Brandon Lennon 🧞‍♂️’s Post

Good morning everyone! Just a reminder here that #RevenueEnablement and #RevenueOperations should act as ONE team (whether they are one team in actuality or not). A way to for these teams to work together and build sustainable programs is to align on the following: 👉Methodology - align on your #SalesMethodology, focus on friction points, ensure the methodology flows across teams. For example, if your #Sales team uses #CommandoftheMessage - is your #CustomerSuccess team aware of this? Your project managers? How does that flow? Is there training and communication between teams? Will the #customer feel different when they flip from one team to the next? 👉Process - It's not all about the #SalesProcess, ensure that every stage of the #CustomerJourney is aligned. Is your methodology engrained within your process? If it's not, have a look! Start with the process, and align your methodology to each step. 👉Technology - Is your #TechStack working? Is your #Bowtie connected? Does your process align with your technology? For example, if using #MEDDPICC, is a champion required at some point? What's your entry criteria for creating an opportunity? Have you aligned your #RevTech to your process? Does all of your reporting tie to the priorities? 🔑The key to all of this is ensuring that #RevOps and #Enablement are working together, aligned on the same goals, and there's no internal friction there. Staying focused together on the methodology, process and technology keeps the teams focused on the same goals. The best way to do this is to align those teams under the #CRO, and truly create a #Revenue team focusing on the #Marketing, #Sales, #CustomerSuccess (and other essential revenue functions). 📺🎥Clip from the Revenue Operations Alliance and Sales Enablement Collective summits in NY earlier this year. #Speaker #SalesOps #SalesOperations #SalesEnablement #CSOps #MarketingOps Jack Debono Rebecca Stewart Will Burden Vivek Gulati Rose Johnstone

It’s Time to Shift Right. A successful tech organization doesn’t just build products - it builds capabilities across the business. To truly excel, we need to “shift right”, empowering GTM teams (SEs, CSMs, etc...) with the knowledge to succeed independently. In past roles, I saw what I call the “donut effect” - our engineering teams were constantly encircled by questions and asks from GTM teams, creating inherent bottlenecks and compounding delays on customer requests. The solution? Equip GTM teams with the skills and resources to address customer needs directly. Shifting right makes our technical teams accountable for driving enablement and reducing organizational friction, so that every department operates at its best.

Seeing a lot of BS info on what a GTM engineer actually is. (It's not an SDR that knows Clay.) Here's what a GTM engineer really does:  1. Cover the entire customer journey - not just acquisition.  2. Integrate multiple SaaS tools and set up custom workflows.  3. Handle large datasets to create a personalized experience.  4. Holistic approach, combining RevOps and data fluency.  5. Know how to code and manage data pipelines (bonus).  6. Master prompt engineering and use AI models effectively.  7. Optimize the end-to-end funnel with signal-based plays.  8. Bridge gaps between product, marketing, and sales.  9. Build robust systems and processes for long-term growth. 10. Own pipeline and revenue growth, working back from key business metrics. 11. Set up signal-based, cross-channel demand generation programs. 12. They combine technical and creative skills to stand out. 13. They stay updated on the latest tools and maintain a growth mindset. Point is: → GTM engineers are the architects of growth. → They bridge technical expertise with business strategy for sustainable success.

Great read by Maxence de Villepion 🧱 and HyperGrowth Partners on the rise of GTM engineers. Over the past few years, it has become very clear that the ability to pair technical and business acumen is critical for modern revenue teams. GTM engineers should be able to ideate, develop, and measure, which as a result allows for faster iterations and faster results. With all the additional tooling and data available, you are falling behind if you are not hiring for this profile. Link in comments!

