and 5 years out Reviewing monthly, publishing quarterly To track this, Sarah uses an Excel-based WSJF matrix and hides past columns until it’s time to review. This avoids emotional decisions and encourages accountability through data. Section 4: Creating a Culture of Data Ownership “You should never walk into a meeting with a question. You walk in with a recommendation—based on data.” – Sarah Flaccavento Sarah has built a culture at AlphaSense where data ownership is democratized, not centralized. Everyone—from reps to execs—is expected to: Bring hypotheses, not open questions Make recommendations, not just escalate problems Own inputs to company-wide decision-making The result? Data becomes everyone’s responsibility. People come prepared, speak with clarity, and decisions move faster. [Data Entry] → [Insight Generation] → [Recommendation] → [Execution] → [Feedback Loop] Sarah enforces this through: Visible use of rep-generated data in strategy meetings Celebrating usage of Salesforce notes and Gong insights Running pre-meetings with dissenters to ensure open discussion and buy-in Section 5: Salesforce: A Directional Input, Not the Whole Truth “Salesforce is a powerful, directionally accurate input to decision-making.” – Sarah Flaccavento Sarah acknowledges Salesforce as a valuable, but not infallible, data source. It excels at tracking pipeline stages and opportunity hygiene. But when it comes to customer segmentation or behavior, it often lacks nuance. Instead, her team triangulates insights from: Salesforce reports Gong transcripts Product usage data QBR feedback Pro Tip: Make the rep’s input meaningful by closing the loop. Highlight the impact of win/loss notes in company-wide decisions. Section 6: Case Study – Rethinking Pricing & Packaging AlphaSense’s pricing model originally reflected the cost of aggregating premium data. However, the market wanted flexibility—not rigid per-seat pricing. “Fear drives a lot of detraction. But data addresses that fear.” – Sarah Flaccavento Sarah’s team: Started with one FS customer segment Validated demand with usage and growth data Adjusted pricing to align with value delivered Result: AlphaSense closed the largest FS and corporate deals in company history. Each segment got a tailored model based on data-backed buying behavior. Section 7: Failing Fast in GTM “Failing fast is about making problems smaller and smaller.” – Sarah Flaccavento Instead of big bets that take quarters to prove, Sarah advocates: Breaking big hypotheses into tiny experiments Testing assumptions early (e.g. Do they have this problem? Will they pay to solve it?) Learning if it’s a true failure or just “not now” [Big Idea] → [Micro-Test] → [Data Validation] → [Fail / Scale / Postpone] This mindset saves time, protects resources, and keeps momentum high. Section 8: Data as a Cultural Operating System “If data isn’t in your company DNA, it will get in your way.” – Sarah Flaccavento Sarah closes with this imperative: data must be part of the cultural fabric. Not just a RevOps job. Not just a dashboard. But something that: Informs every strategic bet Validates every resource allocation Shapes every customer interaction Whether it’s pricing,

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. Facebook Twitter Youtube 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.   https://www.youtube.com/watch?v=hzeZnRWTD8c&t=10s 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.