How Can I Avoid Having Dirty Data?

Hi Joe,

I keep hearing about the cost and risk of having dirty data in your MOPs systems, but I’m not quite sure how to check if my company’s data is up to snuff. Do you have any advice for how to root out dirty data and how to prevent it from happening? 

Thanks,

Data-driven Dave

 

 

This is a great question, Dave—and one we should all be talking about. 

Let me start by making sure we’re on the same page around what dirty (or rogue) data is. The short version is that dirty data is any data that has erroneous information in it. The slightly longer version is that there are different types of dirty data, including duplicates, errors and typos, outdated information, prospects that don’t align with your target persona, and incomplete entries (e.g. without an email address).

For example, you could have an entry that’s from someone who no longer works at the company they did when they downloaded your ebook—so any email that goes to them would bounce back. Alternatively, you could have an entry that wasn’t typed in properly, and has “.con” instead of “.com” on their email address. Another thing that happens all the time is duplicate (or triplicate) entries. I’ve worked with companies that had thousands of duplicates in their database, and that’s not sustainable or practical. 

You’re right that having dirty data can be costly. One issue is email reputation. If you’re sending marketing emails to people who shouldn’t be in your database, for instance, and they mark your email as spam, that counts as a ding against your email sender reputation. This is a measure that’s taken by internet service providers to determine whether they deliver your emails to the inboxes of the people on their network. The lower your score, the lower the chance that you reach your audience when you need to — and it can be really hard to recover from a low score. 

Managing dirty data can also be expensive. Some martech databases will charge per the number of entries in your database. For the companies that have thousands of duplicates, that can mean that they’re spending way more than they should—which isn’t great. (The costs also add up when you have to spend on tools that clean that data.) Having that many duplicates also gives you a false understanding of how many people are actually in your audience, leading you to make decisions that don’t necessarily make sense for your business. 

 

So, how do you stay ahead of dirty data? Here are my suggestions. 

 

  1. Build habits into your processes

Every six to 12 months, you should be performing checks on your database to identify and remove any dirty data. Beyond just looking for duplicates and errors, this requires a concerted effort to identify the people that no longer fit within your target persona—as well as those that haven’t engaged with your content for a particular period of time. 

 

  1. Take proactive steps

Dealing with dirty data shouldn’t just be a remedial approach; there are also things you can do to avoid creating those errors in the first place. When it comes to duplicates for instance, they tend to happen when teams import lists from multiple sources (e.g. Marketo and Salesforce) without checking for repeat entries. As such, if you’re importing data, make sure there’s a check in place to flag duplicates. You should also perform a cleanup of any list (e.g. to check if there’s a missing email address) before it gets migrated. Lastly, building a process to identify and delete common bogus email addresses (like test@test.com or abc@xyz.com) can also help you keep your data clean.

 

  1. Normalize your data

You’ve probably seen that some companies and teams use full country names (like Canada), while others use country codes (like CA). To keep your data clean, the best thing you can do is normalize your entries so that there aren’t any discrepancies in your data set. 

These might sound like small changes, but they’re important ones. Trust me, once you start doing these things, you’ll be able to have a lot more trust in your data.

 

You’ve got this, 

Joe Pulse

How Do I Manage New Requests From My Boss?

Hi Joe,

My boss just reached out and wants us to try out a new project that we’ve never done before. I’ve never even heard of some of the things she’s talking about. I told her that I’d look into it, but I’m not sure where to start. Do you have any suggestions?

Thanks,

Clueless Corey

 

 

Hi, Corey, you’ve come to the right place. 

First off, telling your boss you’d look into it is a great first step. It shows initiative and that you’re ready to find a way to make it work for your team. So many people worry about not having the answer right away, and they end up saying “yes” to things they can’t actually accomplish, or “no” to things that might actually make a positive difference. The fact that you’ve given yourself the time to research the feasibility is great. Nice job.

