Eddie Reynolds

Union Square Consulting

Union Square Consulting is a Revenue Operations as a Service consulting firm. 

I spend the majority of my time:
1. Managing our Sales and Marketing Team
2. Managing our VPs of RevOps Strategy and RevOps Systems
3. Providing Revenue Operations Strategy Consulting to Customers

We work with high-growth companies, primarily B2B SaaS companies to help them in five areas:
1. Revenue Operations Strategy and Planning
2. Go To Market Process
3. Revenue Metrics and Insights
4. Systems Implementation and Ongoing Optimization
5. User Training and Enablement

We do this to help companies execute their Go To Market Strategy by:
1. Making sure your systems are working
2. Making sure your revenue team is using the systems properly
3. Making sure they are executing the right process to attract and retain customers
4. Analyzing the metrics to see what's working, what's not and what to do about it
5. Creating a strategy and a roadmap for all of the above to actually get it done

CEO and Revenue Operations Strategy Consultant

RevOps Corner

RevOps Corner is a podcast we produce at Union Square Consulting to share best practices for Strategic Revenue Operations. 

We do this by interviewing amazing guests, ranging from Revenue Operations Professionals to Revenue Leaders to Venture Capitalists and many other experts in the B2B SaaS community. 

We also share what we're seeing in the trenches every day in our work as Revenue Operations Consultants here at Union Square Consulting.

Listen to the Podcast on:
Spotify: https://open.spotify.com/show/1CM3rmelcdtm6gJVL0PtMK?si=00aae750ea7a4937
Apple: https://podcasts.apple.com/us/podcast/revops-corner/id1619571311

Host

Revenue Collective

Executive Member

Trumid

Trumid is a Unicorn Fintech Startup that has raised over $650 million in funding to date. 

I joined Trumid right when they had achieved Product Market Fit and relaunched their application. 

My role was to manage all our Revenue Operations:

1. Systems Implementation and Management
 - Sales, Marketing, Service and Data Analytics

2. Enablement
 - Provided training and enablement to the customer facing revenue team

3. Insights
 - Worked directly with the Co-CEOs to provide daily insights on revenue metrics

4. Process Mapping
 - Mapped our sales, marketing and service processes prior to architecting systems and data

5. Strategy and Planning
 - Planned, managed and executed our revenue operations roadmap

VP of Revenue Operations

Salesforce

My role at Salesforce was to work with current and prospective customers to explore opportunities to leverage technology to find more prospects, win more customers, keep more customers and enable their business to scale.

We helped customers accomplish this by improving business processes in marketing, sales, customer service and other departments, centralizing their data in one place and building operational efficiencies. This enables them to grow faster and gives leadership more visibility to make better strategic decisions.

I accomplished this by beginning consultations with the objectives of the business and only then discussing technology. My role was to quarterback a number of resources within Salesforce and the client's team to work together to uncover the best business processes to help them overcome obstacles and reach their goals. Then, we would map out how Salesforce and related technologies could be used to execute those business processes.

Account Executive

CrossBay Capital Partners

CrossBay Capital Partners is a boutique placement agent. We raise capital for established alternative investment managers with a primary focus on private equity.

 - Sourced investments by soliciting private equity firms seeking to raise a fund
 - Distributed investments by building relationships with institutional investors
 - Designed and implemented Salesforce.com to support these efforts for the entire team

Vice President - Institutional Sales

Altvia

Altvia Solutions provides a solution, built on the Salesforce platform, for institutional investors and fund managers to manage investing and fundraising processes.

 - Managed sales process from initial prospecting to negotiation and close for new business
 - Acted as my own sales engineer to provide highly customized and tailored presentations
 - Oversaw marketing efforts by working closely with CEO and our advertising agency
 - Worked closely with implementation team to scope project 
 - Helped implementation team customize solution for each new client

Account Executive - Private Equity Solutions

Yen Capital Management LLC

YEN Capital Management assists operating companies raising capital from private equity investors.

 - Built healthcare platform from inception by growing relationships with private equity investors and healthcare companies
- Closed mandates to raise $25 million and $40 million for two pharmaceutical manufacturers

Head of Advisory Services – Healthcare Banking Team

Wells Fargo

Wells Fargo Business Banking provides lending and deposit solutions to small and medium-sized businesses.

- Solicited and built relationships with hundreds of independent businesses across all industries
- Achieved sales production in the top 1% of bankers in the company

Business Banking

Over +20 years in sales, customer success and marketing, I’ve developed a passion for data-driven strategy and process. I’ve always been fascinated by the edge it can give an IC or an entire company. 

Ten years ago, I joined Salesforce as an AE covering high-growth, VC-backed B2B SaaS companies. I met with hundreds of executives and revenue leaders and they all wanted this edge. They wanted to hear how Salesforce and my other customers operated, not how the software worked. 

Our consulting partners, however, were solely focussed on the software, often missing the broader strategy. This inspired me to start a unique consulting firm, merging system implementation with data-driven GTM strategy. 

Since then, I’ve seen some of the deepest ingrained revenue growth problems plaguing B2B SaaS – and we’ve developed a system to solve them.

𝘾𝙍𝙊𝙨, 𝘾𝙈𝙊𝙨, 𝘼𝙉𝘿 𝙑𝙋𝙨:

Does this sound familiar?

💭“I don’t understand what my data is telling me. I’m not even sure it’s accurate.”
💭“We’re getting tons of leads but they’re not converting enough to outpace churn.”
💭“We’ve spent so much money on tech, marketing, training, etc. – but there’s no ROI.”

Or maybe even…

“I don’t want to end up like those guys ☝️ How do I get in front of this?”

𝙔𝙊𝙐’𝙍𝙀 𝙄𝙉 𝙏𝙃𝙀 𝙍𝙄𝙂𝙃𝙏 𝙋𝙇𝘼𝘾𝙀

I founded Union Square Consulting to help B2B recurring revenue brands increase profitability by targeting the source of their revenue engine issues (not just the symptoms).

𝙒𝙃𝘼𝙏 𝙒𝙀 𝘿𝙊

Fractional RevOps that delivers both systems implementation and go-to-market strategy.

𝙒𝙃𝙊 𝙒𝙀’𝙑𝙀 𝙃𝙀𝙇𝙋𝙀𝘿

High-growth brands from Series A to C and beyond like Techstars, Luminate, and Federato.

