Level Data

• Led revenue optimization efforts by collaborating with cross-functional teams to enhance revenue operations at Level Data.
• Acted as a strategic consultant to key stakeholders in the GTM and Post Sales functions to drive revenue growth.
• Implemented data-driven strategies to streamline processes and improve revenue generation for the company.
• Successfully increased revenue by leveraging innovative solutions and fostering a culture of continuous improvement.

Head of Revenue Operations

SalesOps.io

Advising high-growth tech companies on commercial processes, tools, and analytics.

Rev Ops Expert

RevOps Rx Consulting LLC

Owner and Managing Consultant

Loop

Developing a Revenue Operations department by creating and implementing a roadmap that aligns with Loops’ vision and revenue goals. Leading the implementation of CRM and Tech Stack. Collaborating with executive staff to execute new revenue growth strategies
- Devising and executing the sales customer journey.
- Spearheading and directing the development of Salesforce architecture to meet the needs of the business.
- Developing all reporting and analytics for sales, executive staff, and investors.
- Supporting marketing and customer experience through operational strategies and reporting.

Toptal

Ensured successful execution of revenue operations initiatives by supervising and mentoring a top-notch team. Leveraged 9-box methodology to design account segmentation approach with key focus on buyer profiles, company demographics and company spending. Facilitated SMB sales teams for transactional and strategic accounts. Tracked sales velocity and conversions by developing dashboards for organizational effectiveness. Performed regular financial analysis and advised executive leadership on business performance and market trends for operational efficiency. Executed and monitored all aspects of sales stack, including Salesforce, ZoomInfo, and SalesLoft. 

-	Devised and executed lucrative strategies that resulted in achieving 5% more revenue per account.
-	Spearheaded and directed the development of a top-performing team of BDR and SDR generating revenue valued at $2M+ in a short span of 10 months.
-	Led the development and implementation of revenue operations strategies to drive growth and maximize profitability resulting in 30% YOY growth for 2022 revenue of $160.7M
-	Defined, developed, and implemented an OKR framework for both the VP of SMB and CRO to understand leading indicators of SMB’s pipeline and performance.

Senior Manager, SMB Revenue Operations

Revenue Operations Manager, SMB

Improved company performance by managing end-to-end operations of revenue forecasting process while formulating business decisions. Facilitated in training and development of top-performing sales representatives to drive results and improve performance. Devised and developed compensation plans for highly qualified employees. Maintained accuracy as well as provide insights on sales performance by monitoring data and reporting systems.
 
-	Improved and maintained sales efficiency by streamlining processes and reducing administrative tasks.
-	Structured viable sales strategies and implemented sales curriculum while managing CRM (Salesforce).
-	Planned and executed sales operations, enablement program, and effective strategy, supporting 15% YOY growth during 2020.

Sales Operations and Enablement Manager

Benefitfocus

Gathered precise data and generated ad hoc reporting for marketing and sales teams. Oversaw all aspects of contract and opportunity close process for sales department. Cultivated and executed effective training plans for growing sales operations team. Established key metrics for customer targeting while aligning territories to create more equitable market areas. 

-	Deployed sales stack tools, enabling salespeople to generate leads, maintain contact information, build proposals, acquire signatures, and communicate efficiently with the team and clients.
-	Created a process workflow to monitor renewals, resulting in higher retention rates and increased awareness of renewal opportunities.
-	Formulated and implemented robust strategy to drive seamless operations across organization.
-	Prepared sales operations strategy based on top-notch teams of 50 salespeople in SDR and Inside Sales, supported an increasing revenue YOY by 12%

Senior Sales Operations Analyst

ADESA

Leveraged advanced skills of Tableau to generate KPIs for sales performance and results management. Identified evolving needs and deployed lead retrieval system for industry tradeshows. Planned and directed acquisition-to-market strategy with reference to sales department. Played a vital role in delivering process improvements through SOPs for operational efficacy. Managed overall content locker and mobile equipment to support sales enablement. 

-	Provided leadership and assisted the executive staff with developing reports and analytics to tell a story and influence direction.
-	Delivered and managed digital sales enablement content locker for 500+ sales teams.
-	Successfully created and managed four budget components regarding sales department. 
-	Developed a successful “Demand Generation” program, by establishing and strengthening professional relationships with the marketing department, resulting in a 10% MOM increase in leads.

