“I see a career as a medium of self-expression.” - Jacki Leahy
Aaron Janmohamed introduces a comprehensive survey, conducted by BoostUp in partnership with RevOps Co-op, that gathered insights from over 1,000 RevOps professionals. This survey delves into compensation levels, workload distribution, and emerging trends within the revenue operations landscape.
If you're curious about how your salary and workload compare to others, this data will illuminate concrete benchmarks from professionals across various regions, company sizes, experience levels, seniority, and remote versus in-office roles. The report also highlights key areas where RevOps professionals can focus their efforts to maximize their impact and career growth.
Jump to the clip for more information on what’s in the report.
The panel tackles the often daunting task of negotiating compensation. They emphasize that the best time to negotiate is during the hiring process and coming prepared with solid benchmark data to back up your ask.
Jeremy Donovan highlights that using reliable sources like Glassdoor and industry-specific surveys can provide the evidence needed to justify your salary expectations. Know the market rates for your position and experience level, it’s a powerful negotiation tool.
Don’t neglect your network. Jacki Leahy recommends having at least ten people you can text for real answers, feedback, and a gut check during interviews and negotiations. You might decide to take a lower salary in exchange for new experience, equity, or job title.
Jump to the clip for insight into why being underpaid is a “killer of joy.”
“There is a pretty significant portion of respondents who are forecasting PLG and another significant portion of people who are forecasting consumption in this survey.” - Aaron Janmohamed
The survey shows that 79% of RevOps professionals support sales, customer success, and marketing, indicating a shift toward a more integrated approach in revenue organizations. A notable percentage of RevOps teams now support product functions, especially in companies with Product-Led Growth (PLG) strategies which involves forecasting and analyzing product usage data to drive revenue.
The panel touches on a contentious topic: definitions of RevOps vary widely. Some organizations are rebranding RevOps as Go-To-Market (GTM) Operations to reflect a broader scope, highlighting the importance of clarity in roles and responsibilities.
Jump to the clip for a discussion on what it means to “support” a team.
The survey revealed a significant misalignment: RevOps professionals are spending more time on systems administration, the second biggest time sink, while identifying GTM strategy development as the activity with the highest potential impact. In short, people are bogged down in administrative tasks.
Those who align their time with high-impact activities are twice as likely to hit revenue targets. There are a number of factors contributing to this misalignment, such as being a RevOps team of one, lack of resources, or reactive work environments where immediate issues overshadow strategic planning.
Jump to the clip to learn what counts as “go-to-market strategy development.”
“The biggest shift in my career happened when I stopped letting the other go-to-market leaders tell me what the strategy was and started analyzing the data myself.” - Camela Thompson
Here are a few actionable strategies to realign your priorities and spend more time on activities that have the highest impact on revenue goals:
Jump to the clip for guidance on presenting an image of yourself as well-rounded in your skill sets.
The conversation shifts to the significant benefits of RevOps involvement in deal review calls. The survey indicates that teams involving RevOps in these calls are four times more likely to hit revenue goals.
Participating in deal reviews was rated as extremely helpful by respondents for a number of reasons:
RevOps participation in deal reviews is a tangible way to influence revenue outcomes directly and can elevate the role of RevOps from support to strategic partner.
Jump to the clip to hear why RevOps leaders should see themselves as product managers on the factory floor.
“I got tired of negotiating with my CFO every single time I wanted to buy something. As my career progressed, I started to say, look, I'm going to budget X dollars per year and you need to trust me.” - Jeremy Donovan
Camela Thompson addresses the challenge of justifying investments in new tools by effectively measuring and communicating ROI. First, remember to connect the ROI to the true purpose. If you’re buying a tool on behalf of sales and marketing, it’s probably coming out of their budget, even if you’re the one advocating on their behalf. Make sure your ROI isn’t about making your life, as a RevOps person, easier but that it brings value to the rest of the organization.
Here are specific ways you can build a business case for a new tool:
Jump to the clip for the lowdown on measuring ROI and building a business case.
Jeremy Donovan discusses appropriate staffing levels. He’s done a lot of benchmarketing and your ratio depends on your company size but typically, you’ll see one revenue operator for every 12 to 15 account executives, customer success managers, and SDRs, combined.
Understanding this ratio helps in planning and justifying headcount, ensuring that RevOps teams are not overextended. As companies grow, maintaining this ratio supports sustained performance and allows for scaling operations without compromising effectiveness.
Jump to the clip to hear the panel answer the question: have you owned your OWN budget in a RevOps role?
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