Second, there are two main things you’re going to have to do before you get back to your boss. The first is figuring out what the ask actually is and how it’s typically addressed. Once you’ve done that, you then have to map out the scope for the project, while also understanding the value that will come from implementing it. Let’s dive into these two things a little more.

 

Understand the ask

A big part of what your boss (and their boss) is going to want to know is how much money, time, and resources the project is going to cost. But before you can even map out the scope of the project, you need to have a clear picture of how you’re actually going to execute it. Here are some ways to go about that. 

 

  • Tap into your network. The truth is, it’s unlikely that this is the first time someone is looking into this project. The marketing ops community has tons of people that are willing to share their experiences and answer questions — so ask.
  • Check out relevant forums. There is a rich collection of forums on various marketing automation topics — you’ve probably already used them to answer questions before. Revisit these and post your questions so members can answer. 
  • See if there’s a company dedicated to this particular issue. A lot of companies in the marketing automation space started out trying to solve a particular issue. Take Knak, our sister company, they exist in part because they realized that Marketo didn’t have robust email editing capabilities, and they wanted to give marketers more freedom to design emails. There might be another company out there that’s built around helping marketers execute the type of project you want to run.

 

Figure out the scope

Once you know what the project will look like, then you can assess how much it will cost. This will go beyond the price tag of a new tool: you also have to consider how many people will need to be involved and for how long, and whether it makes more sense to bring in a consultant. On the flip side, you should also consider the value the project will bring to your team. How much time will it save? How many new leads will it generate? 

This may be the point where you realize that the project isn’t actually feasible or sensible for your team. Don’t be afraid to say that to your boss. As long as you can show that there’s a good reason for it, and that you’re looking out for the best interests of the company, they’ll understand a “no”.

That all said, don’t let finances or the fact that a project seems to “make sense” for your business be the only factors that guide your decision making. Sometimes, it’s the projects that look banal on the outside that end up making the most impact in the long run. Maybe everything works fine as it is, but it’s worth experimenting and fostering a culture of innovation and iteration within your team. That way, you can avoid becoming complacent and instead position yourselves as leaders within the space. 

 

You’ve got this, 

Joe Pulse

Should I Join a Remote MOPs Team?

Hi Jo,

I’m in the market for a new job, and so many of the MOPs positions out there are for remote-first or international teams. To be honest, I’m wary of joining a team where I don’t get to meet up with people in person (I haven’t had the best experience working remotely during the pandemic) and I’m not sure I have the bandwidth to onboard into a brand new company from afar. Am I making too big a deal out of this?

Thanks,

Fretting Frankie

 

 

Hey, Frankie. First things first: your job is a big deal, and you’re more than allowed to ask these questions as you try to find the right one. 

 

Looking at your question, I’m hearing you say that you don’t think remote work is the right fit for you. Have you ever stopped to ask yourself why that might be? 

 

For generations, we’ve been conditioned to believe that we can only be productive in the office, surrounded by our colleagues. But is that really true? For me, the fact that I can more easily weave in and out of my work and home lives makes me much more productive in both areas. If I ever get five minutes between meetings, I can put on a load of laundry instead of just waiting around at my desk. 

 

Another concern might be the social aspect—and I hear you. It can be hard to imagine how you replace casual water-cooler conversations with text on a screen, but just because it’s different doesn’t mean it isn’t effective. Slack and all its various integrations (does anyone else use the giphy randomizer?) make it easy to communicate your insights, share style of humor, and meet new people on other teams. Every day, I see people take advantage of these tools to build relationships both within and outside the professional setting. Not only that, joining a remote team helps you expand your network outside your region. That’s particularly valuable for the marketing operations industry, which has such widespread expertise.

 

Now, if you’re someone who just can’t imagine working at home because you live in a small apartment with your very loud roommate, who also works from home, that shouldn’t stop you from looking at remote positions. Companies taking a remote-first approach are really looking for the best possible candidates, and if that means providing a stipend so that you can rent a small office, I’m sure they’ll find a way to make that happen. We’re in an unprecedented time in the workforce, and you should never be afraid to ask for what you need to have an optimal work experience. 

