With more organizations shifting to more recurring revenue models, we have seen a dramatic rise in RevOps. The key question in everyones mind is how RevOps will play a role in their organization and how can it impact the customer journey.
Luckily we have Rosalyn Santa Elena, she is the Head of Revenue Operations for Clari, has over 20 years of experience and was also featured in LinkedIn’s Sales Operations Leadership Group’s Member Spotlight for September. Will be addressing our concerns and guiding us through how your RevOps team can impact your organization and the customer journey.
Rosalyn Santa Elena
(Head of Rev Operations, Clari)
Revenue Operations
– Surfaced as more and more companies are moving to a recurring model
– Having separate silos is a strategic differentiator
– An “engine”
– The underlying power behind the revenue team
– The systems, tech, processes, policies, meeting and communication cadence
Building Your Rev Ops Team
– CROs’ function is similar
– Insights or data is one of the primary values of making an ops team
– Factors that can dictate your focus:
A. Size and stage of company
B. Complexity of selling motion
C. Your customers
Ops Team Metrics
– Metrics are usually aligned with the company goals
– May include leads for potential opportunities, conversion rate, deal size and average deal cycle, ARR, growth potential, upsells, and more
What Does The Rev Ops Team Do?
– Closest to the day-to-day operations or data
– In charge of seeing ahead and analyzing trends
– Recommending actions and execution
– Shifts in operating plan
Skills Needed To Be A Great Rev Ops
– Operational mindset = thinking of how to execute; to make sense of the chaos
– Flexible = being able to pivot from strategic to tactical Getting Good Leads and The Lead Scoring Process
– Get the right leads to the right people at the right time
– Know your target customers and accounts and put into the hands of your sellers
– Partner with your revenue teams and marketing teams
– When starting out, you shouldn’t worry so much about churn
– Don’t downplay the importance of marketing or customer success because that’s critical to the business
– Lead scoring is a collaborative effort
– Know the persona of your attendees and their company makeup
– The data element, like the company or the person is just as important as the intent and timing that drives customer activity
– Lead scoring varies on the company
– Salesforce activity/task
– Lead drops into a sequence or cadence depending on the platform
– Data doesn’t lie but the interpretation can be biased
Developing Your Revenue Ops
– High growth in a high growth market = look for more value drivers, marketing and inbound
– Think of activities and strategies to penetrate TAM and have a bigger outreach
Helpful Rev Ops Technology
– Clari
– LeadiQ
– More than specific names, you want something that ensures all systems are talking to each other, where data is flowing
Benefits of Rev Ops
– Is it more in tactics or strategies?
– Can be hard to get out of tactical but one way is to put a strategic lens upon it
– Digging into the data = tactical
– Providing insights and coming up with ways to proceed = strategic
– There is value in both
– Being strategic helps drive the business
Should Rev Ops Care About Productivity?
– Productivity is an operational piece of rev ops
– Efficiency = less clicks, steps, automation, integration
– Bringing in a person to start building the infrastructure helps efficiency
– Tight alignment in ops and enablement
– Enablement helps in training and working hand in hand to set the right metrics for productivity
– Ops should help enable sellers and your marketing team to do their jobs better and effectively
Deal Desk and Business Analyst
– Deal desk is part of operations
– Deal structuring, engagement, and working with reps = ops
– Booking desk = more on the finance side
Should SDRs Report to Marketing Or Sales?
– Depends on what the development rep is doing
– Are they generating interest or are they involved in discovery?
– Less about where they sit, but what they do
– Generating awareness, driving attendance to webinars for example = marketing
– Getting into qualification and aligning with various use cases = sales
Is Rev Ops Responsible For Mapping Out What A Customer Is Going Through?
– Ops is responsible
– Having a rev ops team can break down silos to create a frictionless process for a buyer
– Prospects should not know they’re being transferredfrom one department to another
– Should be seamless
– Really clear roles and responsibilities should help
– Intel around the customer should be kept in a place accessible by everyone
– CFO/finance team are more important in the buying cycle, especially in these times
