Aarti Raman’s Post

Starting a new Role? Trying to get started in #MarketingOperations, #salesOperations or #RevOps?! Here's what I would do in the first 30 days if I did it all over again... 1. 𝐌𝐞𝐞𝐭 𝐭𝐡𝐞 𝐭𝐞𝐚𝐦: Getting to know the team isn't just helpful to know who does what, but also it builds relationships early on and sets the tone that you care about understanding everyones process. If your first week calendar is blank.. you're missing out on valuable time. 2. 𝐁𝐞 𝐯𝐞𝐫𝐲 𝐯𝐞𝐫𝐲 𝐜𝐮𝐫𝐢𝐨𝐮𝐬: Understanding the stack, automations, and process is critical to do BEFORE you change anything!  𝘐𝘧 𝘺𝘰𝘶 𝘥𝘰 𝘯𝘰𝘵 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘩𝘰𝘸 𝘪𝘵 𝘸𝘰𝘳𝘬𝘴, 𝘥𝘰𝘯'𝘵 𝘵𝘳𝘺 𝘵𝘰 𝘧𝘪𝘹 𝘪𝘵. 3. 𝐀𝐬𝐬𝐮𝐦𝐞 𝐆𝐨𝐨𝐝 𝐈𝐧𝐭𝐞𝐧𝐭:  I cannot tell you how many times i've stepped into an org and something like "𝘞𝘩𝘺 𝘪𝘯 𝘵𝘩𝘦 𝘸𝘰𝘳𝘭𝘥 𝘥𝘪𝘥 𝘵𝘩𝘦𝘺 𝘴𝘦𝘵 𝘪𝘵 𝘶𝘱 𝘭𝘪𝘬𝘦 𝘵𝘩𝘢𝘵" and I assumed the person was wrong. You don't know what was going on, timelines, resources, or you might be simply missing something (often the case)! 4. 𝐑𝐞𝐬𝐩𝐞𝐜𝐭𝐟𝐮𝐥 𝐅𝐨𝐜𝐮𝐬: Learning to say 𝐧𝐨 in corporate looks something like this: "Yes But" Yes, We can do that project BUT we might need to push another out. OR Yes, we can do that, but we're going to need to do it next quarter. I don't love saying "No" rather... yes but... Protecting your time and the team's time creates a culture of focus and productivity. 5. 𝐌𝐞𝐚𝐬𝐮𝐫𝐞 𝐬𝐮𝐜𝐜𝐞𝐬𝐬 and 𝐭𝐢𝐞 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬 𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐩𝐚𝐢𝐧: This is often times just a communication issue and positioning issue. Communicating the value of operations is critical to getting Ops a seat at the table. If it does not align with a problem the company is experiencing... see bullet 4. Lastly - 𝐝𝐨𝐧'𝐭 𝐥𝐞𝐭 𝐠𝐫𝐞𝐚𝐭 𝐠𝐞𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐚𝐲 𝐨𝐟 𝐠𝐨𝐨𝐝! Nothing will be "𝘗𝘦𝘳𝘧𝘦𝘤𝘵" and 𝒕𝒉𝒆𝒓𝒆'𝒔 𝒂𝒏 𝒂𝒓𝒕 𝒕𝒐 𝒏𝒐𝒕 𝒍𝒆𝒕𝒕𝒊𝒏𝒈 𝒕𝒉𝒂𝒕 𝒃𝒐𝒕𝒉𝒆𝒓 𝒚𝒐𝒖. Optimize, test, optimize... eventually you'll be pretty darn close to perfect! You wont have all the answers. "𝐈 𝐝𝐨𝐧'𝐭 𝐤𝐧𝐨𝐰" 𝐛𝐮𝐭 𝐢'𝐥𝐥 𝐟𝐢𝐠𝐮𝐫𝐞 𝐢𝐭 𝐨𝐮𝐭 𝐚𝐭𝐭𝐢𝐭𝐮𝐝𝐞 𝐰𝐢𝐥𝐥 𝐠𝐞𝐭 𝐲𝐨𝐮 𝐰𝐚𝐲 𝐟𝐚𝐫𝐭𝐡𝐞𝐫 𝐭𝐡𝐚𝐧 𝐲𝐨𝐮 𝐭𝐡𝐢𝐧𝐤. #salesOperations #marketingoperations #revoperations #analytics #marketing #automation