 

Another important thing to remember is that your aversion to remote work might be based on working with your current employer, who had to scramble to figure out remote work during the pandemic. For a lot of companies, the shift to remote work was messy (at best) and it left a lot of people disillusioned with the idea of joining decentralized teams. Consider this: leaders today have spent a lot more time thinking through what they can do to empower their distributed teams, supporting them with the right tools, policies, and processes. Don’t let that one experience put you off from testing out something different.

 

You may be saying to yourself “OK, you’ve addressed a lot of my concerns, but am I equipped to join a new team remotely?” I think you are. The skills you need to succeed in a remote team are the same ones you need to be a good MOPs professional: proactivity, accountability, problem solving, and good communication. As long as you’re able to proactively think about solutions to any problems that might arise, and communicate those solutions effectively, you’re golden. 

 

You’ve got this, 

Jo Pulse

How Do I Help My Parents Understand What I Do for a Living?

Hi Joe,

I’m not sure if this happens to you, but every time I try to talk to my parents about what it is I do in marketing ops, I get nowhere. Regardless of how I describe it to them, they always seem to walk away from the conversation with more questions than they started with. Do you have any suggestions for how to make it easier to understand?

Thanks,
Tired Tim

 

Tim, don’t worry, we’ve all been there. 

 

I can’t tell you how many times I’ve been in a conversation with a friend or family member where I start telling them about my job while secretly wishing that they’ll say something like “Oh, marketing operations! Yeah, I’ve heard about that.” It just doesn’t happen. Instead, I either get to watch their eyes glaze over as I dive into why marketing ops isn’t the same as marketing, or spend way too much time answering questions until they finally have a sense of what it is I do. Neither is particularly fun. 

 

With many of these conversations under my belt, I’ve managed to come up with a handful of strategies that seem to do the trick. Try them out and let me know how they work out for you.

 

  1. Keep it simple

Marketing operations is inherently a hard thing to describe—particularly to people who don’t have much exposure to this space. The fact that it’s a relatively new function, that it’s embedded in technology, and that it has so many moving parts makes it pretty hard to grasp at a surface level. That’s why I suggest keeping your descriptions as simple as possible. 

 

  • Avoid using jargon that might raise more questions. Remember, marketing ops is practically a different language, so you’ll need to use words that make sense to the person you’re talking to.
  • Try not to get too deep in the weeds. The more detailed you get, the more things you’re going to have to explain. 
  • Connect the dots between what you do and other business functions. If you tell people that you organize information, do the work to understand customers, and manage things on the back-end, they’ll be able to paint a clearer picture for themselves. 

 

With this in mind, I tend to say something like “I manage the software that allows companies to run their marketing.” Simple, yet comprehensive. 

 

  1. Use a metaphor

Another thing you can do is use a metaphor that makes marketing operations more relatable to what they know. Here’s one that’s worked quite well for me. 

 

Marketing operations professionals are like the mechanics of the marketing world. Think about a factory line, for instance. The line is producing the different marketing materials (e.g. content and design) and there are machines (i.e. marketing automation software) that support that production. Those machines then need mechanics that set them up and fix them when they’re not operating properly. That’s what I do. 

 

  1. If all else fails, stop trying

It’s always great if you can talk about your job with your friends and family, but at the end of the day, it’s OK if they don’t fully get it. The only thing that’s truly important is that you know what your job is and that you love doing it. As long as you can showcase that, your loved ones will just be happy that you’re happy—and there’s not much better than that.

 

You’ve got this, 

Joe Pulse

How Can I Show My Leaders That MOPs Has More to Offer?

Hi Joe,

 

I love my job in marketing ops, but I constantly feel that my time is spent on tactical tasks and putting out fires rather than more strategic initiatives. I know I have a lot to offer, but unless we hire more people to run our marketing ops efforts, I’m not sure I’ll be able to share those insights. What are the conversations I need to have to ensure that MOPs is seen as more than just a tactical function and brought into the fold more strategically? 

