The emergence and importance of RevOps

Revenue Operations or RevOps is a fairly new process that helps organisations get the most revenue into their business.

According to Jesse West, director of lifecycle marketing at RingDNA, nearly half (48 percent) of companies now have a RevOps function, up 15 percent over last year. An additional 11 percent plan to adopt it in the next year.

Amanda Taylor, head of revenue operations at Commit said RevOps brings sales and marketing into one department that is able to maximise revenue.

“At the end of the day, what we're here to do is make sure that we're able to bring in people who will want to pay us money, we can close that revenue, so we can make it into bookings from sales and then we're able to deliver on that on that revenue,” she explained.

“Throughout all of these different aspects of revenue generation, we're able to track measure and understand where are we at and what should we have been able to expect from that? What are we delivering to so that next time we can have a continuous improvement process for expanding upon those learnings that we have?”

Craig Rosenberg, distinguished VP analyst at Gartner said marketing is the business-to-business operating models and interconnected end-to-end revenue process that flows across all the go-to-market functions.

RevOps is taking the end-to-end definition and having the commercial coalition of the go-to-market functions that are aligned and working together.

“Communal data, and intelligence led decisions, it is very doable. A lot of people think it's an organisational design model and for us you'd want to think about it on how you run your business now. Then how you organise in order to support that might be a different story,” he said.

Max Nirenberg, CRO and managing director – North America at Commit explained that RevOps is important when businesses hit a plateau.

“Eventually, you get to a place where you need to replicate and you need to grow and the ratio, it can't be just a linear growth, you need to set up processes to help them, you know, expedite, you shouldn't have to double the amount of spending to double growth,” he said.

“The first hire that a company makes should probably not be RevOps, but once you have these other things in place, the idea of taking a look from the outside and partnering with these other functions.

“Such as the enablement functions, the operational functions with frontline leadership, taking a look at it and saying ‘what are we looking to accomplish’, peeling back the onion and understanding what works, what doesn't work. Then create a process that can then help scale and build momentum.”