𝙂𝙀𝙏 𝘼 𝙁𝙍𝙀𝙀 𝘾𝙊𝘼𝘾𝙃𝙄𝙉𝙂 𝙎𝙀𝙎𝙎𝙄𝙊𝙉

Sit down with one of my Senior Revenue Strategists for a personalized Revenue Operations Coaching Session. Walk away with advice you can use immediately.

👉 CLICK HERE: unionsquareconsulting.com/workshop

𝙎𝙐𝘽𝙎𝘾𝙍𝙄𝘽𝙀 𝙏𝙊 𝙊𝙐𝙍 𝙍𝙀𝙑𝙊𝙋𝙎 𝙉𝙀𝙒𝙎𝙇𝙀𝙏𝙏𝙀𝙍

Get actionable and practical tips on optimizing your marketing, sales, and customer success engines.

👉 CLICK HERE: unionsquareconsulting.com/newsletter

I spent 3 years at Salesforce 
And then 8 years as a consultant  
 - Watching customers waste their money  
 - Getting zero impact from their rev tech stack  
  
Here's what I've seen:  
  
𝗧𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗵𝗮𝘁 𝗳𝗮𝗶𝗹𝗲𝗱...  
  
1. "Needed" Salesforce up and running next week  
  
2. Delegated everything to someone unqualified to own it 
 - An EA, Admin, Controller, etc 
 - Instead of any revenue leaders 
  
3. Slapped together a list of requirements 
 - Looked at current system 
 - Listed out features they needed 
 - Didn't think about the actual sales process 
  
4. Ignored my warnings 
 - I tried (and failed) to convince them to plan more 
 - They bought Salesforce anyway and hired a consultant 
 - To implement features without any process behind them 
  
5. Implementation kicked off and then delayed multiple times.  
 - Leadership was checked out for most of it 
 - They popped in at the 11th hour to derail the whole thing 
 - And then checked out again to move on to "more important things"  
  
6. Months behind schedule they went live.  
 - They uploaded hundreds of thousands of contacts 
 - 10X -100X what their team could actually work properly  
 - And then they started spraying and praying spammy messaging 
  
7. The data became a shitshow immediately.  
 - Reps didn't log any activities or opportunities 
 - Or they logged every conversation as new pipeline 
  
8. Reps and management realized Salesforce was useless.  
 - Team meetings continued to run on verbal explanations 
 - Data was entered into other systems, Excel or whiteboards 
  
9. Everyone blamed Salesforce and/or the consultant 
 - They kept paying license fees but no one used it 
 - Or it became a glorified rolodex or activity tracker  
  
10. They repeated the above process 2X, 3X, 4X, 5X 
 - They tried other CRMs 
 - They hired other consultants 
 - With the same approach and outcome 
 
  
𝗧𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗵𝗮𝘁 𝘀𝘂𝗰𝗰𝗲𝗲𝗱𝗲𝗱...  
 
1. Revenue leaders treated Salesforce as a top priority.  
 - Joined every key meeting 
 - Carefully mapped out the process 
 - Committed the right resources to it 
  
2. Leaders used Salesforce as the source of truth 
 - Visibility was their #1 priority 
 - They wanted to see what was working 
 - They worked hard to fine tune reporting 
 
3. Leaders worked hard on execution 
 - Visibility was never enough for them 
 - They made sure the team was executing 
 - They used reporting to manage the team daily 
 - They used reporting to continually optimize the process  
 
In 11 years I've never seen a team fail by simply committing to it.  
  
It's the process, not the tech.  
  
This is why we don't scope out technical projects without the right process anymore. 
 
And why we don't take on customers with uncommitted leaders.  
 
Tools alone will not save you.  
  
✌️

We're hiring a Director of Business Development 
 - Full cycle IC sales position #1 
 - $300K OTE ($400K to $500K potential) 
 - Seat at the table with leadership team 

*Remote job based in the US. Light travel.

Looking for an experienced MM/ENT AE who has sourced and closed well into 7-figures of ARR each year and wants to take on a bigger challenge in a smaller company. 
 
You'd be joining a team with: 
– Strong Product Market Fit 
- Profitable cash-flow positive business 
– Partnerships with the top PE/VC firms in the world 
– Repeatable playbook to source customers from partners 
– Two SVPs of RevOps and a well aligned marketing engine 
- Direct and significant support from me, the Founder and CEO 
 
We're looking for our first FT sales hire to build and nurture relationships with our partner network (mostly PE/VC) and with new and existing customers (mostly growth-stage B2B SaaS) 
 
We're also looking for someone to pull a seat up to the table and help us build V2 of our GTM playbook as we scale it to the next level.  
 
We're looking for someone that wants to sell and build relationships with some of the top investors and revenue leaders in the B2B SaaS industry, while helping us build and scale our own company at the same time.  
 
This was my dream job 8 years ago, spending the majority of my time talking about what I'm most passionate (B2B SaaS GTM) with the top investors and operators in the industry.

Building years-long relationships with amazing people instead of hustling for each transaction.   
 
I've built that job slowly over time, trying things that didn't work, finding things that did work, turning it into a repeatable motion. 
 
I've personally managed every step in this process across hundreds and hundreds of deals, meetings, and repetitions and fine tuned it as much as possible to set this role up for success. 
 
Now I need someone to help me and my team take this to the next level.  
 
Here's the full Job Description: 
 
https://lnkd.in/e3QpM8Kx 
 
Comment if know someone that would be great for the role.  

DM me, or send a resume through the link, if you're interested. 
 
✌️

"This AE sold $1M at Salesforce so can sell $1M for us." 
 
Far too many sales leaders buy into this fallacy.  
 
Speaking from personal experience, here's why that fails. 
 
I hit my $1M quota as an AE at Salesforce 
 - I've also been AE#1 at another startup 
 - I was also my own AE #1 at my own startup 
 - And I didn't come anywhere close to $1M in either 
 
Why not? 
 
