Eddie Reynolds

This sounds great but most often the data isn't accurate. You have to make sure you have the process mapped out and the team following that process to get accurate data. For example, measuring conversion rates tells us very little if we don't have a process to determine when a deal enters pipeline. That said, we can extrapolate a lot by comparing Closed Won deals to Open and Closed Lost deals to see where we are not following the process that works.

If you're in sales ops or RevOps and reporting to a VP of Sales or CRO, whether they are difficult or not, it's critical to understand their targets and goals and align with them. All too often these leaders are insanely busy and just throwing work at ops. Ops can help them and elevate the role but carefully outlining the end goals and building a RevOps Roadmap to show leaders how they can help them get there. This helps with prioritization, timelines and reducing the stress of constantly putting out fires.

When analyzing the data you have to start by asking "What is the hypothesis I'm testing?" or, in other words, "What am I trying to prove or disprove?" For example, we could have a hypothesis that customers are not satisfied with the initial SDR qualification call. We could look at conversion rates, stage duration and email response rates after this call in terms of hard data. We could (and should) also listen to call recordings and measure sentiment of those calls and emails thereafter to validate the hypothesis that customers are not satisfied with their experience here. We could then develop further hypothesis, such as "If we shared initial pricing and/or demos on the first call, customers would feel they have a better experience."

The key to this is to find ways to deliver value to revenue leaders. There's no CRO or revenue leader that doesn't want ops to bring unique insights but they should also be looking at the data so the task is hard. Start by understanding the goals of the revenue leader(s) and leverage courses to learn to slice and dive the data in various ways to identify what's working, what's not, and what could be improved to help hit revenue targets. Moneyball is an amazing illustration of this.

I've grown my brand on LinkedIn to 34,000 followers and millions of monthly views over the last few years. I've done this by sharing the major problems I see in Revenue Operations in my day to day work and engaging with other RevOps leaders active on LinkedIn. What I've found works best is to share personal experience in daily issues and the solutions we've uncovered every day, consistently.

You need to start with the goals in mind. For example... Is it to maximize Net Revenue Retention? - If so, how? - By improving retention? - If so, how? - By improving customer health? - If so, how? - By improving onboarding? - If so, how? - By building a better onboarding process? - If so, how? You need to peel the onion back to identify the aspects of service operations that are contributing most, or could be, to the goals of the organization? All too often we optimize work that doesn't drive the results we want in the business. Often, the tasks consuming most of our time shouldn't be done at all.