The real issue with horizontal GTM (go-to-market) misalignment and why it leads to missed revenue targets. 🔸 Marketing campaigns and sales strategies are developed in isolation, resulting in inconsistent messaging and confused buyers. 🔸 Only Client Managers monitor how these initiatives impact revenue. 🔸 Marketing and sales teams are assigned KPIs that don't align with overall revenue goals. 🔸 Rather than collaborating, marketing and sales focus on handoffs, neglecting synchronisation and joint planning. 🔸 Each team develops their own initiatives to hit these KPIs, often unaware of other teams' efforts. When revenue targets are missed, the blame game starts, exposing a flawed model. Here's how to correct it: 1. Acknowledge that horizontal GTM misalignment fails because it doesn't unite teams on revenue generation. 2. Create a unified GTM strategy based on the buyer journey. Each unit should focus on influencing the buying process, pipeline generation, and expansion, rather than vanity metrics. 3. Abandon vanity metrics and establish meaningful leading and lagging indicators for each unit that directly affect revenue. 4. Transition to an ALLBOUND revenue revenue approach, integrating efforts across marketing and sales. 5. Implement regular cross-functional meetings to ensure alignment and communication between teams. 6. Replace first-click/last-click attribution with a blended attribution model: 🔹 Self-reporting 🔹 Multi-touch attribution analysis 🔹 Client feedback sessions 🔹 Data analytics This will help identify what truly drives the buying process. Bottom line: Marketing and sales silos inevitably lead to a declining pipeline. Hiring personnel, or investing in expensive tech won't solve the problem until the core misalignment is addressed. #marketing #b2bmarketing #gtm #gotomarket --------------—----— 👋 G’Day, my name is Dr Julian 💥 Supporting B2B Tech in Oz ✨ Founder of Fluidic Growth Agency Like this post? Want to see more? Ring the 🔔 on my Profile 🔝 Connect with me ♻️ Repost and share

Mistake 1: Underestimating video marketing. >Marketers should leverage video, not just traditional tactics.

I asked 10 B2B SaaS leaders 1 simple question: “What early career mistake will you never make again?” The result: 10 profound mistakes everyone (from interns to executives) should avoid in their B2B SaaS growth journey. Let’s dive in: Mistake 1: Underestimating video marketing. >Marketers should leverage video, not just traditional tactics.  Mistake 2: Neglecting user feedback. >Transform feedback into product improvements. Mistake 3: Focused on acquisition over retention. >Maximize retention before acquisition. Mistake 4: Not using the right video marketing tools. >Choose the right platforms and use analytics to improve. Mistake 5: Believing you don't need sales enablement. >Arm sales teams with what they need to pitch effectively. Mistake 6: Not investing in customer success early. >Deliver value proactively or lose clients quickly. Traditional wisdom says content is king. But that’s only true if you don’t do two things correctly: --> Choose the right platforms where your target hangs out. --> Use analytics to track and improve your video marketing strategy. I recommend Wistia and Vidyard for the sales team. Bonus: Replug is also a great take for shorten links and data tracking. Then, 'content is king' works great. PS: In the next post coming I'll dive deeper into the Guidelines for integrating AI and video marketing in B2B SaaS companies. What other early career mistakes would you add to this list? #videomarketing #b2bsaas #saasmarketing #venturecapital #techstars #ycombinator #siliconvalley

Chief Revenue Officers: Struggling to keep your pipeline flowing? Without solid marketing, you’re left chasing leads, missing out on opportunities, and constantly playing catch-up with competitors who've mastered the art of brand recognition and steady revenue streams. Here are some key areas we’re focusing on: Talent Acquisition Strategies: Attracting top talent to fill crucial roles. Brand Positioning: Differentiating ourselves in a competitive market. Lead Generation & Conversion: Turning leads into successful placements. Content Strategy: Creating valuable content to showcase our expertise. Technology Integration: Leveraging tech for efficiency and client/candidate experience. Measuring & Reporting: Tracking KPIs to make data-driven decisions. Market Research & Trends: Staying ahead of industry shifts and preferences. Client Relationship Management: Nurturing relationships and identifying opportunities. Continuous Improvement: Fostering innovation and adaptation for ongoing success. ClearEdge is excited to see the impact of our revenue generating efforts! #Staffing #MarketingStrategy #RevenueGrowth