Mature sales teams have: 
 - Their ICP clearly defined 
 - Their Buyer Personas outlined 
 - Relevant messaging for each of them 
 - Inbound and/or Outbound lead gen working 
 - Leads converting to real pipeline and revenue 
 - A bottoms up plan to achieve their revenue target 
 - Carefully designed territories, targets and commissions 
 
In other words, salespeople are setup for success 
 - They need to execute a playbook that is working already 
 
Inefficient sales teams have: 
 - A vague idea of their ICP/Personas 
 - Generic messaging that resonates with no one 
 - A large number of "leads" that are not converting 
 - Stale pipeline that isn't progressing or closing out 
 - A lack of any real sales methodology or sales process 
 - A sales culture built around hero, lone-wolf, salespeople 
 - And/or they simply have none of this in place yet 
 
In other words, new salespeople have to figure it out from scratch 
 - They're not executing a playbook 
 - They're inventing the playbook themselves 
 - On larger teams this means everyone has their own playbook 
 
When I did this, everything took 10X the time and effort. 
- I spent a LOT of time calling the wrong companies 
- I spent a LOT of time calling the wrong contacts 
- I spent a LOT of time creating my own assets 
- I spent a LOT of time on prospecting lists 
- I tried a lot of the wrong messaging 
 
If we had just one good RevOps Person, I could have: 
 - Spent much more time calling the right people 
 - Leveraged RevOps to analyze what messaging works 
 - Saved time implementing Salesforce and uploading data 
 - Worked twice as efficiently & effectively every single day 
 - Brought in revenue faster to fund investments into marketing 
 - Let someone else focus on analyzing what works in aggregate  
 - So I could focus on what works in each step of my own process 
 - And the whole revenue team could get better much much faster 
 
✌️

What is a Pipeline Council? 
 
Your pipeline council is a committee of GTM leaders that meet to discuss and create real solutions for deep issues affecting the pipeline. 
 
It’s an opportunity to dig deep into what’s working and what’s not to create and close pipeline. An opportunity to identify real issues, across the business and solutions to those issues.  
 
How to Setup a Pipeline Council: 
 
1. Get Executive Alignment 
2. Decide on Attendees 
3. Hold the First Meeting 
4. Then Continue Meetings 
 
How to Run Them: 
 
1. RevOps brings the source of truth: data 
2. Everyone has to show up 
3. Everyone has to work towards the same goals 
4. Leaders have to be vulnerable in sharing ideas 
5. Every meeting has to be action-oriented 
6. Keep it dynamic 
 
More on this in tomorrow’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 
 
Subscribe to get it here: https://bit.ly/49RCm0h 
 
✌️

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I would say I couldn't be more honored to be named a 2024 GTM Guru. 

I am in awe of so many of the people that made this list. 

I would say that I couldn't be happier to be among them. 

But this is not true. 

Because I am so much more honored, so much happier, to be able to share this with our very own SVP of RevOps Strategy Mallory Lee and take home two of the thirty spots on this list!

We're working so incredibly hard to elevate RevOps as a profession and I have personally learned so much from so many people on this list that I am forever grateful. 

A big thank you to the GTM Partners, Insightly & TrustRadius teams!

✌️

Are you familiar with Simpson’s Paradox? 
 
Here’s a simple version for B2B SaaS GTM: 
 - Metrics lie to you when data is blended together.  
 
𝗘𝘅𝗮𝗺𝗽𝗹𝗲 #𝟭 - 𝗔𝗖𝗩 𝘃𝘀. 𝗦𝗮𝗹𝗲𝘀 𝗖𝘆𝗰𝗹𝗲 
 - MM Sales Cycles increase with ACV 
 - ENT Sales Cycles increase with ACV 
 - But overall sales cycles decrease as ACV grows? 
 
This is obvious when we see the data separated. 
It’s also obvious if we think about it intuitively. 
But this is a trap we so often fall into.  
 
𝗘𝘅𝗮𝗺𝗽𝗹𝗲 #𝟮 - 𝗟𝗲𝗮𝗱 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗶𝗼𝗻 𝗥𝗮𝘁𝗲𝘀 𝗮𝗻𝗱 𝗖𝗔𝗖 
 - Demo requests have high conversion 
 - Website downloads have lower conversion 
 - Which has a sustainable Cost of Acquisition? 
 - Is money spent to promote downloads worth it? 
 - We won't see this if we blend all our leads together 
 
𝗧𝗵𝗲 𝗣𝗿𝗼𝗯𝗹𝗲𝗺: 𝗢𝘂𝗿 𝗱𝗮𝘁𝗮 𝘂𝘀𝘂𝗮𝗹𝗹𝘆 𝗱𝗼𝗲𝘀𝗻'𝘁 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝘁𝗵𝗶𝘀 
 - Do we have a clear definition for MM and ENT? 
 - Is this mapped perfectly to our pipeline in SFDC? 
 - Can we see where each of our leads have came from? 
 
This all sounds simple until you try to do it.  
 
Until you look at the mess of data you have.  
 
𝗧𝗵𝗲 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻: 𝗔𝗱𝗼𝗽𝘁 𝘁𝗵𝗲 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗙𝗮𝗰𝘁𝗼𝗿𝘆 𝗠𝗼𝗱𝗲𝗹 
 - Map your customer journey like a factory floor 
 - Outline each “station” as a piece of the process 
 - Use that to clearly define the process to measure 
 - Then you’ll have better data, insights and decisions 
 - Better ability to isolate production issues in the factory 
 
In other words, we can see the holistic Revenue Factory and narrow into its component parts to see what's working, what's not, and where we should focus our attention the most.  
 
It gives us a greater ability to find ways to drive more revenue faster.  
 
In tomorrow’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 we're breaking down more key insights like this from our recent webinar on Optimizing GTM Using the Revenue Factory Model.
 
Subscribe to get it here: https://bit.ly/49RCm0h 
 
✌️

GTM Bloat is STILL killing B2B SaaS 
 
It’s GTM budget wasted on broken process and tools.  
 
With less capital available and MUCH more competition we simply need to acquire, retain and grow customers more efficiently.  
 
