When Strategy Meets Execution with Mahesh Kedia, Vice President GTM Operations and Revenue Strategy Marketer
On this episode Mahesh discusses using rev ops to find your target audience, the biggest misconception about rev ops, and what happens when you combine strategy and execution.
Welcome to Rise of RevOps. I'm the in phase on CEO of Castwind Studios.
Rise of RevOps is always presented by Qualified. You can go to Qualified.com to
learn more.
I have a special guest, Mesh. How are you? Thank you, Ian. Thank you for
welcoming me here.
It's a happy Friday. Really, really big pleasure to come and speak to you.
Yes, super excited to chat about Marchetta, about all the cool stuff you're
doing, and of course your background. So let's get into it. Can you tell me first job
in RevOps?
Well, my first job in RevOps was sales planning and comm design.
I've been in the payment industry for over more than 20 years.
I've worked across AMX PayPal and now at Marketa.
Interestingly, my role has evolved. I didn't start in revenue operations.
I've done several sales roles, B.D. roles, including deal pricing, account
management,
and P&L. In fact, my team was instrumental in launching one of our key products
For the last few years, I've been very heavily involved with revenue operations
, pricing,
sales and comm design. It's been a really exciting journey, both at Marketa and
prior to that.
Yeah, and tell us a little bit about your current role.
So in my current role, we have a small but a very effective revenue operations
team at Marketa.
And the way we look at revenue operation at Marketa is kind of defining it as
the connected issue,
which combines the effort of sales, marketing and customer success team to
streamline processes
and propel revenue growth at Marketa. We are the team which strives to be the
revenue machine,
driving operational excellence driven by innovation to support Marketa's growth
and operational efficiency objectives. What that means is,
which basically means we try to grow revenue through new and existing customers
increase the deal velocity and viability and enable new revenue pursuits
to support our strategic business objectives. At Marketa, we touch almost every
aspect,
what I call from lead to deal and from deal to dollar.
So right all the way when some lead comes in, even like downloads a website or
a paper,
all the way to signing the contract and launching it and that ultimately ramp
ing up the customers
to the full ability of Marketa and using its platform to grow and propel the
business.
What's your definition of rev-ups? I think I touched a little bit about when
you mentioned
revenue operations. I think for me, revenue operation is that single cohesive
unit that
kind of brings together marketing, sales and customer success teams together.
And it brings that in a unified manner so that the customer experience is one
touch experience.
At the end of the day, the customer is dealing with one single entity and it
doesn't have to go to marketing
or sales or customer service. And what that does, it creates a unified journey
and it helps
both the customer and Marketa to achieve growth in different vectors.
It's so funny, right? When we talk about this all the time on the show,
it's always only been one customer journey. We just broke it up into all these
different departments.
And there's never been an organization that oversees that journey and now you
have this rev-ups function that's looking at this snake that's cut into a bunch of
different pieces
and being like, "Hey, do you know that this thing is just kind of all one thing
and it doesn't need to be
sliced and diced all these different ways?" It seems so obvious now in
retrospect, but it just wasn't that way
for a long time. You're absolutely right. We have a seeing at Marketa that the
customer should not know what our org structure is. At the end of the day, we should be
one. Like if it's reaching out to Marketa, you should not know whether I'm in sales
or marketing
or customer service. It's basically like, "I'm serving the customer at a single
touch point
and the handoffs are seamless." And I think in the past, you would have that
disjointed experiences.
I think the tech industry's adoption of revenue operations as efficiency
driving machine
and an engine has really got that whole element together. Now we have X-Tacks,
which supports that as well.
So you have data which kind of helps you that. You have tools and processes in
place,
which helps you manage the customer journey and the handoffs in a very seamless
manner.
And it makes the deal velocity go faster. It makes your RAM go faster. It prop
els revenue
and it has a lot of other effects. It improves your efficiency and return on
investment
on your sales teams, your marketing teams and your customer service teams.
How do you organize your RAV app team?
It's interesting question. So we actually have two teams. My team is organized
around two vectors.
One is the go-to-market strategy team. And the second vector is the go-to-
market revenue operations team.
