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This gives me life today. I'd add in praise from finance recognizing that the CPQ process you've implemented and continue to iterate on is setting up their billing processes for successful automation instead of the old way of data entry for every subscription.... And legal being blown away at how their contract data can be magically stored for reference within customer accounts for use by the AMs for expansion and renewal conversations.... Product wanting to partner even more with you because of the insights you are able to gather from your solutions consulting/engineering team throughout their demo process... I can keep going 😂

Things you wish you heard more often as a #revops professional 👇🏻 1️⃣ Excitement from the sales team about a new process that’ll help them sell more. 2️⃣ The CEO knowing who you are, understanding the value you bring, and giving your understaffed department more budget instead of less. 3️⃣ Marketing acknowleding that you do know your s*** when it comes to campaign data best practices. 4️⃣ CS finally getting the attention they deserve. 5️⃣ And your wife, husband or partner getting super hyped about that #Salesforce flow you just built. What would you add? Throw ‘em in the comments below 👇🏻 #revenueoperations #salesops #salesoperations #mops #marketingoperations #marketingops #gtmops

Chief Revenue Officers MUST understand the value of Rev Ops. 4 years ago, Docker had a team of ZERO. Under a new CRO, this powerhouse org grew 130% YOY 👇 In 2019, Docker's Rev Ops and Systems team was small but diverse: • 1 Rev Ops Leader • 1 Rev Ops Manager • 1 GTM Systems Manager • 1 Salesforce Engineer The same year, they sold their Enterprise business unit and raised $35m. And for a company of ~500 people, this is roughly what you’d expect to see. Then, COVID hits. And the Rev Ops function goes to exactly 0 people. In 2021, headcount sits ~300 people. The recovery begins but Rev Ops is still slow to emerge. By 2023, headcount was up to ~700 people. And we see the foundation of a mature Rev Ops org: • VP of Rev Ops • (5) Rev Ops Managers: Marketing Ops; CX Ops; Renewals; Sales Enablement • (2) Rev Ops ICs • GTM Systems Manager • Salesforce Administrator For a Go-to-Market org of 100-125 people, this is a SOLID investment. But it didn’t stop there. In Jan 2024, they hired a new Chief Revenue Officer. And the past 8 months has shown an acceleration in the Rev Ops investment. The team grew from 10 to 23+ people: • VP of Revenue Operations • Director of GTM Strategy • Director of Sales Operations • (5) Rev Ops Managers • (7) Rev Ops ICs • (7) GTM Systems You almost NEVER see this kind of investment for a Sales org of ~150 people. But the Sales team grew 50% YOY. And a good CRO knows that Rev Ops needs to lead the way. So, that team has expanded a whopping 130% YOY (and growing). It’s virtually the only way to establish a scalable foundation for all GTM activities. __ #RevOps #GTM #B2B

Hot take for some: RevOps isn’t just Sales Ops or Marketing Ops with a sexier name. Full stop. If it was just pushing contracts and reporting pipeline numbers, the folks executing would need a hell of a lot more coffee. I had a few convos this week about it and here’s the thing — I’ve lost track of the number of times I explain what it is and where someone replies with, "Oh, so you’re the revenue fix-it crew?" Sure, (but 🤢 internally) I could tell you where the revenue leaks are. But frankly, RevOps is way more than a fancy duct tape job for sales. It’s about getting every team that touches revenue— sales, marketing, customer success, and everyones vested pals in finance to play and actually work together, building a plan together, and executing on that plan... together. 🤝 Align your data, breaking down silos, and setup up a smooth path from "Hey, I’m interested" to "Yes, let’s renew for another three years." The first step is centralize your data. If your teams are fighting over whose numbers are "right," it’s time to get everyone looking at the same scoreboard, for the love of data. What’s the biggest RevOps position you’ve heard lately that got you noodling on it a bit? #RevOps #AlignmentOrBust #SaaS