Here are some ways we’re still burning money in GTM: 
 
1️⃣ 𝗚𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗮 𝗛𝗶𝗴𝗵 𝗩𝗼𝗹𝘂𝗺𝗲 𝗼f 𝗟𝗼𝘄 𝗜𝗻𝘁𝗲𝗻𝘁 𝗠𝗤𝗟𝘀  
 - Marketing’s primary job is to hit an MQL target.  
 - Easiest solution is more low-value gated content 
 - It's easier than getting someone to request a demo 
 - So marketing budgets pour into the lowest ROI activities 
 
2️⃣ 𝗥𝗼𝘂𝘁𝗶𝗻𝗴 𝗢𝘂𝗿 𝗕𝗲𝘀𝘁 𝗟𝗲𝗮𝗱𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗠𝗼𝘀𝘁 𝗜𝗻𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲𝗱 𝗥𝗲𝗽𝘀  
 - Our best leads are people requesting demos 
 - But they're routed to our least experienced people 
 - We have SDRs "learning" on the most valuable prospects 
 - Instead of routing them to our most experienced salespeople 
 
3️⃣ 𝗦𝗽𝗿𝗮𝘆 𝗮𝗻𝗱 𝗣𝗿𝗮𝘆 𝗢𝘂𝘁𝗯𝗼𝘂𝗻𝗱  
 - Sales is told to make more calls 
 - They're given extremely high activity quotas 
 - This leaves no time for reps to do any research 
 - They have a huge list of prospects that all look different 
 - So all they can do is spray and pray generic sales messaging 
 - Conversion rates plummet, so activities quotas grow even higher 
 - It’s a vicious cycle.  
 
4️⃣ 𝗣𝗼𝗼𝗿 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴  
 - We don't have a defined sales process 
 - So forecasting accurately is impossible 
 - Deals in the pipeline drag quarter after quarter 
 - Reps spend lots of time chasing unqualified deals 
 - Instead of using time to build pipeline they can close 
 
5️⃣ 𝗨𝗻𝗱𝗲𝗿𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀  
 - “Growth at all costs” focused solely on new business 
 - Retention and growth of existing customers was neglected 
 - Unhappy customers churned and happy customers didn't grow 
 - CS was woefully understaffed, under supported and purely reactive 
 - This is now starting to change but not fast enough for many companies 
 
6️⃣ 𝗨𝗻𝗱𝗲𝗿𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗶𝗻 𝗥𝗲𝘃𝗢𝗽𝘀 
 - RevOps doesn't exist 
 - Or it's a technical admin role 
 - No one is optimizing the process 
 - So these issues persist, even when obvious  
 
A senior RevOps leader, working with the right revenue leader can solve a lot of these problems and leverage capital and resources in GTM much more efficiently.  
 
7️⃣ 𝗡𝗼 𝘁𝗿𝘂𝗲 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗟𝗲𝗮𝗱𝗲𝗿  
 - There's no true CRO 
 - Sales, marketing, CS are in silos 
 - Leaders all have conflicting goals and metrics 
 - They each define their own measures of success 
 - And they are all rowing in completely different directions 
 
8️⃣ 𝗥𝗲𝗱𝘂𝗻𝗱𝗮𝗻𝘁/𝗕𝗿𝗼𝗸𝗲𝗻 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 
 - All the above results in wasted tech spend 
 
What am I missing here? 
 
🤔

WTF is RevOps? 
 
Here's another way to think about it: 
 
𝗚𝗢𝗔𝗟𝗦: 
 
𝟭. 𝗚𝗲𝗻𝗲𝗿𝗮𝘁𝗲 𝗺𝗼𝗿𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘄𝗶𝘁𝗵 𝗹𝗲𝘀𝘀 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 
 
To grow revenue, we can simply spend more on marketing and more on headcount. This may or may not be financially viable but with enough resources we will grow revenue.  
 
We don't have unlimited resources though. RevOps helps identify and avoid inefficiency and ineffectiveness in the GTM engine so that the capital we have can generate the most revenue possible.  
 
𝟮. 𝗠𝗮𝗸𝗲 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗺𝗼𝗿𝗲 𝗽𝗿𝗲𝗱𝗶𝗰𝘁𝗮𝗯𝗹𝗲 
 
Forecasting, pipeline generation, renewals, etc. all depend on well executed process and accurate data. RevOps helps define the process and metrics, implement systems, train the team and analyze the metrics to see where the business is going.  
 
This then helps the revenue team execute a more predictable motion and consistently build real pipeline and accurate forecasts.  
 
𝟯. 𝗠𝗮𝗸𝗲 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗺𝗼𝗿𝗲 𝗿𝗲𝗽𝗲𝗮𝘁𝗮𝗯𝗹𝗲 𝗮𝗻𝗱 𝘀𝗰𝗮𝗹𝗮𝗯𝗹𝗲 
 
As headcount grows, the natural default is for each person or team to do things their own way. When things aren't working, we blame the people.  
 
RevOps works hard to define repeatable processes so that great people can ramp up more quickly and the business can scale much faster.  
 
𝗛𝗢𝗪: 
 
𝟭. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗮𝗻𝗱 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 
 
RevOps works with leadership to ensure the entire GTM team is focussed on the same goals, with clear strategy and process. From defining ICP and Buyer Personas, to the processes for lead qualification and routing, sales, onboarding, health monitoring, and renewals, to expansion.  
 
𝟮. 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 
 
As RevOps defines the process, they identify the right metrics to track. Then they analyze those metrics to inform the revenue team on what's working, what's not, and what can be done to improve.  
 
𝟯. 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 
 
RevOps implements the above into systems so that the revenue team can execute and leadership can get data-driven insights.  
 
𝟰. 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻 
 
Building a scalable and predictable GTM engine is a never-ending journey. There's always more to do than time or resources, so great RevOps teams work with leadership to prioritize what work will have the greatest impact.  
 
𝟱. 𝗠𝗮𝗸𝗶𝗻𝗴 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗕𝗲𝘁𝘁𝗲𝗿 
 
The above work saves leadership time and makes them more effective. Without RevOps, revenue leaders do a half-assed job of the above and lose incredibly valuable time doing it.  
 
This means they have less time to build and manage their team, less data to do it with, and they are less effective in doing it.  
 
What did I miss? 
 
What would you add? 
 
🤔 
 
DM me if you're a CRO or CEO and you want to understand this better.  
 
✌️

How do you explain the ROI of RevOps to your CFO? 
 
Let me share a conversation I had with a CFO 
 
He asks me: “What’s the ROI of RevOps?” 
 
I open the hood and start asking questions.  
 