 

Thanks,

Strategic Stacey

 

 

I have to tell you, Stacey, you’re not alone. It’s not unusual for marketing ops folks to be seen as doers rather than thinkers, and that’s not fair at all. As a MOPs professional—one that’s likely running the show on their own—you have a unique perspective on the organization and any gaps it might have. This means that you could add valuable insights that inform how your business moves forward, what tools to invest in, and who to hire. But that hardly matters if you don’t have the time and space to think about these things. 

 

I see this all the time. MOPs teams get stuck in a cycle where they’re constantly jumping from one executional task to another, and they don’t have the bandwidth to think about the future. So, what are the steps you can take to maximize your MOPs team’s efforts and showcase your strategic value? I’ve thought of three that you can consider. 

 

  1. Get buy-in from your manager 

If your direct lead isn’t a marketing ops professional, they might not realize all the ways you can add value. Start by getting them to approve a certain amount of time a week that you can spend on strategic thinking for your team. This time can be spent mapping out the future structure for MOPs at your organization, redesigning a process between MOPs and Sales that could be more efficient, or having conversations with other technology owners (e.g. Salesforce) to better learn how they integrate with your marketing automation tools. Once you have this space to think more strategically, you’ll be able to go to your lead with specific recommendations on how they can boost the role of operations at the organization—and the resulting value of doing that. 

 

Here’s a tip for you as you take this on: don’t forget to delegate. A big part of showing that you’re ready to take on more strategic thinking is removing some of the more tactical elements from your plate and upskilling other members of your team to take them on. This leads me to my next point. 

 

  1. Make sure your MOPs team is the right size

For your MOPs team to really deliver on its potential, you need to have a team of people you can rely on. Beyond the standard daily tasks, there needs to be headroom for the times when things go wrong and for thinking about the future. Your day-to-day shouldn’t fill 100% of your team’s time. This is an important consideration that you should bring up when you’re talking to your leadership team.

 

I know this is a tough one. It can be hard to make the argument that things could be better when they’re already running well. After all, people don’t notice when MOPs is running properly, they only notice if it’s broken. But you shouldn’t let that stop you from having the conversation. Map out where your team is spending your time now—and then talk about where you could be spending it better to drive more value for the organization. That’ll get their attention.

 

  1. Set real metrics for MOPs

You know this, the performance metrics that your marketing and sales teams use aren’t the right way to evaluate MOPs performance. You need a specific set of metrics that are tailored to what your team is doing and how it truly provides value to the business. To get this right—and better show your value to the rest of the organization—take the time to collaborate with the teams you work with to set up a framework that makes sense. 

 

You’ve got this, 

Joe Pulse

Will I Offend Anyone if I Start Asking Questions?

Hi Jo,

 

I’ve been feeling a little isolated in my marketing ops role lately. It often feels like I’m left to my own devices, and I don’t always have visibility into what other teams are doing and how they’re doing it. I think there could be a lot of value in connecting the dots between marketing ops and marketing more, but I’m not sure how to best go about it. Will people get offended if I just start asking questions? 

 

Thanks,

Questioning Quinn

 

 

Hi, Quinn. You have no idea how much I resonate with how you’re feeling. When I first started in marketing ops, it was because I raised my hand to run Marketo at my company. Like you, I was pretty much left to my own devices—not even my boss knew what I was doing, really. 

 

It’s the unfortunate reality for a lot of MOPs professionals. Depending on the size of the business, a MOPs “team” might be a single person wearing way too many hats. Plus, if a company hasn’t figured out where MOPs lives yet, it may not even be clear if you report into Sales, Marketing, or RevOps—and the lines of communication with each of those teams might be tenuous, at best. 

 

With this amount of uncertainty in the role, it’s no wonder you have questions! My advice? Ask away. When you touch as many parts of the revenue production process as MOPs inevitably does, you need to have awareness and visibility into what other people are doing. Then, and only then, can your company truly optimize revenue. 