What we do is, along with those both the vectors, on the go-to-market strategy
team,
there are some key areas where we focus on. I'll talk a little bit about that.
Some of the key areas which we focus on are the deal renewal strategies and
achieving our dollar-based net retention goals. We have company-wide dollar-based net
retention goal and the
steam is cast to kind of figure. We renew all those deals and we achieve our D
BMR goals.
We also have a pricing team. The idea of that team is to help figure out what's
the best price
we can charge to our customers and also help our sales team understand that
pricing.
One other piece which this team does very well is come out with the KPIs for a
strategic alignment
across sales, marketing and customer service. The other team which we have in
the GTM operations team,
which is more traditional revenue operations team, which does more day-to-day
and activities
associated with revenue operations. That team is broken down into four people
as. We have a deal desk team, which basically looks at end-to-end deal management
process. The second team is the sales planning and marketing and that designs and
manages effective compensation
and incentive structures. The last time we have the revenue enablement, which
basically creates
all supporting sales collapse and RFP process for the revenue teams.
That's how the teams are organized and it's working really good right now for
us.
Any things about your team and building this are things that, like lessons
along the way
in terms of organization, it seems like you have a pretty wired in at this
point.
It's a very happy blend. The strategy team works more on the go-to market
strategy size
and it actually tries to figure out where to play and how to play.
One good example I'll give is when we looked at our pipeline efficiency and our
pipeline
metrics last year when I joined, we looked at a particular set of opportunities
and realized that our sales marketing and deal desk team were burning a lot of sales cycle
on a particular
set of segment of opportunities and the ROI on those were much below our normal
standards.
We went and typed deep into it and then from a strategy perspective, we
actually came with
a realization that this is not the segment but these are not the set of
opportunities
the sales team should be burning their calories on.
Then we presented the findings as CEO, CRO, CFO and ultimately as a team we
agreed that
was not the best utilization of companies or sources.
What that did was it actually helped us to move our sales team and pivot them
to focus
on the right set of opportunities and we've seen tremendous progress over the
last two
quarters as we kind of moved away, deliberately moved away.
It's a good example of how strategy can influence revenue generation and
revenue opportunities.
Any other thoughts on strategy or organization?
Yeah, the second thought I'll give is when I joined a marketer about a year ago
, marketers
go to market team had evolved over time and it was time for us to rethink our
strategies
and achieve the way we operate and structure our sales team.
This becomes really important because in a hyper growth environment, we've been
growing
at 40 to 50 percent year over year.
It becomes even more critical.
Marketer was like 200-300 people literally two or three years ago and today we
are 1,000
people.
We have really grown in leaps and bounds and we did not have, I would say, a
very consistent
revenue organization.
Teams worked in silos and one of the things we looked from a strategy
perspective along
with our CRO and CIO was to create what we call a unified board structure which
basically brought together the BDT, the sales team, the customer success team and created
a one single cohesive unit which could act at the single touchpoint for the customers
This change, this art design change has resulted in massive operational gains
for us and we
have the last two to three quarters with amazing results.
We supplemented that from a revenue operations perspective with a new design on
our comp
and that's worked beautifully for us.
Again, the results are showing itself.
We will be releasing our Q1 numbers and it looks very promising.
That's awesome.
What a great story.
Any other thoughts on strategy before we get to the next segment?
Look, I think strategy for us is a continuous evolution.
What I call as strategy without execution is just a vision.
An execution without strategy is just confusion.
Bringing them together is what revops can really do and that's what our team is
trying to get
together to bring the elements of strategy and execution in a seamless manner
so that we
can achieve companies goals and objectives.
Alright, let's get to our next segment.
RevOps to cross where we talk about the tough parts of RevOps.
What's the hardest RevOps problem you faced in the last six months?
How do you solve it?
I think I referred a little bit like one of the things which we were like,
where do we focus
our RevOps team's energy at efforts and we soon figured out there were segments
which we should
not be going after and how do we manage that.
The second was that our RevOps central source of information and a salesforce
system had
a lot of data hygiene issues and we've been in a journey over the last I would
say one
to two quarters to create that central source of truth and have it much more
better organized
so that we have the right source of truth.