Dealer Sales & Services Operations Manager

Dealer Sales Operations Specialist

BidPal

Resolved customer queries in a timely manner by identifying root cause analysis and implementing necessary actions. Created process enhancements by liaising with executive team for both operations and sales, including onboarding and training. Spearheaded end-to-end operations of upcoming events. Increased sales by providing technical sales support. 

-	Played an integral role in successfully closing and executing 500+ deals.
-	Secured $100K on annual basis by developing process efficiencies and automation around client communication in Salesforce and Zendesk.

Manager, Operations

Audio Visual Solutions

Managed all sales and operations of audio visual services on property.  Trained and directed team while managing P&L.
•	Successfully led location to be most profitable within company
•	Increased revenue by 164%
•	Drove labor to revenue down by 12%

Director of Audio Visual Services

Expert in developing and implementing compelling GTM strategies in all areas of demand generation, business analytics, and work flows that win customers, and deliver measurable, revenue-generating outcomes. Recognized for enabling revenue growth through portfolio management, effective leadership, and providing business insights giving the right person the right metric at the right time to create the right impact. Track record of exceeding revenue targets and maximizing operational efficiency by developing and implementing revenue operational strategies. Proven success in formulating sales strategies and providing guidance to achieve KPI targets. Adept at leading, training, and empowering teams and individuals to ensure attainment of set visions and objectives. Proficient in planning and finalizing complex start-up businesses from inception to successful completion. Excellent communication (verbal & written), presentation, decision-making, business development, and attention-to-detail skills with an innate ability to navigate complex organizations to grow revenue.

🧹 My favorite way to audit your CRM for data quality in under 2 hours

Most leaders think a CRM audit takes weeks.
It doesn’t.
You can get a shockingly accurate picture of your data health in about 90–120 minutes if you know where to look.

Here’s my go-to quick audit:

1️⃣ Stage-by-Stage Hygiene Check

Open your pipeline and review:
  • Deals stuck 30+ days past the expected timeline
  • Missing next steps
  • Stages with “everything” or “nothing” in them

This alone exposes half your forecasting and process issues.

2️⃣ Field Completeness Scan

Pick the 10–12 fields that matter: ICP criteria, contact info, deal source, product, timeline, close reason , etc.

Run a quick completeness report.
If even a few of these are <80% complete… you’ve found your first win.

3️⃣ Duplicate & Ownership Audit

Search for duplicates in accounts, contacts, and leads the old-fashioned way: filters + eyeballs.

Then look for records with no owner or the wrong owner.

Bad ownership = bad follow-up = lost revenue.

4️⃣ Lead → Opportunity → Customer Flow Check

Follow 10–20 random records through the funnel.
Ask:
	•	Did it follow the process?
	•	Did it get routed correctly?
	•	Did handoffs happen?

This exposes broken automations and silent revenue leaks fast.

5️⃣ Automation & Workflow Spot Test

Turn off all the noise and test the 3–5 workflows that power your GTM engine, lead routing, lifecycle stages, deal creation, renewals, etc.

You’ll usually find one that’s been “quietly broken” for weeks.

💡 You don’t need a full rebuild to understand your CRM’s health.
You just need the right places to look.

Clean data isn’t a luxury, it’s the foundation of predictable revenue.

If you want the full audit checklist I use with clients, just comment “AUDIT” and I’ll send it.

#RevOps #RevenueOperations #CRM #HubSpot #Salesforce #DataQuality #GTM #SaaS #RevOpsConsulting #InflectionPointe

Christopher Morris

Revenue Operations Expert | GTM Strategy & Operations | Revenue Growth | Revenue Strategy Advisor

🚨 The real problem with RevOps today 🚨

Too many companies say they’ve “invested in RevOps” but what they really mean is they’ve hired someone to fix their CRM or build dashboards.

That’s not RevOps. That’s tech support.

The true purpose of RevOps is to create alignment across the entire revenue engine (marketing, sales, success, and finance) to drive predictable, efficient growth.

But here’s what’s really happening across most orgs I talk to:
1️⃣ RevOps sits under one department instead of sitting across the revenue org.
2️⃣ Teams still own disconnected KPIs, so no one’s rowing in the same direction.
3️⃣ The RevOps function doesn’t have the budget, authority, or resources to actually fix the root problems.

