Revenue Operations: Building Your RevOps Function from Startup to Scale

We're kicking off a special edition of The RevOps Rocket to announce the launch of our book and share a sneak peak of the content. There's a of back and forth on the best reporting structure for Revenue Operations but little data on what works best.

We've found that the best reporting structure actually depends on the organization itself, and is highly depend on the org's goals. See the sneak peak below, you can also get your full copy of the book HERE.

We're donating a portion of the proceeds directly to The Offered Foundation to support their mission of providing equal opportunities to youth in sports, extracurriculars, and passions.

Chapter 34: Who Should Revenue Operations Report To?

Deciding where Revenue Operations (RevOps) fits within an organization’s reporting structure is more than a question of hierarchy—it’s a strategic choice that directly influences its effectiveness and alignment with broader business goals.. Because RevOps unifies sales, marketing, and customer success to optimize revenue generation, its reporting line must provide authority, visibility, and opportunities for collaboration while maintaining a focus on overarching revenue objectives.

The Strategic Importance of RevOps Reporting Structure

RevOps is inherently cross-functional, bridging silos and streamlining operations. Its placement within the organization must reflect its role as both a strategic enabler and an operational optimizer. Misaligned reporting can diminish its impact, reducing RevOps to a tactical support function rather than a strategic driver. Organizations must carefully evaluate the advantages and challenges of different reporting structures to ensure that RevOps can achieve its full potential.

Reporting to the Chief Revenue Officer (CRO)

One common structure is having RevOps report to the Chief Revenue Officer (CRO). The CRO’s oversight of all revenue-generating functions makes this a natural fit, ensuring alignment across sales, marketing, and customer success. This reporting structure positions RevOps as a strategic partner in driving revenue growth and fosters strong collaboration among revenue-focused teams. However, this alignment can come with risks, particularly if the CRO’s background is heavily sales-oriented. In such cases, there’s a possibility that RevOps becomes disproportionately focused on sales priorities, potentially sidelining marketing or customer success initiatives. Organizations with a centralized revenue function and a CRO who takes a holistic view of revenue generation tend to benefit most from this arrangement.

Reporting to the Chief Operating Officer (COO)

Another option is for RevOps to report to the Chief Operating Officer (COO). The COO’s emphasis on operational efficiency and scalability aligns well with RevOps’ goals of streamlining processes and integrating technologies. Under the COO, RevOps can play a critical role in broader operational strategies, linking revenue-focused activities to organizational objectives like cost management and resource allocation. However, the COO’s wide-ranging responsibilities might dilute the focus on revenue-specific outcomes, potentially leading to RevOps taking a backseat to other operational priorities. This structure works best in organizations prioritizing efficiency and scalability, particularly those experiencing rapid growth or process integration challenges.

Reporting to the Chief Financial Officer (CFO)

Reporting to the Chief Financial Officer (CFO) offers a unique advantage, emphasizing metrics, analytics, and ROI-driven strategies. The CFO’s focus on financial health and accountability complements RevOps’ data-driven approach, ensuring initiatives are aligned with profitability goals and budget constraints. This structure can establish rigorous data governance practices and connect RevOps efforts to financial outcomes, such as improving forecasting accuracy or reducing customer acquisition costs. However, the CFO’s focus on financial discipline may risk limiting innovation or deprioritizing the human-centric aspects of RevOps, such as fostering collaboration and alignment among teams. This setup is particularly effective in industries with tight margins or organizations that prioritize financial rigor.

Reporting to the Chief Executive Officer (CEO)

Some organizations choose to have RevOps report directly to the Chief Executive Officer (CEO).. Reporting to the CEO provides RevOps with unparalleled strategic visibility and influence, positioning it as a core driver of the organization’s long-term goals. This structure minimizes departmental biases and ensures that RevOps initiatives align closely with the company’s overall vision. However, the CEO’s extensive responsibilities might limit their ability to engage deeply with RevOps efforts, potentially creating gaps in execution. Experienced Revenue Operations leaders increasingly require direct reporting to the CEO as a condition of accepting the role, ensuring strong organizational support and the authority to enact necessary changes.This approach is ideal for high-growth startups or organizations where RevOps plays a transformative role.

Choosing the Right Reporting Structure

Choosing the right reporting structure for RevOps depends on several factors. Organizational priorities play a crucial role; for example, if revenue growth is the main focus, reporting to the CRO may be the best fit. Companies prioritizing operational excellence might align RevOps under the COO, while those emphasizing financial discipline could benefit from reporting to the CFO. Similarly, the company’s size and maturity matter—startups and smaller organizations may favor direct reporting to the CEO or a holistic CRO, while larger enterprises might require the operational focus of a COO or the financial oversight of a CFO. Industry dynamics also influence the decision. Regulated industries, such as healthcare or finance, may benefit from the CFO’s emphasis on compliance and discipline, while high-growth technology companies might prioritize the CRO’s expertise in driving revenue.

Regardless of the reporting structure, the success of RevOps depends on more than hierarchy. Clear expectations, robust collaboration, and leadership support are essential to empower RevOps to act as a unifying force. Establishing neutrality is critical to ensure RevOps operates as a bridge across departments, rather than favoring one team over another. Defining its scope and responsibilities—whether in metrics, processes, or technology—prevents confusion and overlap. Moreover, fostering collaboration through regular cross-functional meetings, shared dashboards, and transparent communication ensures alignment across all revenue-generating functions.

Ultimately, the reporting structure for RevOps shapes its ability to drive alignment, efficiency, and growth. Whether under the CRO, COO, CFO, or CEO, RevOps thrives when it is empowered with the authority, visibility, and resources necessary to unify teams and optimize revenue. Organizations that prioritize alignment, collaborative execution, and strategic oversight unlock the full potential of RevOps, positioning it as a cornerstone of sustainable success in an ever-evolving business landscape.

Revenue Operations: Building Your RevOps Function From Startup To Scale is a book designed to help every revenue leader: Sales, RevOps, Marketing, Customer Success, Customer Experience, Finance, and even the CEO.

RevOps, and SalesOps before that has, for way too long, been a nice to have for startups. Something that is aspirational in nature but not financially possible until they mature. This book is a small step in the direction to make revenue operations and planning more accessible and automated for every size org.If you're a sales leader looking for early strategies, a RevOps executive scaling globally, or a Founder/CEO getting ready for that founding sales rep, Revenue Operations is designed to help you start taking those small steps to do it the right way.