There are typically four areas to concern yourself with in RevOps: Operations Management, Sales Enablement, Insight and Tools. Focusing on these four constituents will allow any RevOps individual or team to leave no stone unturned.
In software lexicon, RevOps is quite a new term, but the time to consider this as a full-time role will be when you feel you may have too many tools, your process is broken and/or you are unaware of what is working and what isn’t.
To be successful in RevOps you should have held a role in a revenue-generating capacity before moving to RevOps. I think this is because are responsible for creating a better environment in which revenue can be generated. If you have never generated revenue before, how can you advise on ways to decrease sales cycles, increase ACV, increase win rate, increase the number of MQLs, etc.?
Therefore, an individual should have ideally been a VP of Marketing, Sales or Customer Success and even held positions in two of the three departments (Sales and Marketing, for example). This is not to say that folk with an operational background cannot be good, more that if one of the pillars of RevOps is Sales Enablement, how could you fully understand how to help salespeople sell more if you have never sold anything?
One final key area relevant for a RevOps individual is communication. Consider this, if you’re new to the RevOps space and have to build consensus with the VP of Marketing, VP of Sales and VP of Marketing and have never done one of those roles or ever have been in any of those departments, how can you expect to achieve buy in to get initiatives over the line with three key stakeholders that will all have very different personalities?
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