‼️RevOps isn’t a reporting team. It’s the connective tissue of your go-to-market motion.

If you’re treating RevOps like a tool admin team, don’t be surprised when your pipeline efficiency stalls.

It’s time we start building RevOps as a strategic function, not a service desk.

#RevOps #GoToMarket #RevenueOperations  #InflectionPointe

🚀 3 RevOps Quick Wins You Can Deliver in Your First 30 Days

Whether you’re stepping into a brand-new RevOps role or supporting a growing team, early wins matter. They build trust, buy credibility, and show exactly how you make the business run smoother.
Here are three high-impact moves you can make fast:

1️⃣ Get the Data Clean Enough to Make Decisions

No full rebuild. No 6-month cleanup plan.
Just tighten the basics: required fields, duplicate reduction, stage hygiene, and consistent definitions.

When data becomes trustworthy, everything else gets easier.

2️⃣ Implement a “Daily Flow of Truth” Report

Create one dashboard or daily digest everyone aligns on pipeline movement, new funnel volume, at-risk deals, and key KPIs.
Consistency reduces friction. Transparency reduces politics.

People start solving problems instead of debating numbers.

3️⃣ Fix One Painful Manual Process

Pick the one thing teams complain about the most:  quote creation, handoffs, lead routing, onboarding, forecasting…. Automate or streamline it.

A single visibly improved workflow can change how people perceive RevOps overnight.

💡 Quick wins aren’t about being flashy, they’re about removing friction.

Do that consistently, and suddenly you’re not “the RevOps person”… you’re the person who makes revenue work.

#RevOps #RevenueOperations #GTM #SaaS #RevOpsLeaders #SalesOps #MarketingOps #CustomerSuccessOps #ProcessOptimization #InflectionPointe

🧭 RevOps should be agnostic — by design.

Too often, I see Revenue Operations tucked neatly under Sales, Marketing, or Finance. It might make sense on paper… but in practice, it creates bias.

- If RevOps reports into Sales, priorities tilt toward pipeline and quotas.
- Under Marketing, it becomes a campaign and attribution function.
- Under Finance, it’s reduced to reporting and forecast accuracy.

But the true purpose of RevOps is alignment across the entire revenue engine — not allegiance to one piece of it.

RevOps should be the connective tissue, not another silo. That means:
Reporting into a neutral executive function (ideally the CEO or CRO, assuming your CRO isn't a glorified Sales Leader).

Holding equal accountability to Marketing, Sales, Customer Success, and Finance.

Measuring success on efficiency and predictability across the whole GTM motion, not just one department’s metrics.

When RevOps stays agnostic, it can do what it was meant to do:
 👉 Simplify complexity.
 👉 Balance competing priorities.
 👉 Drive unified growth.

If your RevOps team has to “pick sides,” it’s a sign the org design needs a rethink.

#RevOps #RevenueOperations #GTM #GrowthOps #B2B #Leadership #Strategy #inflectionpointe

🚧 The 5 Biggest Mistakes Companies Make When Building Their First RevOps Function

Standing up a RevOps function is one of the smartest moves a growing company can make — but it’s also one of the easiest to get wrong.

Here are the five pitfalls I see most often 👇

1️⃣ Treating RevOps like a tech admin role
 RevOps isn’t about “owning HubSpot” or “fixing Salesforce.” It’s about designing the system that drives predictable revenue. Tools are just how that design comes to life.

2️⃣ Putting RevOps under one department
 If RevOps reports to Sales, it becomes sales ops.
 If it reports to Marketing, it becomes marketing ops.
 RevOps should sit across the revenue engine — neutral, strategic, and connected.

3️⃣ Skipping the discovery phase
 Too many teams jump straight into process mapping and automation without first understanding how things actually work. The best RevOps leaders listen first, document second, fix third.

4️⃣ Measuring outputs, not outcomes
 Activity dashboards look nice, but RevOps success is measured in efficiency, conversion, retention, and forecast accuracy — not just number of reports built.

5️⃣ Underestimating change management
 Every new process or dashboard affects how people work. If you don’t bring teams along for the ride, adoption dies fast. RevOps isn’t just systems — it’s sociology.