 

Not quite sure where to start? Don’t worry. Here are my three tips that should help you get the ball rolling. 

 

  1. Take initiative—with some help

Whether you’re new to the role or have been there a while, it’s always valuable to build relationships with people in other teams. That said, depending on your company’s culture, asking for their time or for more visibility into the work they’re doing might feel like you’re overstepping. If that’s the case, talk to your boss first. Talk them through why it’d be valuable for you to build these bridges, and ask for their support in making it happen. 

 

  1. Connect the dots between your systems

Most people that are in charge of a technology platform will understand that it’s worth talking about how their system and your system share data. For instance, if you’re running Marketo, set up a chat with the Salesforce admin at your company. By sharing knowledge around each platform, you’ll be able to collaboratively identify any redundancies, and if there’s a task that can be better done with one platform versus the other. 

 

  1. Set the standard for collaboration

If teams operate in silos, it’s because they don’t know not to. If you start talking to people and making it a normal activity to share information and collaborate, then others are more likely to see the value and follow that behavior. From one MOPs professional to another, I’m sure you’re a proactive individual. So I know you won’t shy away from reshaping how your teams talk to each other.

 

Trust me, you only stand to win. Even if nothing changes and you still have issues getting the right information from other teams, you’ll have shown initiative and added some skills to your tool belt—and that will look really nice on your resume when the time comes to move up or move on.

 

You’ve got this, 

 

Jo Pulse

Does It Make Sense to Build an International MOPs Team?

Hi Jo,

 

I’ve been trying to decide whether I should take a different approach to hiring for our MOPs team. Having talked to some of my recruiter friends, it seems like the trend is to take a remote first and international approach. Does that make sense? 

 

Thanks,

Hiring Henry

 

 

Hi, Henry. Thanks for raising this question. The way I see it, you can’t afford not to make your MOPs team remote first. I know this may sound like a bold statement, but bear with me. 

 

With the global MOPs talent tool being as small as it is, there are some pretty big gaps between the number of people companies need to run marketing operations and the people available to take on the jobs. This means that as MOPs recruiters, we really need to think about how we can find, attract, and retain the right people — and a flexible, collaborative work environment can go a long way to achieving that. 

 

Why you should change your approach to hiring

The benefits of hiring a multi-location, remote-first team are many: 

    • A broader hiring pool so that you can better find the right people for the job
  • Access to better MOPs candidates, as many of the talented MOPs professionals in the space prefer to work remotely
  • Cost savings from hiring people that live in places with a lower cost of living 
  • More flexibility for your team as responsibilities and fires can be handed off across time zones

 

The truth is, MOPs roles can be performed entirely online, and that means you can track an employee’s performance regardless of whether they’re in the office or not. Plus, lots of professionals in this space prefer to have their own space to problem solve and optimize their marketing automation efforts. You need to be able to give them that option if you want them to accept your job offer. 

 

So, what does this look like in practice? 

Building a remote team may seem like a daunting task, I know — but it actually relies on many of the same best practices you’re already using to hire people. 

 

First off, take the time to think about how you communicate the role to people. Are you highlighting that it’s a remote opportunity? Have you thought about compensation and whether it’s dependent on the person’s location? Are you targeting people that live outside of your company’s headquarters? These are all things that will help you tell MOPs professionals that you’re open to building a team that makes sense to them.

 

Then, consider how you can set these people up for success. Are your current professional development and reporting structures appropriate for a remote-first environment? Do you have tactics for identifying the people who might be struggling and recognizing the people that are succeeding — even if they’re at a distance? Showing your team members that the company has their back in that way will encourage trust.

 

Another important thing is ensuring that your remote team is equipped with the right tools for collaboration and communication. Even if they prefer working remotely, people still appreciate having points of connection with their peers so that they can get the work done effectively — and build a strong team culture at the same time. Have you and your leaders thought about how you can standardize your company culture in both in-person and virtual instances? This will be an important consideration for many potential hires. 