“𝗛𝗼𝘄 𝗺𝘂𝗰𝗵 𝗱𝗼 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝗼𝗻 𝗿𝗲𝘃𝗲𝗻𝘂𝗲?” 
 - 40% of revenue goes to the Revenue Team 
 - So on $10M in revenue, that’s a $4M budget 
 
“𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗥𝗢𝗜 𝗼𝗻 𝗲𝗮𝗰𝗵 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗻𝗲𝗹?” 
 - We can’t see that currently 
 - Our marketing and sales data are separate 
 
“𝗛𝗼𝘄 𝗹𝗼𝗻𝗴 𝗱𝗼𝗲𝘀 𝗶𝘁 𝘁𝗮𝗸𝗲 𝘁𝗼 𝗼𝗻𝗯𝗼𝗮𝗿𝗱 𝗻𝗲𝘄 𝘀𝗮𝗹𝗲𝘀 𝗿𝗲𝗽𝘀?” 
 - Too long 
 - We’re really struggling here 
 
“𝗪𝗵𝗮𝘁’𝘀 𝘆𝗼𝘂𝗿 𝗰𝗼𝘀𝘁 𝘁𝗼 𝗮𝗰𝗾𝘂𝗶𝗿𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝘃𝗶𝗮 𝗼𝘂𝘁𝗯𝗼𝘂𝗻𝗱?” 
 - We’re not measuring that today 
 - We’re struggling with outbound as well 
 
“𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘂𝗻𝗵𝗲𝗮𝗹𝘁𝗵𝘆 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝗶𝗻 𝗖𝗦?” 
 - We’re having trouble there too 
 - Usually we find this out at renewal 
 - And by then it’s too late to save them 
 
“𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗳𝗼𝗿 𝗲𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻?” 
 - Yeah, we need to improve this process too 
 - We don’t have much data shared with AMs 
 
 “𝗪𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝗯𝘂𝗱𝗴𝗲𝘁𝘀 𝘁𝗵𝗶𝘀 𝘆𝗲𝗮𝗿?” 
 - We cut back.  
 
“𝗦𝗼 𝘆𝗼𝘂 𝗹𝗼𝘄𝗲𝗿𝗲𝗱 𝘆𝗼𝘂𝗿 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘁𝗮𝗿𝗴𝗲𝘁𝘀?” 
 - No, we absolutely have to grow revenue 
 
“𝗛𝗼𝘄 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗴𝗼𝗶𝗻𝗴 𝘁𝗼 𝗱𝗼 𝘁𝗵𝗮𝘁?” 
 - We’re hoping the team can produce more 
 - We just need to get sales to close more deals 
 - And generate more leads in marketing 
 - And retain and grow more customers 
 - With less headcount and budget 
 
"𝗦𝗼 𝗺𝗼𝗿𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘄𝗶𝘁𝗵 𝗹𝗲𝘀𝘀 𝘀𝗽𝗲𝗻𝗱𝗶𝗻𝗴?" 
 
"𝗜𝗻 𝗼𝘁𝗵𝗲𝗿 𝘄𝗼𝗿𝗱𝘀, 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆?" 
 
“𝗬𝗲𝗽, 𝘁𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗥𝗢𝗜 𝗼𝗳 𝗥𝗲𝘃𝗢𝗽𝘀!” 
 
More on this in our Newsletter... 
 
𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗥𝗢𝗜 𝗼𝗳 𝗥𝗲𝘃𝗢𝗽𝘀: https://bit.ly/48YMTWm 
 
✌️

I started my company with $200 and built it to 7-figures. 
 - Without any investors 
 - Without any bank debt 
 - Without forgoing a salary 
 - From my little studio apartment 
 - With not so little Manhattan rent 
 - With profit and cash flow from month #2 
 
We've been scaling this company profitably while serving some of the fastest-growing and most well-funded VC/PE backed B2B SaaS companies in the world.  
 
Right through "Growth at All Costs" 
 
It's taught me a LOT about efficient scaling 
 - About ways to waste money 
 - About ways to waste less of it 
 
𝟭. 𝗙𝗼𝗰𝘂𝘀, 𝗙𝗼𝗰𝘂𝘀, 𝗙𝗼𝗰𝘂𝘀 
 - One customer 
 - One problem 
 - One solution 
 - One channel 
 
This is how I started and it's mostly how we're continuing towards $10M. 
 
When you put everything you have into one thing, you learn, iterate and scale much much faster. 
 
We consistently see well funded companies with 25 different things going on and very little insight into which are working and which are not.  
 
𝟮. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗧𝘄𝗶𝗰𝗲, 𝗖𝘂𝘁 𝗢𝗻𝗰𝗲 
 
My lack of capital hasn't prevented mistakes. 
 
They just hit (A LOT) harder.  
 
I've woken up to see my company burning $20K per month out of my pocket due to simple mistakes I made and when you're all on your own you REALLY feel it. 
 
It's taught me that the cost of spending time to measure twice and cut once, to take extra time on big decisions, to carefully map things out, is 10X cheaper than fixing the problem later.  
 
And I see well funded companies make this mistake every day. They quickly hire 5, 10, 15 reps and none of them are even close to hitting quota because they had more money than they had time to map it all out.  
 
𝟯. 𝗜𝘁 𝗔𝗹𝗹 𝗖𝗼𝗺𝗲𝘀 𝗗𝗼𝘄𝗻 𝘁𝗼 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 
 
At the end of the day, talk is cheap.  
 
As Mike Tyson says "Everyone has a plan until they get punched in the face." 
 
I'm a HUGE believer in careful planning and process mapping, but it's only as good as the execution.  
 
Once you have a processes mapped out, you have to measure and monitor it EVERY SINGLE DAY.........FOREVER......to make sure the team actually executes it.  
 
Then you have to constantly monitor whether or not it's working and if you need to cut bait and kill it, or step in and fix it.  
 
I see well funded companies skip this step and just continuing running playbooks that never worked, or that were never executed in the first place, for years on end, all because there was enough money to overlook it.  
 
For those of you that have worked in well funded companies and/or bootstrapped start ups, what would you add? 
 
🤔

Growth at All Costs died, but what replaced it?  
 
We talk about Revenue Efficiency, but how do we get it?  
 
𝗧𝗵𝗲 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗙𝗮𝗰𝘁𝗼𝗿𝘆 
We need to visualize the go-to-market process as a factory floor.  
 