Bonus: Hiring a single RevOps lead and expecting them to do it all.  A single person can't handle the building, cleaning, babysitting, and strategic thinking by themself. 

The companies that get RevOps right treat it as a strategic business function, not a support role.

That’s the approach we take at Inflection Pointe — helping organizations build RevOps foundations that connect people, process, and data into one cohesive growth engine.

#RevOps #RevenueOperations #GTM #Leadership #GrowthOps #InflectionPointe #SaaS

💭 RevOps can be a thankless job.

When everything is running smoothly — clean data, accurate forecasts, seamless handoffs — nobody notices.
But the moment something breaks… everyone does. 😅

That’s the paradox of Revenue Operations: your best work is invisible.

And while that’s part of the job, it can also quietly stall your career if you’re not intentional about showcasing your impact.

Because the truth is — being good at RevOps and being seen as good at RevOps are two different skills.

If you want to grow, you have to learn to:
✅ Translate technical wins into business outcomes. (“We automated X” becomes “We shortened deal cycles by Y%.”)
✅ Regularly tell the story of your work — in meetings, reports, and casual conversations.
✅ Build relationships across GTM teams, not just inside systems.

RevOps leaders who can operate and advocate for themselves build visibility, trust, and career momentum, which will help you get a seat at the table to drive and influence real growth. 

Your work drives growth. Don’t let it live in the shadows of the tech stack.

#RevOps #RevenueOperations #Leadership #CareerGrowth #GTM #InflectionPointe

💥 The most underrated soft skill in RevOps: knowing how to ruffle feathers (respectfully).

If you lead Revenue Operations, your job isn’t just to build dashboards, streamline processes, or clean data.

Your job is to tell the truth about what’s actually happening in the business — even when it makes people uncomfortable.

That means pointing out inefficiencies, misaligned incentives, and broken handoffs across teams that may have been doing things the same way for years.

And that doesn’t always make you popular.

But here’s the thing — growth doesn’t come from comfort. A great RevOps leader can walk into a room, challenge the status quo, and still leave everyone feeling respected and heard.

It’s a delicate balance:
 🧠 Analytical enough to diagnose what’s wrong.
 🗣️ Empathetic enough to communicate it without blame.
 💪 Confident enough to stand your ground when the data tells a different story.

The ability to professionally ruffle feathers might just be the most important soft skill in RevOps today. Because if you’re not willing to question the way things have always been done, you’re not really leading operations — you’re maintaining them.

#RevOps #RevenueOperations #Leadership #SoftSkills #ChangeManagement #GTM #InflectionPointe

Achievement-oriented professional with 10+ years of experience in sales, sales management, and sales enablement, primarily in technology and software. Proven track record of managing complex projects and leading teams toward overall success. Consistently identifies opportunities for advancement while implementing strategies for process improvement. Effective communicator and value-centric leader who thrives in fast-paced environments delivering forward-thinking, innovation, and professionalism at all times.

Mike Markovic

💡 Stop Fixing Problems. Start Designing Systems.

Most RevOps teams spend 80% of their time fixing what’s broken — data issues, tech debt, process gaps, reporting blind spots.

But here’s the truth: if RevOps is always reacting, it’s already behind.

The best RevOps leaders don’t just repair, they architect. They build systems that prevent problems from ever happening again.

This is what will separate mature RevOps orgs from the rest:
 1️⃣ From Firefighting → Frameworks:  Don’t patch reports. Build a unified revenue model that defines metrics, owners, and data flow across the funnel.
2️⃣ From Tech Stack → Decision Stack: Tools don’t create alignment — decisions do. Start your strategy with outcomes, then decide what tech supports them.
3️⃣ From Departmental → Lifecycle Thinking: Every process should connect awareness → acquisition → retention → expansion. RevOps owns that connective tissue.

When RevOps is built around these principles, the business doesn’t just run smoother; it scales smarter.

Ask yourself:
 👉 Are we building a RevOps function that solves problems, or one that prevents them?

