The Role of RevOps
RevOps is a critical function that unifies sales, marketing, and customer success to accelerate revenue growth. But RevOps doesn’t stop there – it also connects with product, finance, and HR to streamline operations and align priorities across the business.
For organizations implementing RevOps, a structured 30-60-90 day plan can set the stage for long-term success. Whether you’re building this capability in-house or with the help of a trusted partner, following a clear framework ensures you can identify opportunities, build trust, and deliver value early on.
First 30 Days: The Discovery Phase
1. Understand the Current Landscape
The first month is all about gaining clarity. This is your chance to understand how things work today and identify where RevOps can make an immediate impact. The focus should be on documenting a “Lay of the Land” that includes:
i. Meet Key Stakeholders
Meet with cross departmental teams like Finance, HR, and Sales to understand their goals, challenges, and priorities.
ii. Document Everything
Create a “lay of the land” document summarizing findings on different team goals, challenges, and processes.
iii. Understand the Product
Take product demos, listen to sales calls, and use tools that show how the product is sold. This helps in understanding the customer needs better.
iv. Dive into Your CRM
Understand your CRM (whether Salesforce or HubSpot) to assess how the data is organized. This is to check whether it’s easy to use, and identify immediate improvements. The CRM should be the central source of truth, with other tools supporting it. The data should be unified with easier adoption for the teams.
v. Build Trust Internally
Establish trust within your teams by listening carefully, asking questions about how RevOps can help, and addressing quick fixes to show you’re there to help. Having this trust shows them that you’re here to support their success. Quick wins, such as small fixes that make people’s jobs easier, helps in establishing credibility early.
2. Establish Clear KPIs
i. Understanding Team KPIs
It is important to ask you stakeholders about the KPIs that matter to understand their goals and what their expectations are.
ii. Aligning KPIs Across Teams
Different departments oftentimes work in silos. RevOps should strive to align these departments and check if these KPIs match the overall business objectives. Gaps must be closed if their KPIs don’t align.
iii. Setting RevOps KPIs
As you approach the end of the first 30 days, start establishing RevOps-specific KPIs that match company goals, which may involve metrics like revenue increase, conversion rates, or improvements in overall efficiency.
3. Tech Stack Audit
Deep dive into the existing tools that your company is using. Identify all redundancies, and find opportunities to streamline the entire tech stack.
i. Map Out Tools
Compile a list of all tools used by teams, noting their purpose and how they work with the CRM.
ii. Evaluate Use and Cost
Determine if tools are actively used or if there are duplicates. Look for cost-saving opportunities by consolidating tools when possible.
Day 30-60: The Alignment Phase
The next 30 days marks a shift from discovery to alignment. The goals should be to create cohesion between departments (e.g., Sales, Marketing) and laying down effective controls.
The improvements need to be implemented without overwhelming the teams. This phase combines further exploration with actionable improvements with the primary task being bringing the teams into sync.
1. Ways to bring your teams together
i. Encouraging cross-team collaboration by addressing silos and ensuring all teams work toward shared quarterly or company-wide goals.
ii. By creating alignment, you help teams see RevOps as a support system rather than an enforcer. This keeps communication channels open and creates buy-in.
iii. Based on your findings, introduce controls wherever needed to improve workflow.
Example: If close dates aren’t being recorded properly, this could skew reports. Meet with sales, identify the root cause (e.g., manual data entry that is taking too much of a reps’ time), and provide solutions or tools to make their tasks easier.
Ensure that controls are practical and developed with the trust built in the first 30 days. Foster internal consensus within teams so that these improvements are adopted seamlessly.
2. Navigate Organizational Politics
i. Barrier Removal
Larger organizations may have internal politics or ingrained processes that resist change. Find an internal “sponsor” who trusts and supports RevOps initiatives and can authorize actions to navigate any resistance.
ii. Trust and Consistency
As you implement changes, make sure your efforts consistently demonstrate how RevOps can make work easier and more efficient for everyone.