Imagine walking into an actual factory with assembly lines, robot arms, and materials flowing through various stages of production.  
 
Similarly, in GTM strategy, different inputs (leads, prospects) go through numerous processes before becoming valuable outputs (customers, revenue).  
 
Each step of the journey from input to output is made up of interconnected machines.  
 
If one machine is broken or unoptimized, it creates a domino effect throughout the factory. 
 
This leads to symptoms we’re familiar with: 
 - High churn 
 - Low win rates 
 - Not enough pipeline 
 - Etc. 
 
And it gets more complicated with: 
 - Multiple channels 
 - Multiple customer types 
 - Different sales reps/teams 
 - Different geographic regions 
 - Etc. etc.  
 
Every GTM team has different flavors of each.  
 
Without visibility into the entire factory floor, we’re unable to trace the issues upstream to their root cause. 
 
We're unable to see where money is wasted and where we can invest more to produce much more output with more predictability and lower cost.  
 
(Just like a factory.) 
 
In yesterday’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 our SVP of RevOps Strategy, Mallory Lee, shared how she build the Revenue Factory at Nylas and how she architected the data to be able to see the entire floor.  
 
Get it here:  https://bit.ly/3ScjwtZ 
 
✌️

Interviewing for AE roles 10 years ago: 
 - You’re using Salesforce, right? 
 
If I was interviewing today: 
 - You have a Strategic RevOps leader, right? 
 
Why?  
 
One simple reason: 
 - I don't want to lose commissions doing non-sales work. 
 
𝟭𝟬 𝘆𝗲𝗮𝗿𝘀 𝗮𝗴𝗼 𝘁𝗵𝗶𝘀 𝗺𝗲𝗮𝗻𝘁 𝗦𝗮𝗹𝗲𝘀𝗳𝗼𝗿𝗰𝗲 
 
10 years ago, I had spent years of my career fumbling through Excel and archaic on-prem CRMs and was no longer willing to lose half my time and half my earnings.  
 
Salesforce was the gold standard and it signaled to me that the company took their sales process seriously and was willing to invest to make their reps efficient. 
 
It signaled that my time and energy might be well invested.  
 
This is no longer the case.  
 
𝗧𝗼𝗱𝗮𝘆, 𝘁𝗵𝗶𝘀 𝗺𝗲𝗮𝗻𝘀 𝗥𝗲𝘃𝗢𝗽𝘀 
 
Every company has Salesforce, Hubspot or another good CRM today.  
 
It’s now table stakes.  
 
They also have Outreach/Salesloft/Apollo, ZoomInfo, Marketing Automation, Slack and a dozen other tools.  
 
Without Strategic RevOps leader, this becomes a hot mess and we’re back to me losing half my time and paycheck fumbling through a rats nest of disconnected systems and poorly designed processes. 
 
Even if the systems work perfectly, if it's just managed by a systems admin, we probably have shit prospects and even shittier inbound leads, a sales process that is more admin-headache than closing aide, and a retention and growth process that is severely neglected. 
 
Even worse, my OTE is more likely a hope and a prayer than a bottoms up calculation of a realistic outcome.   
 
If I was interviewing for an AE role today, RevOps would be one of my first questions.  
 
Am I going to be setup for success? 
 
And I doubt I am alone... 
 
✌️

A Pipeline Council can be one of the best ways to get alignment between sales and marketing and drive real pipeline growth and closed won revenue.  
 
But when Mallory, our SVP of RevOps Strategy, first introduced the concept to me, I didn’t understand how this was different from any normal sales and marketing meeting. Then she explained how to run one and how much deeper it goes.  
 
Here’s an outline: 
 
𝗧𝗵𝗲 𝗞𝗲𝘆𝘀 𝘁𝗼 𝗮 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗖𝗼𝘂𝗻𝗰𝗶𝗹 
 
𝟭. 𝗥𝗲𝘃𝗢𝗽𝘀 𝗯𝗿𝗶𝗻𝗴𝘀 𝘁𝗵𝗲 𝘀𝗼𝘂𝗿𝗰𝗲 𝗼𝗳 𝘁𝗿𝘂𝘁𝗵, 𝘁𝗵𝗲 𝗱𝗮𝘁𝗮.  
 
It is shared the day before and attendees must review it before the meeting 
 
𝟮. 𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗵𝗮𝘀 𝘁𝗼 𝘀𝗵𝗼𝘄 𝘂𝗽.  
 
The meeting has to be a priority. 
 
𝟯. 𝗦𝗮𝗹𝗲𝘀 𝗮𝗻𝗱 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 (𝗮𝗻𝗱 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗲𝗹𝘀𝗲) 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗯𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘁𝗼𝘄𝗮𝗿𝗱 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗴𝗼𝗮𝗹𝘀.  
 
You might have to remind each other about that frequently. 
 
𝟰. 𝗧𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗯𝗲 𝘃𝘂𝗹𝗻𝗲𝗿𝗮𝗯𝗹𝗲 𝗶𝗻 𝘀𝗵𝗮𝗿𝗶𝗻𝗴 𝗶𝗱𝗲𝗮𝘀 𝗮𝗻𝗱 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀.  
 
People have to open up and admit where they need help. There’s no room for ego – it slows down progress. 
 
𝟱. 𝗘𝘃𝗲𝗿𝘆 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗵𝗮𝘀 𝘁𝗼 𝗯𝗲 𝗮𝗰𝘁𝗶𝗼𝗻-𝗼𝗿𝗶𝗲𝗻𝘁𝗲𝗱.  
 
Keep action items and review them at the start and end of each call. The group will be FUN when people are executing and seeing an impact. 
 
𝟲. 𝗞𝗲𝗲𝗽 𝗶𝘁 𝗱𝘆𝗻𝗮𝗺𝗶𝗰.  
 
Regularly revisit the agenda to incorporate fresh data/insights and tackle strategic topics to ensure the council stays relevant and impactful (and not boring). 
 
𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝗶𝗳 𝘆𝗼𝘂𝗿 𝗽𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗰𝗼𝘂𝗻𝗰𝗶𝗹 𝗶𝘀 𝗮 𝘀𝘂𝗰𝗰𝗲𝘀𝘀? 
 
Look for results!  
 