"notice periods" for contract changes at renewal time are dumb. 🚫 Here's why, along with a story about a recent experience I had with a software vendor. First, the story. 📙 I'm not gonna publicly shame the vendor, but will tell you I've been using a leading sales engagement platform for email automation, etc. I had some extra licenses that were going unused, Partially because some people were no longer on the team, Partially because some current team members didn't need their licenses anymore. I'm not a huge customer - I had 4 total licenses, And our renewal was scheduled for middle of December, so a week or two away yet. I emailed our CSM asking them to reduce our licenses from 4 to 1 at our upcoming renewal. Here's the response I got 👇🏻 "per our contract and policy, we need 30 days of notice prior to your renewal date to make any changes." next, Here are all the reasons why this is approach is silly: 📍 Poor last impression on your customer I responded to the above email by giving my notice of non-renewal for my next renewal date in December 2025. That wouldn't of happened if they granted my request. And now I have a bad taste in my mouth and poor impression of this company - that wasn't the case before this interaction. 📍 You don't need 30 days to process positive changes to the contract In the past, when I've added seats to this product, they've been processed within the same business day. So I can add seats anytime I want and you can get those processed in a matter of hours, But doing the reverse isn't doable unless I give you 30 days notice prior to my renewal? C'mon. 📍 There's no business reason or positive outcomes you can drive from this clause in your contracts A contract is a contract, and you need to abide by the terms that are there. Nearly all of these terms serve some sort of business purpose. The only purpose of this clause though is to keep customers locked into another term... ...with more stuff then they need... ...when they don't want to be. And is that really the practice you want to be known for? #revops #dealdesk #revenueoperations #salesops #salesoperations #mops #marketingops #marketingoperations #sops #csops #cxops #gtmops #alltheops

Thank you 👨🍳 Elric Legloire for contacting me for doing this episode together, it was a great experience 🎙 Don't hesitate to share your best practices as an SDR with me and give me your insights about mine ! #sales #salestech #salesdevelopment

What's the most important skill for a RevOps pro to have? 🤔 I was asked this question the other day, and my immediate response was... Problem-solving. ⭐️ Because RevOps is a such a broad role, Where one day you might be deep into your #CRM, And the next day you might be building part of the board deck, Then the day after you're training your sales and CS team on the expansion sales process. And the day after that you're breaking up a fight between sales and marketing (jk jk...or am I?) 😏 Every week...heck, every day (every hour?)...can present you with a new set of challenges, That you've never faced before. A lot of people aren't comfortable in this type of environment, And not everyone is able to execute under these circumstances. But that is what makes revenue operators so special. 🥇 Which is why I believe this is the most important skill a RevOps pro can have. Not systems specific skills with tools like #HubSpot or #Salesforce, Not analytics skills. Those things can be learned. And when it comes to problem-solving, Here's the question I always ask during the interview process to test for this 👇 📍 Give me an example of when you were faced with a challenge for the first time, something you've never experienced before, either personally or professionally. What was the problem and how did you approach the solution? So if you're hiring for a RevOps pro, consider asking this question. And if you're a RevOps pro going through the interview process, consider being prepped to answer this question. Happy Tuesday y'all ✌️ #revops #revenueoperations #salesops #salesoperations #marketingops #marketingoperations #sops #mops #csops #cxops #gtmops #alltheops

Some things are hard to do alone. Think of plastering your walls—you might manage it, but it probably won't be perfect, and eventually, you'll end up hiring a professional to fix it anyway. It's the same for SaaS companies. Many start by trying to build everything themselves, only to realise their time and resources would be better spent on their core platform, rather than trying to reinvent the wheel. We often hear this from CS / Revenue leaders who try to create their own solutions to predict churn, identify expansion opportunities, and improve efficiency. Eventually, they find it's more effective—both time-wise and cost-wise—to use a platform designed specifically for these challenges. If this sounds familiar, drop me a message or email maddy@hook.co 🤗 #CS #CSLeaders #CustomerSuccess #RevenueLeaders

You really want that promotion, don't you? "Easier said than done" you say. Maybe not. Often your manager wants to promote you, too. But there are processes. Bureaucracy. Make life easy for your manager. Reduce friction. How? Prepare a "brag document". A collection of your accomplishments. 3 Steps: 1 - Explain the problem 2 - Describe the actions taken 3 - Present a measurable result A result can be a gain or a cost cut. Example of gain: "Increased customer conversion rate by 14%". Example of cost cut: "AWS bill of service X reduced from 30k $/mo to 12k $/mo". It's business, talk in business terms. You won't be disappointed.

"If you fail to plan, you're planning to fail." 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗦𝗮𝗹𝗲𝘀 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 – 𝗘𝗽𝗶𝘀𝗼𝗱𝗲 𝗜 Excited to kick off a series of posts on a topic close to my heart: frameworks, specifically applied to deals from a PreSales perspective. A framework can act as your "plan of attack" in any opportunity. Without it, you're essentially trying to navigate the amazon [I.e: your complex deal] without a map. Odds are likely not in your favor if this is the case. In this video, I'm outlining my high-level framework for the technical sales process, emphasizing the importance of the "technical win" in every deal. I break down the phases of discovery — business, technical, and use case —and discuss the significance of hypotheses (I.e: identifying the 1% business need for your customer/prospect's business) and risk assessment in understanding customer needs and identifying viable solutions. Looking forward to delving deeper into frameworks and hearing from others in the presales, sales, and consulting spaces. Stay tuned for more posts in this series! #Presales #Frameworks #TechnicalSales #Discovery #RiskAssessment