The third piece I would say is like we have also looked at enhancing our tool
set.
One of the challenges which we have had over the last couple of quarters I
would say is
attribution and anytime you're working with marketing tech stacks or RevOps
tech stacks
like sales teams always want to know the attribution factor because it
ultimately affects everything
from their compensation to how you reach out to the customer and we're trying
to get better
and better at that attribution model.
It will take some time but we are engaging with the different tools, different
processes
to kind of handle and manage it.
RevOps moment where we made a mistake on something in the last year.
I don't think I will call it a mistake but like we grossly underestimated the
capacity
we needed from a RevOps teams perspective to manage the amount of support we
are providing
to the RevOps team.
I'll give you an example.
In any given order we approve and price CPQ like 200 codes.
To do that 200 codes roughly give or take.
It's a large number.
You're doing roughly two to three every working day.
In a B2B environment you have to be very organized and make sure that you're
passing on the correct ones.
We are a very small team and we soon realized they needed to beef up the team
because we could not scale
by having such a small team support, the pricing and the deal-desk function.
So we are now investing more time and resources to call that.
So that we support our teams better than they can support the revenue engine.
One of the big mistakes is you mentioned people not being able to sort of align
things between sales marketing
customer success.
Obviously you're doing a bunch of stuff there.
Anyways that you've avoided some Rev obstacles there by making sure people are
aligned.
Anything that somebody could implement in their business right now.
It's aligned sales marketing CS.
What we have done is with the new board structure we now have individual goals
and team goals.
And these are aligned all the way from marketing to sales to customer success.
And there are clear metrics and they're measured on a quarterly basis both at
the individual level and the team level.
What that has done is there's a clear KPI which anyone in the team can go and
see and understand what their goals is
and what the team's goals is.
What this has done is much more aligned resourcing, much more aligned capacity
planning and also much more focus
on the right activities to get to the right outcomes.
I think that KPI framework of all the way from marketing to customer success I
think is the key to make sure that everyone
buys into it and then you're aligned and then you're incentivized once you hit
that KPI.
I think that really makes the organization work as one single unit.
Okay let's get to our next segment the tool shed.
We're talking tools spreadsheets and metrics just like everybody's favorite
tool qualified.
No B2B tool shed is complete without qualified.
Start conversations with your buyers directly on your website go to qualified.
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To learn more tool shed.
Mahesh what do you got the tool shed?
So I'll start with the top of the funnel all the way to the bottom of the
funnel.
From a marketing standpoint we have a very healthy tech stack that keeps our
team both efficient and drives revenue growth.
We are currently implementing a marketer to unlock improved both lead flow
automation and reporting.
Along that we are very excited to utilize target lysing I would say Adobe
measure and that helps us to provide
multi touch attribution modeling and better cost analysis by channel.
We also have the land days which is integrated with our sales force which
enables our marketing and sales team to understand
where the prospects are coming and where they are in the buying cycle and they
get detailed reports
on who is engaging with marketer how long they've been engaging with us.
It really helps our marketing and the SDR teams to do that.
But that's on the top of the funnel.
If you go have a sales standpoint our main system is sales force that supports
the workflows for our revenue teams
in areas of lead, account management, opportunity creation, CPQ.
The sales force CPQ supports many of the workflows by pre configuring our
products, pricing and goods
and it bundles it in a very simplified and automated way.
In addition to that once we have that we have a document management system
which we use for our contract management purposes
and then for our reports and dashboards and KPIs we have sales force which
integrates with a robust
electrical tool called Looker.
I don't know if you ever use that and then we have Intelligence 360 which is
now called Insight Square
to extend the functionality and gain further insights.
We use DocuSign as I briefly mentioned, Streamline our contract management and
customer agreement processes.
We have some other tools but these are like I would say the primary 70 to 80%
of our usage.
We have tools like LinkedIn Sales Navigator, 25 and Build Relationships.
We have gone, we enable our sales teams for Constraining and Insights
and last but not the least once we have signed the contract we have Asuna which
we use by our customer
and product onboarding teams to help manage the delivery and implementation
process.
