The Importance of Collaboration in Revops

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

I’m convinced most SaaS companies just don’t get RevOps. They place their RevOps under sales or marketing—and then wonder why revenue isn’t scaling. The reason is simple: RevOps isn’t a departmental add-on, it’s a strategic, cross-functional role. RevOps exists to get alignment across sales, marketing, and customer success. To drive efficient revenue, these teams can’t operate as independent silos. But how can you expect to get alignment if RevOps is stuck reporting into just one of them? If your RevOps is under Sales, for example, I can almost guarantee that Marketing isn’t going to be on-board with their priorities (and vice versa). And without that critical alignment, you can’t build a high-performing, revenue-driving GTM engine. When they don’t have the cross-departmental authority they need, RevOps teams are set up to fail. They can’t drive alignment if they don’t have the power to engage all 3 teams. Without that alignment, growth is limited. Here’s another way to think about it: Imagine your business is an orchestra. RevOps is the conductor. You wouldn’t want the conductor sitting with the violins or percussion, right? Their job is to bring all the sections together to create a symphony no individual part could create alone. And the conductor isn’t just another musician—they’re a distinct role, tasked with coordinating the entire orchestra. RevOps is the same way. It’s not an extension of marketing, sales, or customer success; it’s the unique entity that ties these teams together to drive revenue. For SaaS companies serious about scaling their GTM motion, RevOps needs to be empowered as a cross-functional office with the authority to drive real, lasting alignment.

Great strategy needs stars. But it only works when the whole team runs the system. This is Phil. Before he arrived, one part of the team dominated the rest of the team and the team had modest success. Then he instituted the triangle offense. It forced the sharing of the ball, putting the skillsets of the players around their best player in the best position to succeed, and integration over self-reliance (the one-on-one mentality) in order to win championships. Phil won 11 championships. When Finance, Ops, and RevOps aren’t truly part of the planning process, strategy becomes siloed, and execution gets political. People follow plans they help create. Here’s how you can get collaboration to show up in the planning cadence in practice: Weekly: Ground-Level Insights Each department logs weekly learnings - what’s working, what’s bottlenecked, what’s forecasted. These mini feedback loops feed the broader plan over time. Planning is no longer an annual fire drill. It’s iterative. Monthly: Rolling Planning Updates Monthly working sessions keep the plan alive. Pipeline changes. Delivery capacity shifts. CAC jumps or drops. Every department shares what’s changing in their world so the plan flexes with reality, not fantasy. Quarterly: Strategic Recalibration This is where leadership + department heads evaluate risk, investment areas, and team capacity. Finance brings cash modeling. RevOps brings revenue forecasts. Ops brings fulfillment feasibility. Everyone has a seat, and everyone speaks up. Annual: Joint Planning Workshops Budgeting. Hiring. Pricing strategy. Tooling. All on the table. But here’s the catch: planning doesn’t start in Finance. It starts cross-functionally. Each function informs the plan from their vantage point. No hidden agendas. Just shared direction. Strategic planning doesn’t live in a spreadsheet. It lives in the conversations you have before the spreadsheet is built.

Two people can look at the same thing… and see something completely different. That’s not a problem. That’s perspective. But when it’s not understood It becomes friction. It becomes resentment. It becomes GTM chaos. In the video A teacher flips the room with one moment. Same object. Different angle. Suddenly… it all makes sense. That’s what happens inside most go-to-market teams: Everyone thinks they’re doing the right thing. Everyone’s frustrated that no one else sees it. And why? Because Marketing is comped on MQLs. Sales is chasing a quarterly number. CS is trying to stop the churn bleeding. RevOps is stuck translating the mess. Product? They’re two quarters ahead, waiting on signals no one’s aligned on. Same mission. Wildly different incentives. Zero shared perspective. Here’s how we start to fix it:  Align on one core North Star metric (like pipeline converted or LTV:CAC)  Build comp plans that reward collaboration across handoffs  Create cross-functional OKRs that require perspective-sharing  Give each team visibility into the full journey, not just their slice Because when teams share perspective— They stop blaming. They start building. And GTM becomes what it should’ve always been: One team. One rhythm. One vision. 🎥VC: entrepreneurs.io #SalesAndMarketing #RevenueGrowth #Strategy #CustomerExperience #JuddBorakoveStyle #SMBRevolution

A recent conversation reminded me of how essential it is to collaborate deeply across teams in RevOps. But knowing what to do is only half the battle..... The real question is, how do we make this collaboration effective? Here’s where I always start: 1️⃣ For Sales Alignment: Begin with listening sessions. Meet with the sales leadership to understand their goals, pain points, and capacity needs. From there, you can identify specific areas—like data access or tool overload—where RevOps can reduce friction. Mapping out a shared roadmap helps drive efficiency right from the start. 2️⃣ For Marketing Collaboration: Dive into the data and find the channels driving the most impact. Then, have a strategy sync with marketing to pinpoint where budget can be reallocated for maximum ROI. This step requires transparency and joint KPIs to ensure both teams stay aligned on what success looks like. 3️⃣ For Customer Success: Start by assessing churn drivers. Look at usage data to identify patterns and then brainstorm with Customer Success on proactive levers to reduce churn. By creating a cross-functional retention plan, we can align on strategies that directly impact revenue. 4️⃣ For Partnerships & Billing: Focus first on revenue transparency. Meet with finance and partnerships to define billing processes and revenue streams clearly. Establishing this clarity upfront ensures smoother reporting and less misalignment down the line. Each of these first steps sets the foundation for a more integrated RevOps function that actively drives value across the ENTIRE GTM engine. And as always, aligning these initial efforts with C-level priorities amplifies the impact. Starting with small, intentional actions opens the door to lasting cross-functional partnerships. #RevOps #CrossFunctionalCollaboration #SalesAlignment #CustomerSuccess #MarketingStrategy