Note: I was recently a guest on the RevAmp podcast. As a follow-up to the interview, I wanted to provide an outline of the key points in written format. Here is a link to the podcast as the discussion provides valuable perspective: https://go.dealhub.io/revamp/dane-voboril-the-6-ps-of-creating-an-effective-revenue-operations-team

Building something from scratch is difficult. Personally or professionally, sometimes the hardest step is the first step. In order to start with momentum, it is important to have the right mindset from Day 1.  Since I recently started a new job at Bynder, I was able to reflect on my mindset going into the role. Leveraging my experience in RevOps, I outlined the “6-P’s” to Create an Effective RevOps Team. Keep in mind many of these are not unique to RevOps and can be applied to a variety of situations.

As an Operations Professional, I recognized the potential of a cohesive Revenue Operations team at Bynder. The team has made significant progress over the years to create a strong foundation from which to expand upon. I wanted to bring my experience but I also recognized I must learn the business in order to create a unified RevOps team that helps support the Revenue Engine in a meaningful way. 

There are many resources related to RevOps, such as multiple RevOps team structure options or the tools/technology that can be used to support RevOps. But I realized I was missing a framework for how to approach the situation. Not a charter, although the below can be inputs to the charter. Not a tech stack tool, although those often are the source of the problems, potential, and priorities. Not an overview of roles and responsibilities, although politics need to be considered. Instead, a mindset.

As reviewed during the RevAmp podcast, here are the “6-P’s” to create an effective RevOps Team:

1. Purpose

• Why does the business need a RevOps team? 
• Has the business grown to the point that the complexity is overwhelming the initial efficiencies? 
• Are there silos between the different Operations teams that has created data inconsistencies or process inefficiencies?

–> RevOps should enable all Revenue facing teams to be more productive, more efficient, and more effective

2. Politics

• How is the organization structured? Is there alignment on how the team will be managed? 
• Have there been previous attempts at RevOps or even components of it, such as Sales Operations, Marketing Operations, or Customer Success Operations?
• Would some stakeholders view the formation of a RevOps team as a ‘land grab’?
• Are there competing priorities within the Revenue facing team leadership?

–> RevOps doesn’t have to report to one leader in the org chart so long as you work diligently to remove any silos and develop Executive alignment (ie CMO, CRO/COO, etc., Sales/Marketing/CS leadership)

3. Problems 

• Is there an understanding of the underlying problems? Not the symptoms of the problems, but the true source of the problems.
• In many situations, data is often the primary source of problems – whether it is data cleanliness, disjointed data, etc.
• Team performance can often be traced back to the motivations and it is important to consider the skillset of the team as well as how they compensated – money can be source of many problems.
• Many believe that new tools/technology can solve all problems. Unfortunately implementing a new tool only amplifies the problem if you haven’t solved for the data/people/process behind the technology.

–> RevOps should be formed to attack the underlying problems as those are the hardest to fix and require strong cross functional collaboration

4. Potential

• Beyond the tactical (tech stack, reporting, etc.), get to the strategic guidance
• Consider about what can achieved in both the tactical and strategic arenas

–> RevOps can be the team that maximizes the company’s potential given its influence and impact on the Revenue generating functions

5. Priorities

• Be organized because there are a lot of things that can be accomplished, especially in the first few weeks/months
• Create a RevOps charter/manifesto so that the team is aligned and others outside the team know what you do and do not have responsibility for

–> RevOps must have short-term goals to immediately to drive change but also be tackling the larger objectives to drive long term change

6. Progression

• Invest in both the individuals on your team as well as the team dynamic
• Personal development opportunities should not be overlooked as there are many existing resources available
• Spend time in 1:1s, team meetings, and cross functional meetings making sure there is alignment and understanding of the company, team, and individual goals

–> RevOps needs to be the source of strong talent within the company, either as a starting point to learn the business or as a career progression opportunity for those within other areas of the business

For links to the RevAmp Podcast Episode:

• Spotify Podcasts
• Apple Podcasts 
• Google Podcasts

For more information on creating a RevOps team, feel free to browse the plethora of resources available. Here are some links to a few of my favorites:

✔ Research and Advisory Groups: SiriusDecisions/Forrester and TOPO are leading the charge in their research of the RevOps model

✔ Communities: RevGenius, Sales Enablement Collective, Modern Sales Pros, RevAmp Podcast, and plenty more

✔ Events (past): OpStars, CRO Summit, TOPO Virtual Summit, SiriusDecisions Summit – more coming in the future from the previously mentioned communities.