So there's a variety of tools which we use, we keep on going back and forth
with some of them
but these are like from the central tools which have been in the company for a
few years and we're holding on those.
Is there something you're excited about investing in over the course of the
next year?
One of the things that we've mentioned we have had huge challenges is the multi
-touch attribution.
It is extremely hard and especially our marketing team in this environment has
to justify every dollar invested,
not only justify but how do you optimize if you cannot measure the dollar
correctly.
And I think we are very excited about Adobe to come in and help us with that
multi-touch evolution model.
I think that would be a big gap which we will fill.
We also invest in, we haven't decided yet but we are looking to invest in a
sales compensation tool.
We're currently doing it mostly offline so we want to have an integrated tool
for sales force to do that
and we're evaluating two to three vendors.
I think those two areas are a big focus for us as we build and scale our
systems.
Yeah the multi-touch attribution stuff is so hard because yeah obviously so C
aspian we make video podcast series
for the enterprise and so we see a lot of attribution stuff because we're in it
every day.
And so what you see all the time is someone who converts on an ad and then they
say that the reason why they convert it
is because they listen to the customer's podcast or they do that stuff.
So the impetus for the conversion was the learning all that other stuff was
sourced from a different area
but then the final touch and that's where it's like it's just so hard and
marketing is ridiculously complicated now.
It's so much more complicated than ever.
Buying is so much more complicated than ever so it's like helping the marketing
team and sales team figure out
where that pipeline is because it's not just sourced pipe it's just not like it
used to be.
It's a great point that we're all trying to figure out.
Yeah it means like to date our sales force has been more of a first touch
attribution model
but we all know B2B sales cycles are anywhere between six to nine months at the
low end and then could be multiple years
and a lot could happen between the first time we went to the website and
downloaded a case study or a report
to contacting an SDR or having a direct contract with their executive team
members
and figuring out that multi-touch attribution really helps all we believe will
help us to figure out
what are the marketing channels and how we are doing against them.
We spend a lot of money on media, we spend a lot of money on brand activations,
we go to events like Money 2020
and it's really hard to go in front of finance teams and justify those
investments when you don't have the data to back it up.
It's been a holy grail for a long period of time not only for revenue
operations but in general for the marketing tech staff teams
so we are excited to see where we can go with it.
We have been investing in market measure.
I was going to ask, I'm curious as a rev-ops leader especially from a strategic
standpoint
when you're looking at multi-year time horizons and things like that, we're
like okay six to nine months or more
and that marketing leader who's saying there are things that we are going to do
and initiative that we are going to do
that you cannot track as a one off thing a billboard for example.
We're just talking to someone who ran a billboard ad that everyone thought it
was stupid
and then they did a self-reported attribution and they had like, I forget how
many customers, it was a crazy number of people
that signed that were just like I see your billboard ads all the time and they
're freaking hilarious.
And you're like everyone thought it was this stupid thing, they spend all this
money on these billboard ads
but it showcased that brand and who they are and their personality in a way
that aided to the brand.
It's not an awareness play, it's an affinity play. Those are those sort of
things like when you're trying to justify the spend
before you spend the money, no CFO on the planet is going to be like this is a
great idea because you can't track it.
I totally agree. We try to measure individual attribution as you rightly said
but we also try to measure
brand health and awareness and there are some metrics which we use to figure
out what are these things doing.
I'll give you an example, we spend a lot of money in the payments world, money
2020 is a very big event.
You could easily spend at the low end a couple of million dollars all the way
to 25-30 million dollars in a single event.
And that's a big amount of money like Marketa is not a huge company, maybe a
thousand people.
So for us to spend that amount of money we need to justify that investment and
you might need a prospect in money 2020,
in the month of October when it happens and the prospect won't come back to you
till like January or February,
but you had had that conversation with him. Now how do you track it, how do you
measure it?
He might have gone to the website three times, in between that he might have
downloaded a few pages, he might have seen some ads,
some emails. It's so hard to kind of lend all of that together and say like
okay the first touch attribution here actually resulted
in the second touch, the third touch, the fourth touch and ultimately in the
month of April we started negotiating a deal with them.
