Jeff Ignacio

Remember the good ol' days when you'd get a request to add a new field or implement a tool someone heard about on LinkedIn. Now it's "here's a 15 page Claude generated products requirement document" And guess what If I follow this guide step by step it will cause TREMENDOUS HARM to your GTM stack So as a reminder let's start with first principles ➡️ What are you solving for? ➡️ Do we already do this elsewhere ➡️ Do we need systems to solve for this? ➡️ Where does fit in the Grand scheme of things amongst all existing priorities ➡️ Did you even proofread the 15 page doc you tossed over? Just a few thoughts as we navigate the new AI era because everyone can become a revenue operator these days Good luck out there Go forth and operate 👋

If you're in #revenueoperations supporting your #sales org here are some core tenets to think through as you (re)design your org for next year 👇 𝗦𝗮𝗹𝗲𝘀 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗗𝗲𝘀𝗶𝗴𝗻 & 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻 Define, document, and improve sales processes to increase efficiency and effectiveness 𝗖𝗥𝗠 𝗔𝗱𝗺𝗶𝗻𝗶𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻 & 𝗗𝗮𝘁𝗮 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Manage CRM systems (e.g., Salesforce, HubSpot) to ensure data integrity, accuracy, and adoption. 𝗧𝗲𝗿𝗿𝗶𝘁𝗼𝗿𝘆 𝗗𝗲𝘀𝗶𝗴𝗻 & 𝗤𝘂𝗼𝘁𝗮 𝗦𝗲𝘁𝘁𝗶𝗻𝗴 Develop fair and balanced sales territories and establish quotas aligned with company goals (primarily for midmarket and up + outbound; but certainly lead scoring and routing for inbound) 𝗙𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝗶𝗻𝗴 & 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Build forecasting models, track pipeline health, and provide insights to leadership. 𝗦𝗮𝗹𝗲𝘀 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 & 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀 Create dashboards and reports that track KPIs, revenue, win rates, and rep productivity. 𝗜𝗻𝗰𝗲𝗻𝘁𝗶𝘃𝗲 𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻 𝗗𝗲𝘀𝗶𝗴𝗻 & 𝗔𝗱𝗺𝗶𝗻𝗶𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻 Design, implement, and manage commission and bonus plans to align rep behavior with company objectives. 𝗦𝗮𝗹𝗲𝘀 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗦𝘁𝗮𝗰𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 Evaluate, implement, and maintain sales tools (e.g., enablement platforms, dialers, enrichment tools). 𝗖𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 Partner with Marketing, Finance, and Customer Success to align GTM strategy and execution 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 & 𝗘𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 Support onboarding, training, and skill development by providing data-driven insights and process guidance. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 & 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 Support annual planning, account segmentation, and resource allocation for sales leadership 𝗕𝘆 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝘀𝘁𝗮𝗴𝗲 (craw, walk, run) ➡️ In early stage companies, RevOps is the 𝗯𝘂𝗶𝗹𝗱𝗲𝗿: setting up the CRM, basic processes, and reporting. ➡️ As organizations grow, RevOps becomes the 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗼𝗿 helping to align Sales, Marketing, and CS around territories, forecasts, and shared metrics ➡️ At scale, RevOps is the 𝗼𝗿𝗰𝗵𝗲𝘀𝘁𝗿𝗮𝘁𝗼𝗿 running the GTM operating system with advanced forecasting, complex comp models, and full-stack technology Go forth and operate 👋 (more musings on the Substack, link in profile)

Building a #revenueoperations function? Start with a clear charter 👇 It defines the mission, sets boundaries, and positions RevOps as a strategic growth lever rather than a reactive support team. 𝗞𝗲𝘆 𝗲𝗹𝗲𝗺𝗲𝗻𝘁𝘀 𝘁𝗼 𝗶𝗻𝗰𝗹𝘂𝗱𝗲: 1️⃣ 𝗠𝗶𝘀𝘀𝗶𝗼𝗻 𝗦𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁 State why RevOps exists in one sentence. Keep it focused on business outcomes. 2️⃣ 𝗦𝗰𝗼𝗽𝗲 𝗼𝗳 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 List what RevOps owns across processes, systems, data, analytics, and enablement. 3️⃣ 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗠𝗼𝗱𝗲𝗹 Spell out how RevOps works with Sales, Marketing, CS, and Finance. Include how requests are made and prioritized. 4️⃣ 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗥𝗶𝗴𝗵𝘁𝘀 Clarify where RevOps has authority versus where it collaborates or advises. 5️⃣ 𝗞𝗣𝗜𝘀 𝗳𝗼𝗿 𝗥𝗲𝘃𝗢𝗽𝘀 Measure impact through forecast accuracy, CRM adoption, data hygiene, and SLA adherence. 6️⃣ 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 Outline current roles and future hires across systems, analytics, and strategy. 7️⃣ 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 Highlight the most critical initiatives for the next 12 to 24 months. 8️⃣ 𝗦𝗰𝗼𝗽𝗲 𝗘𝘅𝗰𝗹𝘂𝘀𝗶𝗼𝗻𝘀 Be explicit about what RevOps does not own to avoid role confusion and political friction. A strong charter gives RevOps the foundation to drive clarity, scale, and predictable growth. Good luck out there Go forth and operate 👋