Warning - transparent pitch: Alternative Partners is growing, and looking for 2-3 new clients to partner with with. Our average engagement length is 18 months, we're not in this to get in, make a mess, and take off. We're here to stick around, see how things turn out, make changes, get excited, stay long enough to get bored, and do it again. This is 🔥 for you if: • You really need a CRO, GtM Strategist, and/or RevOps Generalist, but like not actually FTE for any role, but you absolutely need all these roles performed. • Need to blow up your current tech-stack or sales process, start afresh, and not entirely loose track of which way is up during the change. • You're planning on increasing your head count - but ✨later✨ - and you'd like things to be better ✨today✨. This is 🤘 for you if: • You need straight CRM (SFDC/HubSpot/etc) Administration or Architecture. We're great at this. There's more, deeper, darker, mysterious work beyond, but still 👌. This is 🤷♂️ for you if: • You're neither a non-profit or in healthcare and believe you ever have 'emergencies' in a professional work setting. There's a value-misalignment somewhere and you need a therapist, not a fractional Director of Revenue Operations.

🔍 🤔 Which team should marketing operations fall under: Marketing or RevOps? There's always a debate around this topic, and I've heard arguments from both camps. Having been around the block, I have seen and experienced both. I’ve also seen and experienced incredible success with both scenarios. But if I had to choose? I’m team RevOps. There are a lot of reasons, but for me it comes down to two points: 1️⃣ Objective Insights: I believe that Sales Ops, CX Ops, and Marketing Ops all have this primary job: to objectively assess how our initiatives align with the overarching business objectives. The keyword here is ✨ objective. ✨ Placing these functions under RevOps fosters a more detached perspective. And it’s much easier to look at data, processes, and numbers objectively and with less emotions/bias when you’re a bit more removed. 2️⃣ Marketing Gets a Seat at the Table: By integrating marketing operations within RevOps alongside sales ops and CX ops, we're giving the marketing team a well-deserved seat at the decision-making table. Let’s address the elephant in the room 🐘 : marketing often battles the perception of being solely creative; disconnected from tangible financial outcomes (I’m not saying this is true! But people hold this bias). This cohesion ensures that marketing strategies are not only aligned with broader business goals, but also have a direct impact on revenue generation and customer experience enhancement. What are your thoughts on this? Drop your comment below. 💬 #RevOps #MarketingStrategy #BusinessAlignment #MarketingOperations #MOPs

Sitting at the doctors office checking up on my ankle that I rolled last week and I am waiting. Waiting for help. Waiting for results. Waiting for re-assurance. Time always feels slower when you’re waiting for someone to arrive or for something to happen. I used to use the phrase “hurry up and wait”. When working on projects or priorities at work, it always feels like a rush but then you hit an inevitable “wait” period. This is due to misaligned priorities. You have tasks that need to be done and priorities set by your leaders, but that’s not always shared by people you partner with. This is why it’s so incredibly important to align your priorities up, down, and across your organization. If marketing has a priority to implement ‘X’ tool, make sure that this is also a priority for sales and RevOps. Make sure that the web team is also aligned with this as a priority if there are impacts. How about customer success? When teams are operating in silos on their own priorities, nothing gets done. You hurry up to get what you need done but then you wait for the dependent teams to meet your priority. Partner with your leadership and equip them with the right tools, data, and messaging to get your priorities aligned across the organization. Otherwise you’re just going to be stuck waiting. What tips do you have to share in gaining alignment across the organization? #marketingoperations #revenueoperations #prioritization

Some of the insights below are taken for granted. #GTM #alignment sounds straightforward, but often it means complex cross-disciplinary teams have to come together with the same incentives and #marketing #message to hit the product-market-fit sweet spot.