And it's always been a challenge and so we are really excited to figure out, I
think there's a bit of leap of faith you will have to have in some of these
things that they work
and you have to measure them not on a monthly or a quarterly basis but more
what a period of time.
And I think there are other metrics which you have to use other than direct
attribution method to measure the effectiveness of some of these campaigns.
As I said like Billboard is a great example of that, like people spend millions
of dollars on Super Bowl ads and there's always a question mark,
do they generate an ROI or not?
Yeah and I think that like one off campaigns is just not how marketing is done
really anymore.
And that's like at the end of the day like it's so many touches, one of my
favorite marketers of all time,
Chan are the former Sammo Mercado, he says paint the skies, right?
And like that's like everywhere you look or everywhere your prospects look you
want them to see your brand and I love that idea.
It's like their sky is what is in front of them, right?
It's not paint the entire world with that.
It's like where are they looking?
What can they see in doing that?
And companies that do that really well, they win.
If you have a good product and you're constantly being reminded how good of a
product it is, like you're going to win.
And that's not a single campaign initiative.
A lot of marketers, and I think that this is where like this ties into the Rev
Ops play, which is RevOps can own more of the conversation around finding those
areas of multi-touch attribution that you can't track and being creative.
That is something that like a great RevOps team can do and help your marketer
to figure that out.
Because your marketers like I have a hunch that this will work and I need to
prove it, can you help me prove it?
And that's super exciting.
I think you're absolutely right.
I would just add to that is that where RevOps can help is identify the right
target audience for that marketing campaign or that market and can say like
this is what I've been seeing, this is the analysis, this is the result.
This is how these guys interact.
This is the deal size, the deal velocity.
This is the type of audience we want to go after and these are the results we
've seen historically.
And that can feed into that campaign or that event and then ultimately you
start tracking it and seeing it at much more holistic level than at the atomic
level.
Sometimes you're very hard and you say like okay, I went after this audience
like we go a lot after the developer audience and we'll see that results.
Someone else would go a lot after a consumer audience, someone might go out to
the mid market, someone might go out to the large market and I think that's
where RevOps can really come in and say like this is what works and this is
doesn't. And then that helps the marketing team to figure out the right messaging, the
right value proposition and the right attribution overall.
Yeah, I mean you just nailed it how complex this is.
So the marketing team is marketing to SMB, mid market and enterprise who need
three different types of messaging.
There's let's just say seven personas within that that they're selling to.
So that's 21 different campaigns that they have to be running like types of
campaigns.
And then all of those people want individual industry vertical stuff too, right
So let's say there's another seven, you know, there.
You're already talking about like plus different types of things and that's
where like the RevOps leader partnering with marketing, looking forward from a
strategic standpoint.
And so that's where the revenue is so valuable, right?
Like I love the phrase that the chief marketing officer is the chief market
officer, they need to understand the market and the way that you're talking
about RevOps being that strategic leader that like those two things tied
together is really exciting to me for the future
of like RevOps is the marketer and the RevOps leader like tying together on the
market and the strategy piece to figure out how to get the message and market
as best as possible and sales closing the frickin deals that come in.
You did the maths three or four different segments.
You have within those segments seven or eight use cases multiply four by seven.
That's 28 within those use cases you might have three or four different kind of
personas who you want to reach out in three or four different dimensions.
And how do you create that grid where RevOps can identify and say like, this is
what I want to go after and this is where you get the highest returns.
And you also want to create a grid where say like, I don't want to go after
these ones because and if you can give both those grids to the marketing team
and then they can craft a value proposition, a story for each of those personas
, each of those cells in the grid,
then they can start targeting and doing a drip campaigns, which then attracts
those audiences to engage with you.
And then you need to figure out the right handoff from marketing to the sales
team to say like, okay, I've won the lead enough for you.
Now it's your time and then the sales team state that lead and then ultimately
get the leads to convert to the right deals and then you hand it off to the
customer success team, which then basically start up selling and cross selling
and ramping the customer to ultimately generate revenue for the company.
Any other wine spots, they wish you could measure better. I think a tradition
is big. The second blind spot, I would say, is what we are finding is placed
from our lens is that once you have signed the contract, we also measure what
we call deal to dollar metrics,
which is the time to launch and the time to ramp. And that in the past, we have
not been very good both in terms of measuring it and also figuring out the
optimization path.