#RevOps #RevenueOperations #GTM #GrowthOps #B2B #SaaS #Strategy

🤔 So I asked ChatGPT what the purpose of RevOps is, and it gave me a nice pretty answer:

- Clarity: Everyone sees the same data, tells the same story, and knows what actually drives revenue.
- Alignment: Teams move in the same direction with shared goals and connected incentives.
- Predictability: Leaders can trust the forecast, measure efficiency, and scale with confidence.

But I feel like ChatGPT is only touching the surface.  While I don't disagree that these all exist within RevOps, along with other common functions such as tech management, it is missing the true function.   

It isn't about making everything pretty and spoon-feeding data to leadership.  It is about understanding the business and what the data has to say so that you can be part of leadership, advise, and drive both innovation and strategy.  

If you are in RevOps, find a way to look beyond the noise of processes and data hygiene.  Level up and be the voice of change.  

#GTM #RevOps #Growth #Innovation #InflectionPointe

🧭 How to Assess a GTM Ecosystem as a New RevOps Leader

There is a lot of transitioning happening out there in the RevOps world and there are always people being promoted up in ranks.  I thought I would provide my framework of what I do in the first 30 days in a new organization.  

The first 30 days in a new RevOps role can feel like stepping into a moving train.  Everyone wants answers, but the smartest thing you can do first is listen, observe, and map the system.

Here’s the framework I use when assessing a go-to-market ecosystem:
1️⃣ People:
 Who actually drives revenue, and how do they collaborate (or not)?
 Listen to Sales calls, shadow CSMs, and meet Marketing; understand incentives, friction points, and culture before touching tech.

2️⃣ Process:
 Map the buyer journey end to end.
 Look for gaps in handoffs, bottlenecks in approval flows, and any process that lives only “in someone’s head.”

3️⃣ Platform:
 Review the tech stack, but don’t get distracted by tools.
 Ask, “What decisions does this system enable — and what data do we still not trust?”

4️⃣ Performance:
 Align on how success is measured.
 Are Marketing, Sales, and CS working from the same definitions of pipeline, conversion, and retention?

Your first goal isn’t optimization — it’s understanding the organism. Only once you see how it all connects can you start designing a system that scales.

That’s exactly the approach we take at Inflection Pointe when we embed with clients: observe, align, then architect.

Because RevOps isn’t about fixing broken parts — it’s about engineering a connected revenue engine.

Add anything I’m missing below. And reach out if you want to discuss in more detail.

#RevOps #RevenueOperations #GTM #Leadership #GrowthOps #InflectionPointe

⚾️ What 11U baseball taught me about RevOps

As I woke up early this Saturday morning to drive an hour and spend all day watching my son play baseball, it got me thinking. 

If you’ve ever watched 11-year-olds play baseball, you know it’s beautiful chaos.
Some kids are locked in, some are distracted, and everyone’s figuring out how to work together as a real team for the first time.

Sound familiar? 😅

That’s most go-to-market teams before RevOps steps in.

Every player (or department) has talent — Sales can hit, Marketing can pitch, CS plays solid defense — but without coordination, it’s just a bunch of individuals doing their best.

The difference between winning and losing?
👉 Clear signals.
👉 Defined roles.
👉 Consistent systems.

That’s exactly what RevOps does. It brings order to the chaos, connects the signals, and helps every “player” understand how their actions drive the team’s success.

Because a team that plays together always outperforms a lineup of all-stars playing alone.

That’s what we build for our clients at Inflection Pointe:  RevOps systems that turn individual effort into coordinated wins.

#RevOps #RevenueOperations #Leadership #Baseball #GTM #Teamwork #InflectionPointe

Michael Ingram is #hiring. Know anyone who might be interested?

🎉 When the forecast matches reality… it’s basically a holiday.

There’s a special kind of joy in RevOps when the number you modeled, the pipeline you validated, and the probability you assigned all line up perfectly with what actually happened.

No surprises.
No last-minute scrambling.
No “we’ll need to adjust the board deck.”

Just clean data, aligned teams, and a forecast you can actually trust.

It doesn’t happen every month… but when it does, you enjoy that moment like a long weekend. 😅

More and more RevOps tools and AI are trying to make this easier and easier, but even those tools need the your masterful data hygiene to get it close. 

🥂Here’s to more predictable revenue and fewer forecast-induced headaches.

#RevOps #RevenueOperations #Forecasting #GTM #DataQuality #InflectionPointe

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