3. Evolving the Tech Stack
i. Assessing Tech Needs
If tools aren’t fully integrated (e.g., a tool not writing data back to the CRM), identify their gaps and consider evolving the tech stack.
ii. Holistic View
Use insights from the discovery and alignment phases to start envisioning necessary tech improvements that align with company goals.
Day 60-90: The Vision & Execution Phase
This phase, described as “Vision and Execution,” involves shaping and executing a strategy based on insights gathered from the discovery and alignment phases.
a. Roadmap Creation
Create a roadmap covering the next two quarters, focusing on long-term, high-impact changes that align with business goals. Use learnings based on stakeholder needs, organizational goals, and the findings from the first 60 days.
i. Set Priorities
Collaborate with end users (Sales, Marketing, Customer Success) to understand their pressing needs and align the roadmap with these needs.
ii. Strategic Execution
Prioritize initiatives that will have immediate revenue impact or that will provide valuable data over the next two quarters.
Example: Adding a field to track data can generate insights that provide actionable trends down the line.
iii. Tech Stack Refinement
Revisit the tech stack based on priorities identified during alignment.
iv. Leveraging Vendor Partnerships
Meet the vendors to assess the available resources and how they can be leveraged for current RevOps’ needs. Explore how additional features can help optimize the workflows
b. Demonstrating Success and Change Management
Celebrating Wins
As you implement improvements, be sure to measure against initial baselines and showcase these wins to teams internally. Sharing these successes reinforces RevOps’ role and impact, boosting morale and validating RevOps’ contributions.
Overcoming Resistance
i. Change Management
Changing the status quo can be difficult, especially if it involves established leaders or stakeholders. Approach this by framing improvements as solutions to existing issues rather than imposing direct changes.
ii. Build Buy-In
Think of change management as similar to selling a product: use your understanding of stakeholders’ pain points from the discovery phase to tailor improvements that directly address these issues.
iii. Stay Involved in Team Meetings
Regularly attend meetings with sales, customer success, and other teams to stay connected with day-to-day challenges. Present solutions based on their expressed needs and create an open dialogue to reduce resistance.
c. Executive Sponsorship for Long Term Success
i. Role of Executive Sponsors
Securing a high-level sponsor is critical for pushing through necessary changes and overcoming resistance within the organization.
ii. Internal Champion
Identify a champion within the executive team, such as the head of sales or GTM (Go-To-Market) president, who will support RevOps efforts. This executive sponsor helps reinforce RevOps initiatives by advocating at a strategic level.
iii. Listening to Pain Points
Listening to the challenges and goals of each team during discovery is essential for effective change. Teams are more receptive to improvements if they feel their input was genuinely considered.
30-60-90 Framework
Beyond the 90 Days Mark
i. Proactive Approach
Instead of being reactive, RevOps should take a proactive stance. A proactive approach helps in anticipating and addressing evolving business needs instead of constantly reacting only when they arise.
ii. Process Versioning
Every tool or process introduced should be subject to ongoing versioning or “creative destruction,” an economics concept that refers to the continuous evolution of systems. This means that even established processes should be periodically reviewed, improved, or replaced to stay aligned with changing business needs.
iii. Prioritizing Based on Impact
When planning updates, prioritize changes that deliver the highest immediate revenue impact or solve the most pressing user challenges.
A Solution That Works for You
Whether you’re building RevOps capabilities in-house or partnering with an expert, success hinges on following a structured, strategic approach. The 30-60-90 day plan is designed to uncover opportunities, align teams, and set the stage for growth—no matter who’s leading the charge.
At Revinfinity, we specialize in helping organizations unlock the true potential of RevOps. From discovery and alignment to execution and optimization, we provide the expertise, tools, and frameworks to ensure your RevOps strategy delivers results. Ready to take the next step? Let’s make it happen together. Reach out today at:
hello@revinfinity.io