We are getting much more hyper focused on figuring out, okay, once you have
signed the deal, it means nothing to the company.
You have actually invested a lot of dollars both in marketing and sales team to
get the deal signed.
The company actually starts making money when the deal, which you have signed,
starts generating dollars for you.
And how do you optimize that deal to dollar process? Because if you can reduce
on an average, if I'm taking six months to eight months, if I can reduce that
by a month, that's a 15% extra return on me, just from a time perspective.
If I have 10 clients I've signed and five of them are launching in five or not,
I've lost like 50% of the investment I've already made.
So how do I make sure that everyone launches and everyone ramps sometime? And I
think that's under focus area where we are working very closely with our
delivery and on boarding team to make sure that happens.
We also work actually on the top of the funnel, we work very closely with our
solution engineering team to make sure that the solutions which we are selling
can be actually delivered on time when the deal closes.
So that's another area we are very excited about.
Anything particularly cool that you're doing with data or that you've done with
data?
We slice and dice data right from the top of the funnel all the way to the
bottom of the funnel. On top of the funnel, we regularly look at our MQL, we
look at cost per lead, we look at our conversion rates or win rates.
As we get on the bottom of the funnel, we look at our time to launch, our time
to ramp, and we can bring all of that together for our marketing team, for our
sales team and the customer success team.
And we are constantly looking at trends and patterns to figure out what happens
once our customer gets into our funnel, how long it takes to kind of move from
one stage to the other.
And I think it's really exciting to see like how certain customers of certain
size and certain audiences behave versus the other.
And I think that helps us inform where do we optimize our touch points with the
customer.
I just love the idea of onboarding as a great rev ops thing, because gosh, is
that not one of the most forgotten children of this whole endeavor of that
sales marketing CS thing that speed to value.
Speed to value is like the best marketing thing you have. It's the best sales
tool you have.
And we don't invest into speed to market, right? That's like part of the thing.
If you can do it actually the speed that all of your sales people are promising
, that is a force multiplier that like people will find out about that they'll
talk about it. They'll tell their friends about it.
You know, there's a great story that the Empire State Building was built on
time or is delivered early and it was under budget.
You're like, what was the last time that that's ever happened? And it's like
one of those things, right? If you're building the Empire State Building for
them, that's great.
We're gonna have the tallest building in the world. That's awesome.
Oh, but if you could do it those other two things, then it's like the best
story in the world. And like we under emphasize that.
And it's such an important part of our brand, a part of our go to market from
word of mouth. And like we don't invest in it.
So like, why is nobody tracking this? And it's great to hear that you think
about it from a rev ops perspective.
Because I think that's a great person to own it to say, hey, listen, this needs
to get better.
Because if this number gets better, you can see it down the line for a turn
more revenue.
Totally agree. And I think there are several components where you can actually
make that happen much better.
One is how do you make sure that your delivery team is engaged in that solution
itself when you're selling it, especially it's more important than the B2B
environment.
So we try to bring our delivery team much closer in the solutioning phase
itself. And sometimes they will set in the sales motion trying to figure it out
with the customer.
So that alignment, not treating delivery as a stepchild and like, hey, the
disclose, now it's your job, figure it out.
So they have that knowledge of the customer. The customer has the knowledge of
our delivery team.
And they've already built that symbiotic relationship very early in the process
The second element is like, how do you make them feel a part of the GTA
organization in many places they sit either in product world or in a separate
world themselves?
I think what we have done is done a good job of kind of bringing them together.
And the third thing is we invest in that. Like we invest in their training.
We invest in their tools and their processes. And we have incentive structures
which we are looking to put in place to bring that up in alignment with.
Because they are, as you rightly said, among the biggest value creators for the
company. Not only for the current deals, but also for the future deals.
When you hear like, hey, their delivery team is the best in the world. You'd be
willing to pay more price. You would be willing to give more.
And they can make it happen in six months for me. And they can prove it that
they can do it.
