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    The Revenue Marketing Report

    Why MOPs in RevOps Can Be a Good Thing

    Thu May 04 2023
    ConsultingOperationsData InterpretationRevOpsCollaborationPipeline CreationResource ManagementChallenges in OperationsNetworking

    Description

    This episode covers various aspects of consulting, operations, data interpretation, RevOps role, collaboration between marketing and sales, pipeline creation, resource management, and challenges in operations and networking. The topics include the importance of transparency and expectation setting in business relationships, the value of understanding stakeholders' needs, and the role of RevOps in aligning go-to-market functions. It also explores the challenges of interpreting imperfect B2B data, the need for collaboration between marketing and operations, and the tension between short-term and long-term strategies. Additionally, it discusses the benefits of moving to a RevOps function, the role of a RevOps leader in making revenue predictable, and the challenges faced in operations and leadership positions.

    Insights

    Consulting validates expertise

    Consulting experience helps validate expertise, especially for women in male-dominated industries.

    Different data sets serve different purposes

    Understanding the context of different data sets and filters is crucial for interpreting data effectively.

    RevOps requires inclusivity

    RevOps is not just an iteration of sales ops; it should be inclusive of all go-to-market functions.

    Collaboration leads to valuable insights

    A collaborative approach between marketing and sales can provide valuable insights when interpreting data.

    Pipeline creation and RevOps collaboration

    Moving to a RevOps function can provide more budget security for marketing technology purchases, and collaboration between marketing and RevOps can optimize the tech stack.

    RevOps leadership drives predictability

    A rev-ops leader helps make revenue predictable by providing prescriptive strategies.

    Challenges in operations and networking

    The heavy dependence on contractors can lead to knowledge loss, and balancing dependence on people while ensuring work gets done is crucial.

    Chapters

    1. Jarian Arise: Consulting and Operations
    2. Interpreting Data and Optimizing Conversion Rates
    3. RevOps: Inclusive Role and Alignment Challenges
    4. Collaboration Between Marketing and Sales
    5. Pipeline Creation and RevOps Collaboration
    6. RevOps Leadership and Resource Management
    7. Challenges in Operations and Networking
    Summary
    Transcript

    Jarian Arise: Consulting and Operations

    00:05 - 07:10

    • Jarian Arise is a mops and revops professional with consulting experience.
    • Consulting helps validate expertise, especially for women in male-dominated industries.
    • Consultants bring a different perspective and are expected to have answers or know how to find them.
    • Transparency and expectation setting are important in business relationships.
    • Operations professionals need to understand what stakeholders are asking for and why.
    • Operations professionals should focus on solving problems rather than just providing reports.
    • Value lies in ensuring stakeholders get the information they need, not just generating reports.

    Interpreting Data and Optimizing Conversion Rates

    07:04 - 14:10

    • Interpreting data is an important aspect of coaching and optimizing conversion rates.
    • Different data sets and filters serve different purposes, so it's crucial to understand their context.
    • B2B data is often imperfect due to factors like the great reshuffling or layoffs, but valuable insights can still be derived from it.
    • Directional trends in data are more valuable than raw numbers like MQLs.
    • Choosing the right KPIs and trusting the data are key for making informed decisions.
    • Being proactive in telling a story with the data and providing insights is more valuable than just presenting reports.
    • RevOps is not just an iteration of sales ops; it requires inclusivity of all go-to-market functions.

    RevOps: Inclusive Role and Alignment Challenges

    13:40 - 22:08

    • RevOps is not just the next iteration of sales ops, it should be inclusive of all go-to-market functions.
    • RevOps role involves focusing on sales, marketing, customer success, and product.
    • Understanding ideal customer profiles and identifying expansion opportunities or churn risks through product signals is important.
    • In siloed ops roles, changes made by one team often impact others without their understanding.
    • Having RevOps report to the COO instead of the CRO can be beneficial for alignment between marketing and sales.
    • Empowerment and collaboration are key in a successful RevOps role.
    • The CRO position often fails to align sales and marketing effectively due to bias towards their own department's needs.
    • RevOps acts as an unbiased referee to objectively identify sticking points and drive improvements.
    • Blaming go-to-market strategies alone for alignment issues is not productive; a holistic approach is necessary.

    Collaboration Between Marketing and Sales

    21:40 - 29:15

    • The unbiased referee is impartial and objective in identifying sticking points.
    • It can be difficult to look inward and acknowledge our own biases.
    • Marketing operations reporting to revenue operations may result in less FaceTime with the CMO, but it depends on the organization's size and individual comfort level.
    • Not all marketing leaders understand systems or data, but being data-driven is crucial.
    • Some marketing leaders prefer to rely on others for data analysis instead of understanding it themselves.
    • Marketing leaders should challenge themselves to be comfortable with ambiguity and embrace data-driven decision-making.
    • A strong partnership between marketing leaders and operations personnel can lead to more fruitful collaboration.
    • Context is essential when interpreting data, and having a collaborative approach helps provide valuable insights.
    • There can be tension between marketing and sales due to different goals and short-term vs. long-term strategies.
    • Marketers often prioritize short-term investments over longer-term plays, which can create tension with sales teams who need immediate results.

    Pipeline Creation and RevOps Collaboration

    28:45 - 36:23

    • Marketing leaders need to create enough pipeline to ensure their sales team's success in the next quarter.
    • Marketing and sales teams have different mindsets when it comes to volume and targeting specific accounts.
    • Sales may not be ready for leads generated by marketing, leading to the need for nurture campaigns.
    • It is difficult to evenly distribute leads across territories, especially when there are geographical differences in market demand.
    • Designing solely based on geography is not ideal; population density and target market should also be considered.
    • Moving to a RevOps function can provide more budget security for marketing technology purchases.
    • Collaboration between marketing and RevOps can optimize the tech stack and identify tools that work well for multiple teams.
    • RevOps can bring value by ensuring integration with core tools and improving lead generation-to-sales handoff.
    • Moving to a RevOps role allows marketers to expand their skills, gain insights, and work closely with other departments like sales and customer success.

    RevOps Leadership and Resource Management

    35:56 - 43:21

    • Working with different functions of the company has been exciting and looks good on a resume.
    • RevOps leader helps make revenue predictable by providing prescriptive strategies.
    • Understanding the young age of the company informs decision-making on technology and strategies.
    • Seeing how strategy changes for different functions, like marketing, is interesting and helps measure effectiveness.
    • Having a rev-ops leader who can build a business case for more resources is beneficial.
    • Finding mentors who understand the role is important.
    • Being creative with resources and finding cheap agencies can help scale at a startup.
    • Learning to prioritize tasks and buy time is a valuable skill.
    • Balancing dependence on people while ensuring work gets done is crucial.

    Challenges in Operations and Networking

    42:52 - 46:05

    • Watching all of the knowledge walk out on a regular basis due to heavy dependence on contractors.
    • The need for a balance between management teams and contractors to ensure work gets done even when managers are unavailable.
    • The challenge of going on vacation without worrying about work issues.
    • The self-discipline required to check in occasionally while on vacation.
    • The difficulty of nurturing certain roles in operations and leadership positions.
    • The analogy between IT and operations, where doing the job right goes unnoticed but doing it wrong is highly visible.
    • Avoiding weekend or late-night calls due to broken systems or lack of preparedness.
    • The suggestion of discussing blame for broken systems or lack of functionality in a future episode.
    • Using LinkedIn as the primary online networking platform.
    • Participating in communities like Women in Revenue and Mocha Prose for advocacy programs.
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