Revenue operations structure
By 2025, 75% of the highest-growth companies in the world will have a revenue operations (RevOps) model, according to Gartner. RevOps can maximize a company’s revenue potential by better aligning the work of each of the three common revenue-generating departments — sales, marketing, and customer success — meaning it can lead to huge payoffs. Too often these teams are siloed from one another. This can result in a lack of communication and strategic collaboration, inefficient workflows, and other common barriers to revenue growth. That’s where RevOps comes in: to break down these silos and better streamline growth efforts.
However, some companies may find it challenging to implement a revenue operations team structure. Change can be challenging, especially when it comes to things like restructures or external hires. This article will explore what a revenue operations team does and common ways to structure a RevOps department to help companies of all sizes create or reimagine their revenue operations structure.
What is a revenue operations team?
To help manage the entire RevOps process, many companies create a revenue operations team, which takes the lead in overseeing all of the revenue-generating aspects of a company — no matter what department or unit typically “owns” the activity. At the highest level, these revenue operations responsibilities are broken down into four main categories: operations management, sales enablement, analysis and insights, and operations technology.
Operations management includes the oversight of big-picture strategic planning and department-specific daily activities so that every customer interaction is better aligned with overall company goals, vision, and mission. Those working in operations management may find tools like Collective[i]’s Intelligent WriteBackTM especially useful. Not only does Intelligent WriteBackTM decrease the time spent on daily CRM data capture, but it can also capture data from other teams — e.g., legal — cutting down on workflow bottlenecks.
Sales enablement, in business, is designed to provide sellers with the tools and training they need to better close deals. In RevOps, sales enablement also includes the marketing and customer success teams so that each revenue-generating department can help a company sell its products more effectively. Collective[i]’s Predictive PipelinesTM provides leaders with recommendations for coaching opportunities for each of the three revenue-generating departments.
Analysis and insights
Analysis and insights involves the review and distribution of data to stakeholders, department heads, and employees. Informed with this data, everyone can better understand which strategies and tactics are working — and which aren’t — and can take steps to improve results and performance. Analysis and insights are made even more useful with forecasting tools such as Collective[i]’s Intelligent ForecastTM , which delivers daily, dynamic sales forecasts that help teams adapt and stay on track to meet revenue goals.
Operations technology handles the review, selection, and implementation of tools and technologies (e.g., CRMs and sales forecasting tools) that help the revenue-generating departments perform better and more efficiently. For example, an operations technology team member may help a company adopt Collective[i]’s Virtual DealRoomsTM, which helps companies keep all of their communication about a deal in one digital space.
Revenue operations team structure
When it comes to structuring a revenue operations team, there is no one-size-fits-all approach. Instead, building a team depends upon several factors, including company size, the hiring budget, the complexity of the business model, and any current gaps in need. Here are three revenue operations team structure examples based on company size.
While large, complex businesses may need a dedicated RevOps leadership team and external hires, smaller companies often find success using one or two existing employees from each department to create a RevOps committee. The committee can meet weekly to check in, create unified goals, and discuss any inefficiencies. Some small companies may also decide to create a more formal RevOps structure by hiring (or promoting internally) someone to head the revenue operations division. In this structure, the committee would still operate, but it would be led by the head of RevOps.
Mid-sized companies may have the need — and the budget — to hire additional staff that smaller companies can’t afford. Mid-sized companies often find success by hiring at least two dedicated RevOps employees. One may handle operations management and sales enablement, while the other could lead the analysis and insights and operations technology areas. These RevOps responsibilities have enough overlap that it’s possible to find a hire with enough experience to lead both. Slightly larger mid-sized companies may also wish to hire four dedicated revenue operations team members — one to lead each of the four responsibility areas.
Large, complex organizations often have the flexibility, need, and budget for an entire RevOps department. There are two common revenue operations structures for these kinds of companies. First, they may choose to restructure the sales, marketing, and customer success teams under a single RevOps umbrella. Alternatively, companies may add a new chief revenue officer to their C-suite who oversees the RevOps unit alongside the existing sales, marketing, and customer success teams. The revenue operations jobs large companies fill for their RevOps team may include a director of revenue operations, a RevOps manager, or a revenue operations analyst, just to list a few.
To learn more about how Collective[i] can help companies of all sizes unleash the power of revenue operations, reach out to us today.Explore Collective[i]