So I think it's a great force multiplier for any rev-ups organization and the
GoToMarket organization, I would say.
Yeah, I love that. That's such a great point. They actually would pay more.
That's a great point.
Alright, let's get to our final segment. Quick hits. These are quick questions
and quick answers. Quick hits. My hash, are you ready?
Yep, go ahead. If you could make any animal any size, what animal would it be
and what size?
It's a very interesting question. I think one of the animals which I kind of
admire from a distance is ants.
And the reason I admire them is ants can carry 50 times more weight. Their own
body weight.
They can work in a very collaborative manner along with their team members.
And I think I love that aspect. One, they can carry much more weight than
themselves. And then they can work in a very collaborative manner.
The second animal which I love is dog. Dog is so peace and calm in any
environment. And I wish if I could be a dog in many, many environments,
especially when you're trying to meet the CRO and trying to explain why the
booking goals were not achieved.
Yeah, that's right. You need as much. I never thought about that. Do you have a
rev-ups misconception?
I would hand it to, I think one of the things is as rev-ups has been evolving
and developing, and there's a misconception that rev-ups only for tech
companies, I think.
Obviously, startups and tech companies started using rev-ups more as a
prominent function and that engine of operational excellence.
But the utility and the value of rev-ups is relevant for any industry, whether
it's healthcare, pharma, retail.
Obviously, the tech world is a little bit more matured in advance on all the
tech stacks, processes and utilizing rev-ups.
And I think the value of rev-ups is amazing across any industry you put at.
Because at the end of the day, you are trying to create that interconnected
alignment across different organizations and be the one single point of truth
and efficiency for those teams.
The second one is, I think a lot of rev-up teams anchor on data and data is
central to rev-ups, but data is not the only piece of the story.
Rev-ups does a lot more and rev-ups should do a lot more and they are that
strategic alignment with the CEO, with the CRO, with the CFO, with your CMO.
And obviously, you use a lot of data, but you can do a lot more and I think rev
-ups is that function which can help you figure out your near-term and long-term
, who to market strategies as well.
Do you have a favorite book or podcast or TV show or something you've been
checking out recently?
My favorite book is a book I read many many years ago and I keep on going back
to it. It's the autobiography of a Yogi. It's about a Yogi who was born in
India, came to US, you're going to love.
And it's actually, it's biography, it's written very beautifully and you can
actually read it more like the story.
But the spiritual lessons it has is amazing and it's a light reading and I love
it from time to time.
So, I've been watching a bit of Netflix. I don't know if you follow the Israeli show FODA. It's something I've been trying to follow a flait.
I've watched a few episodes of it, done some binge-watching and I like it as
well.
And just a podcast, I kind of listened to a wide range of podcasts and no
strong favorites there, but I love podcasts. I think it's so useful.
You can get really good information and knowledge from a variety of speakers.
Alright, what's your piece of advice for someone who is newly leading a RevOps
team?
I have this mantra of three C's and I always tell it to my team or anyone who's
aspiring to be a RevOps leader.
The first mantra is communicate. The first C communicate very clearly what the
goals of RevOps teams are.
Communicate within your team and communicate with the stakeholders in this case
Your marketing team, your sales team, your personal success, finance, legal and
others.
The second is collaboration. I think RevOps sits in the middle and the
intersection of all these stakeholders.
Collaboration is key. If you can build a great collaboration engine and
partnership with marketing, with sales, with finance, you need them for pricing
, you need legal for contract management, you will be on your way to success.
The third thing I say is commitment. That's my C commit to the growth and the
vision of the company.
And commit to the team's growth. I think sometimes the RevOps team members are
left on the side and that should not be it.
Those three C's are my guiding principle and hopefully it would help some of
the others.
That's it. That's all we got for today. It has so awesome having you on the
show.
Thanks so much for listening. You can go to marketa.com to learn more and check
out all the stuff that they're doing. Any final thoughts? Anything to plug?
No, again, thanks for having me for the real pleasure chatting with you.
I think your questions kind of give me more insights into what we should be
doing.
So really thoughtful and insightful questions and more than happy to share
anything else. Thank you so much.
Thank you. Appreciate it. Talk soon. Thank you.
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