The friction of misaligned expectations is exhausting for ops teams. You waste time in unnecessary back and forth with stakeholders, people talk past each other, and you lose the satisfaction of momentum and shared achievement. Like it or not, our success at work is a combination of delivering impact AND the perceptions that others have of us. Depending on impact and perception, you fall into one of the following categories. 𝗜𝗺𝗽𝗼𝘀𝘁𝗲𝗿: You deliver no impact but people think highly of you. Some people are surprisingly good at this, but it’s obviously not the road we want to take. 𝗨𝗻𝘀𝘂𝗻𝗴 𝗵𝗲𝗿𝗼: You deliver great impact but it’s not aligned with stakeholder expectations. Bad for job security. 𝗪𝗶𝗻𝗻𝗶𝗻𝗴: You deliver great impact, and everyone recognizes it. You want to be here. To solve for this problem, define a clear mission and scope for your ops team and communicate it regularly. A clear mission creates alignment on *HOW* you will deliver impact for the business. 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: Part of your team's scope is to enable marketers to be autonomous in executing emails, webinars, and other marketing initiatives. You deliver a great decentralized system with tools, enablement, documentation, and templates to make this easy. Impact is high. But, some team members just want you to send the emails for them. They expect this to be part of your scope. When you don't deliver it, they have a negative perception of your impact. You have a misalignment of expectations. You're an unsung hero. —--- This is an excerpt from the latest edition of my newsletter, “The Effective Operator.” It’s too long to post here in full, but I walk through in detail how to build the mission and scope for your ops team and why you need to do it: https://revops.fm/mission

Embracing the *real* growth mindset 🚀 I thought I knew it all, but I was absolutely wrong. When I joined Atlas I came in thinking: I know sales, I can do this, arrogantly thinking it’s easy. Then, I failed miserably. Headstrong, I tried again, because I know sales, and I failed once more. It surprised me, my attitude towards these new challenges. Coming from Microsoft, where Growth Mindset is a core cultural value, I assumed I carried it with me to everything I do. Even having honed my abilities sales wise at Microsoft, at Atlas I realized I have to learn how to pitch an incredible product, globally. The only way of learning how to is learning, re-learning and embracing the growth mindset. Growth mindset is defined by the belief that certain traits, such as 💡Intelligence 💡Talent 💡Abilities are learnable. They can change and grow. This mindset is crucial for adaptability. How do we learn? Well, there is no concrete answer but here is my take: 1️⃣Do it as much as you can, start small. The basics. v0 2️⃣Observe how it goes. 3️⃣Learn from it  4️⃣Upgrade your v0 to v1. Try again and again, and again. Let’s make it better, piece by piece. #growthmindset #personaldevelopment #adaptability #change #resilience

Recently, I came across an interesting discussion happening in one of the communities I'm part of. It revolved around what we should call this operations team: "RevOps or GTM Ops." While many people think they are the same, I talked to some folks in GTM teams and asked what comes to mind when they hear "RevOps" and "GTM Ops." Here's a breakdown of the differences: RevOps: 1. Focuses on the entire revenue lifecycle, from lead generation to customer retention. 2. It aims to optimize processes and systems across sales, marketing, and customer success. 3. Drives efficiency and alignment between revenue-generating teams. 4. Utilizes data analysis and automation to improve performance. GTM Ops: 1. Primarily concerned with the execution of the go-to-market strategy. 2. Focuses on activities like sales enablement, marketing campaign execution, and channel management. 3. Ensures smooth implementation of the chosen GTM strategy. 4. Optimizes resources and processes within the GTM framework. Think of it like this: 1. RevOps is the architect: They design the overall revenue generation system, ensuring all parts work together seamlessly. 2. GTM Ops is the construction crew: They execute the plan, putting the strategy into action and making sure everything runs smoothly. Ultimately, both RevOps and GTM Ops are crucial for driving sustainable revenue growth. They work hand-in-hand to ensure a well-oiled revenue machine that delivers results. Siddhartha Chandan Meghana Let me know what comes to your mind when you hear RevOps and GTM Ops. Share your insights in the comments! 👇 #RevOps #GTMOps #RevenueGrowth #SalesMarketingAlignment