A thriving council will see pipeline gaps closing, deals progressing smoothly, and most importantly, revenue targets being achieved.  
 
Everyone involved will have a clear understanding of the data and feel invested in the collective success of the revenue engine. 
 
For anyone doing these today, anything you’d add? 
 
🤔 
 
More on this in yesterday’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 
Get it here:  https://bit.ly/4cxQn4V 
 
✌️

How does RevOps evolve from Systems Admin to Strategic Advisor? 
 - How do you “get a seat at the table?” 
 - How do you move from taking tickets to leading projects? 
 
The first step: 
 - 𝗦𝘁𝗮𝗿𝘁 “𝗠𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗡𝗲𝘄𝘀” 
 - 𝗦𝘁𝗼𝗽 𝗷𝘂𝘀𝘁 “𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗡𝗲𝘄𝘀” 
 
What’s the difference? 
 
𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗡𝗲𝘄𝘀 
 - We run reports 
 - We build dashboards 
 - We create slick slide decks 
 - We then present the numbers 
 - And then we wait for a response 
 - What do leaders think of these numbers? 
 - What do THEY recommend we do about it? 
 - What other reports do they want us to run? 
 - What initiatives do they want us to prioritize? 
 
𝗠𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗡𝗲𝘄𝘀 
 - We start with a question 
 - Are we on track to targets? 
 - Where are we performing well? 
 - Where are we not performing well? 
 - Why do we think this might be happening? 
 - What does the data tell us needs improved most? 
 - What can RevOps do to help the team improve here? 
 
𝗪𝗵𝗲𝗻 𝗺𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗻𝗲𝘄𝘀, 𝘄𝗲 𝗮𝗿𝗲: 
 - Putting the numbers in context 
 - Identifying specific opportunities 
 - Outlining an actual plan to tackle them 
 
We take the onus of thinking through this off of leadership. 
 
What would you add here? 
 
🤔 
 
More on HOW to do this in in tomorrow’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 
 
Subscribe to get it here: https://bit.ly/49RCm0h 
 
✌️

I've reviewed +50 Enterprise AE resumes the past few days and here's what stood out to me.  
 
𝟭. 𝗙𝗼𝗿𝗺𝗮𝘁𝘁𝗶𝗻𝗴 
 
Call me crazy, but if a resume is sloppy, I have low expectations about presentations and proposals. I HATE writing resumes as much as anyone, but attention to detail REALLY matters to me.  
 
 - Most resumes I saw were good 
 - Sloppy ones were rare and rejected quickly 
 - Amazing ones were also rare, tiny bonus points 
 
𝟮. 𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝗼𝗻 ($$) 
 
 - Most resumes didn't list $ ACV/ARR Closed Won 
 - Those that did really stood out and mostly moved forward 
 - Some listed $ pipeline created, but this doesn't tell me a lot
 - Some listed % to quota. This is nice but doesn't tell much either 
 
𝟯. 𝗣𝗿𝗼𝘀𝗽𝗲𝗰𝘁𝗶𝗻𝗴 
 
This role explicitly outlines that prospecting is a key part of the sales process, but very few resumes explicitly outlined the extent to which their production came from prospecting vs. inbound leads or account growth.  
 
It was VERY hard to tell where deals came from for most resumes.  
 
𝟰. 𝗖𝗼𝗺𝗽𝗮𝗻𝘆 𝗗𝗲𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻 
 
A lot of you have no idea what my company does or how big we are. 
 
The same is true across for the 5-10 jobs on each of the 50 resumes. I could spend all day googling who these companies are to try to get context.  
 
A few spelled this out, though 
 - "Acme does this. $X revenue. #Y employees" 
 - This made it immensely easier to review resumes 
 
𝟱. 𝗝𝘂𝘀𝘁 𝗳𝗶𝗴𝘂𝗿𝗶𝗻𝗴 𝗶𝘁 𝗼𝘂𝘁 
 
 - The apply button on our website is a mailto link. 
 - This doesn't always work on everyone's computer. 
 - A few people couldn't figure it out and just DM'ed me. 
 - Instead of figuring out how to just copy the email address.  
 
I almost fixed it. 
 
Then I thought about it for a moment and decided to leave it. Most recruiting books recommend little booby traps like this. It gives you insight into what it might be like to work together.  
 
We sell expertise in strategy, analytics and technology and need this person to represent our brand with minimal hand-holding. So, I kinda need someone that can figure out how to navigate things like a mailto link. Not a deal breaker, but it did register with me. 
 
𝟲. 𝗚𝗲𝘁𝘁𝗶𝗻𝗴 𝗖𝗿𝗲𝗮𝘁𝗶𝘃𝗲 (𝗔𝗻𝗱 𝗕𝗲𝗶𝗻𝗴 𝗮 𝗦𝗮𝗹𝗲𝘀𝗽𝗲𝗿𝘀𝗼𝗻) 
 
 - A few people sent me videos, presentations, etc etc.  
 - Even if these were generic and sent to every company... 
 - It made an immediate impression on me. HUGE bonus points.  
 
These are the things that stood out to me most.  
 
For those of you who've hired senior salespeople, what stood out to you?  
 
🤔 
 
We got a lot of resumes and will likely close recruiting soon, but we can handle a few more.  
 
More info here: https://lnkd.in/e3QpM8Kx 
 
✌️

How do you know when to fire your SDR leader? 
 
When the SDR team isn’t performing, it’s not always their fault. 
 
Here are some things to consider. 
 
SDR leaders were often promoted from SDRs 
 - Without any training on operations/process 
 - They try to run the playbook they were taught 
 - But they didn’t build that playbook themselves 
 
You may not have the fundamentals in place 
 - Are ICP/Personas clearly mapped out? 
 - Does the messaging resonate with them? 
 - How many accounts/leads can SDRs work? 
 - Without skipping critical steps and losing them? 
 - Have we identified the absolute best leads/accounts?  
 - Have we segmented them to match the right messaging? 
 - Do we have an efficient process built out in the systems? 
 - Do we have clear reporting to see what’s working and not? 
 
There’s a BIG difference between coaching SDRs and building a repeatable process and system for them. 
 
Anything you’d add here? 
 
🤔 
 
If we don’t have this in place, it’s hard to put the blame solely on the SDR leader. 
 
