Average RevOps answers questions. Top decile RevOps changes decisions. Concretely, the difference shows up in four places: they publish a small number of definitions and defend them, so the company stops arguing about what a qualified opportunity is; they own the planning model (capacity, quota, pipeline required) rather than just reporting on it after the fact; they instrument new motions before launch instead of retrofitting tracking three months in; and they say no to tools and fields, which is the least popular and highest leverage thing they do. The tell is simple. If the weekly forecast call spends its time debating whether the numbers are right, ops is average. If it spends its time debating what to do about the numbers, ops is doing its job.
4 resources, 4 link-checked.
A free, topic sorted index into two hundred plus issues of original GTM benchmark research. The metrics and benchmarks section is the fastest way to find out what good looks like this year rather than in 2019.
From Growth Unhinged by Kyle Poyar index of 200+ issues
Open growthunhinged.com →The best plain English description of what a sales ops function is for, written by someone who rebuilt one from scratch. Useful whether you are taking the job or hiring for it.
From First Round Review by Don Otvos 18 min read
Splits the RevOps hiring decision into three company phases and says plainly when to outsource instead of hiring. It is the clearest answer we found to the question founders actually ask.
From Stage 2 Capital by Liz Christo 9 min read
A RevOps leader describing a function that changes decisions rather than answering questions, which is the exact line the answer draws between average and top decile. Concrete on what she owns and what she refuses to own.
On GTMnow by Tessa Whittaker 51 min
How revops and the gtm stack reads from a different seat.