Often, RevOps is mistaken for just another Sales Ops team - but there's so much more to it.... RevOps is about harmonizing all go-to-market (GTM) efforts, ensuring that marketing, sales, and customer success work together seamlessly & all of this flows back to finance effectively. When organizations underestimate the breadth of RevOps, they run the risk of: 🚪 Missed revenue opportunities. ⚙️ Misaligned process and systems. 🕒 Lengthened sales cycles. 🤯 Frustrated teams due to disjointed operations. To truly leverage RevOps, leaders need to empower RevOps Leaders to: 🔑 Unify GTM Teams: Ensure marketing, sales, and customer success are perfectly in sync. 🔑 Align Goals and Metrics: Cross-functional KPIs promote teamwork and transparency. 🔑 Be the Voice of Finance: Ensure that GTM teams understand the financial impact of their actions, integrating backend finance perspectives into strategic decision-making to drive profitability and sustainable growth. 🔑 Streamline Processes: End-to-end visibility helps identify bottlenecks and inefficiencies. 🔑 Foster a Culture of Continuous Improvement: Encourage a mindset of ongoing optimization and learning.  🔑 Implement Scalable Solutions: Focus on creating scalable processes and systems that can grow with the company, ensuring long-term success without compromising efficiency. The Benefits: 📈 Increased Revenue Growth 🎯 Consistent and Predictable Performance 🥇 Higher Customer Satisfaction 🤝 Improved Team Collaboration Let's shift the perspective from “RevOps = Sales Ops” to “RevOps supports all GTM teams”! That is the only way we'll break down silos and build stronger, more cohesive strategies. #RevOps #RevenueOperations #GTM #SalesOps #MarketingOps #CustomerSuccess #BusinessGrowth

Every week, I get DMs from GTM/RevOps managers asking the same question: How can I become a Clay expert? Here’s my advice: ✚ Tie Clay to a real GTM Ops project—or better yet, to a key department OKR. This forces you to dive in, test, and learn hands-on. It's the fastest way to gain expertise. ✚ If internal buy-in is hard (something I dealt with early on), start with a proof of concept. Clay’s monthly self-serve plan is perfect for this—you won't need to initiate internal procurement processes until you're ready to scale up to Enterprise or annual, and you'll be able to experiment with the solution quickly. that’s exactly how I did it — I took on a project to automate our outbound process, some days spent 12 hours straight experimenting with Clay, and tied my success to meeting key results. It took me in total 3-6 months to get fully proficient Also, that journey didn’t just teach me Clay—it helped me merge my GTM/RevOps skills with Ai making me a more effective Ops manager and now a full-time GTM Ops/Clay consultant! Honestly, I believe it’s tough to grow as a GTM/RevOps leader without getting into Clay. It also introduces you to a whole ecosystem of must-have solutions that work seamlessly together (like Ocean.io, Smartlead, MadKudu, 42 Problems, Inc., Apify, etc.) P.S: happy to answer any Clay related questions via DM 💬

Should the RevOps function evolve to GTM Strategy and Operations?  What’s the difference and why does it matter? Can GTM Ops drive predictability, scalability, and profitability? How can GTM Ops standardize GTM process, data, and operating cadence? What’s at stake? Saket Pradhan has been on the forefront of GTM Strategy and Operations at public companies:  Dell Technologies: VP Sales Strategy, Planning and Operations at  HashiCorp: VP Sales Strategy and Planning, Analytics & Compensation Jill Guardia (she/her) is forging a new path at a ScaleUp as: SVP Revenue Enablement and Operations I will interview both in a live ask me anything fireside chat on June 26, 2024 at 9 am. We will tackle questions such as: Why does GTM Strategy and Operations matter? Who should own the global GTM process? What title, job description, reporting structure? How to get buy-in from the organization? How to ensure success for this role? How to standardize data definitions? What operating cadence to deploy? Both will speak about the obstacles when building your revenue factory and building a GTM Strategy and Operations organization and how to overcome them. No recording will be made available. Live participation only. What questions do you have for Saket Pradhan and Jill Guardia (she/her)? Add your questions to the comments here, DM me, or join us live on June 26 (link in comments or on our website). #salesops #revops #revenueoperations #gtm #saas