If we do have this in place, there are some experiments we can run to try to improve things quickly. 
 
1. The 3-Week Messaging Experiment 
2. The Conversion Rate Experiment 
 
Details in tomorrow’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 
 
Subscribe to get it here: https://bit.ly/49RCm0h 
 
✌️

How can you be more strategic in RevOps? 
 - Move from report jockey to strategic advisor? 
 
Here’s a tangible example: 
 - Suppose we’re running a Pipeline Council meeting... 
 - We start showing CQ pipeline and forecast are on target 
 
Then, we show the pipe gen for the next quarter is not on track.  
 
Here’s how we could tackle the conversation:  
 
𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘄𝗲 𝗮𝗻𝗮𝗹𝘆𝘇𝗶𝗻𝗴?  
 - This slide shows our pipeline for next quarter. 
 - Current progress is $1M against a target of $3M 
 - We’re behind pace to hit that $3M target on time. 
 
𝗪𝗵𝗶𝗰𝗵 𝗞𝗣𝗜 𝗶𝘀 𝘁𝗵𝗶𝘀 𝗿𝗲𝗹𝗮𝘁𝗲𝗱 𝘁𝗼? 
 - This will impact one of our major KPIs… 
 - New business bookings for next quarter.”  
 
𝗔𝗿𝗲 𝘄𝗲 𝗮𝗵𝗲𝗮𝗱 𝗼𝗿 𝗯𝗲𝗵𝗶𝗻𝗱? 
 - We have about 40 more days here 
 - To increase our pipeline generation  
 - In order to close the gap we have today 
  
𝗪𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗶𝗺𝗽𝗮𝗰𝘁? 
 - If we stay at the same pace 
 - We’ll likely only reach $2.2M in pipeline.  
 - We would likely miss next quarter’s revenue targets. 
 
𝗖𝗮𝘂𝘀𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺:  
 - We can see the issue is in the enterprise segment.  
 - We’re creating about 1/3rd the opportunities we need 
  
𝗦𝘂𝗴𝗴𝗲𝘀𝘁𝗶𝗼𝗻 𝗼𝗳 𝗮 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻:  
 - We’d suggest having a 2nd meeting 
 - Looping in marketing and field sales 
 - To brainstorm a one-off campaign here 
 - And how we can close this gap together 
 
𝗢𝗽𝗲𝗻 𝗶𝘁 𝘂𝗽 𝘁𝗼 𝘁𝗵𝗲 𝗴𝗿𝗼𝘂𝗽:  
 - Other ideas to beef up pipe gen in the next 40 days? 
 
This is the fundamental difference in being strategic 
 - We’re identifying a root issue and a potential solution 
 - We’re making it easy for leadership to respond to this data 
 - Not asking them to analyze data and make conclusions alone 
 
But what do you think? 
 
What would you add here? 
 
🤔 
 
 
More on this in in yesterday’s 📰 𝙍𝙚𝙫𝙊𝙥𝙨 𝙒𝙚𝙚𝙠𝙡𝙮 📰 
 
Get it here:  https://bit.ly/4cDUcVO 
 
✌️

Why is sales the greatest profession in the world when done right?

For me there are three reasons. 

𝟭. 𝗠𝗼𝗻𝗲𝘆

People that say money doesn't buy happiness haven't had to do without. Money matters and the ability to provide for my family matters to me. 

The ability to make more than I spend and rise above the stress of living paycheck to paycheck is honestly one of the things that does make me happiest in life. 

𝟮. 𝗦𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝗠𝘆 𝗢𝘄𝗻 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀

There is nothing that is more similar to, or will prepare you more for, starting your own business than sales. It's not the same. Nothing is. 

But many people dream of starting their own business and learning to sell, as well as learning to deal with the emotional and financial ups and downs in sales prepares you to start your own business more than anything else you can do. 

𝟯. 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗔𝗺𝗮𝘇𝗶𝗻𝗴 𝗟𝗼𝗻𝗴-𝗧𝗲𝗿𝗺 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀  

While many sales jobs are extremely transactional, as I get older I lean heavily into building relationships with people that could last a lifetime. 

The longer you stay in sales the more you're working with people for years instead of weeks and if you lean into a niche of people you genuinely enjoy working with it is, for me, the most emotionally enriching thing you can do at work. 

Having the ability to cold call someone I want to know, someone I like, trust and admire, and then grow that into a strong professional and personal relationship is a superpower for me.

It also doesn't hurt that these relationships often pay dividends in perpetuity. The magic of compound interest is present in relationships as well. 

What about you?

🤔

Inspired by John Barrows' post on this the other day. It's one of my favorite questions.

✌️

What's the impact of Strategic RevOps? 
 
Here's one lens to view it through.  
 
Imagine a B2B SaaS Company with: 
 - $10 million in revenue 
 - $7 million in sales and marketing 
 
*Yes, these are real numbers from real SaaS companies.  
 
RevOps is: 
 - There to maximize ROI on that $7M 
 - Strategy is built on data driven Insights 
 - People are doing the right things, efficiently 
 - Process is constantly redefined and optimized  
 - Technology works to support people and process 
 
(And perhaps, we don't need $7M) 
 
RevOps is not: 
 - Systems admin 
 - The IT Help Desk 
 - The report generator 
 
When RevOps is treated as such: 
 - Systems aren't used well 
 - So data is limited/untrusted 
 - Reports offer limited insights 
 - Strategy is built on a gut feel 
 - People work on wrong things 
 - Process is not mapped out at all 
 - Technology is not built on process 
 - People are inefficient in/out of tech 
 
Money is spent/wasted/lost on: 
 - Systems we don't need 
 - Marketing leads that don't convert 
 - Prospecting into the wrong accounts 
 - Deals being lost due to poor sales process 
 - Customers churned due to poor onboarding 
 - Expansion opportunities lost for poor process 
 - Expensive revenue leaders fumbling through this 
 - Instead of building and enabling their team to execute 
  
In other words, $7M of fuel is poured into a broken engine. 
 
Why? 
 - To save ~ $300K on RevOps?  
 - By hiring a junior Admin to update Salesforce 
 - And asking management to fumble through the rest 
 
In this environment smart companies are staffing their teams with more of the right resources to make sure the millions they are spending on the revenue team are better invested. 
 
✌️

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