 

Remember, recruitment isn’t just about getting people through the door, you also have to set them up for success. You can’t just hire people remotely, you have to be able to retain people remotely as well. I know this is a lot to think about — but you’ve got this. 

 

Jo Pulse

I Wish I Knew CSS—Should I Learn It?

Hi Joe,

 

I keep finding myself in situations where I wish I was proficient in CSS and HTML. Instead of waiting for one of our developers to change something in a form or a landing page, I wish I could just do it myself. As a MOPs professional, do you think it’s worth learning these basic programming skills? 

 

Thanks,

Technically-Inclined Thomas

 

 

What a great question, Thomas. The short answer is: yes, it’s absolutely worth learning basic programming languages like HTML, CSS, and JavaScript. Now let me tell you why. 

 

When it comes to building a MOPs skillset, I’m a big proponent of learning as much as you can around the things that happen in MOPs. The reason? It’s a great way of building a comprehensive understanding of what’s happening and why at each stage of a process. This way, if something breaks you’ll be able to know why—and perhaps how to fix it, too.

 

Learning CSS and HTML specifically can do a lot to improve your standing as a MOPs professional and make you more efficient. Here are three ways that’s true:

 

  1. It reduces your reliance on IT

In most companies, since CSS documents are used to make changes to website colours, fonts, and other design elements, it’s usually owned by the IT or website maintenance team. So if you’re ever looking to implement a fancy form in a landing page, you’d likely be dependent on this team to make those changes for you. For big companies that have a lot of competing priorities for the website, this could mean a long wait time for a simple form. With enough CSS knowledge, you can make the changes yourself without requiring the help of another team. 

 

  1. It increases your technical knowledge 

Most people know that an engine powers a car and that if the car’s not working, it’s probably because there’s something wrong with the engine. But having a deeper understanding of how the engine itself works and the various components within it can be useful in uncovering the actual problem. The same is true with CSS and HTML. The more you know about these programming languages, the better positioned you are to take a look under the hood and find the issue that needs to be solved.  

 

The added bonus is that sense of satisfaction or fulfillment you get when you make an adjustment and it actually works the way you want it to. 

 

  1. It sets you apart

Having CSS knowledge—or even a certification—will be a big differentiator when you’re looking for your next role. MOPs recruiters understand the value of this skill set and they’ll be interested in bringing someone in that can reduce the time spent bringing something to life on the company website. 

 

These three benefits are just some of the ways that increasing your technical understanding can help you advance in your career. The best part? You can get started right now. There’s a wealth of materials out there for you to take advantage of and guide your own learning. For example, W3schools has free online tutorials with great examples and practical exercises to help you consolidate your knowledge. Other resources include Codeacademy, Udemy, and web.dev. You can leverage as much or as little as these options as you want to learn in the way that makes the most sense to you.

 

You’ve got this, 

 

Joe Pulse

Can I Re-engage Closed Lost Opportunities?

Hi Joe,

 

I’m curious: is there ever a time when it makes sense to reach out to closed lost opportunities? Our team just launched some new features, and it seems like a waste to not reach out to people that we’ve engaged with in the past. What do you think?

 

Thank you,

Intrigued Ivan

 

 

Ivan, you hit the nail on the head. 

 

Your marketing and sales teams put a lot of effort into acquiring leads and their contact information across various channels, and this isn’t an inexpensive process. Collecting all of that information, categorizing it, and maintaining those records takes time and resources. Ignoring a large segment of that data—even if they are closed leads—puts a big dent on the return on that investment. 

 

The main thing you have to remember when it comes to closed lost opportunities is that just because a prospect isn’t interested today, doesn’t mean they won’t need your product down the line. With that in mind, here are some processes and methodologies that you can build into your marketing operations that might help you make the most of these leads. 

 

Categorize your closed lost opportunities

There are a number of different reasons for why a prospect might drop out of the sales process. They may not need your product or service yet, they may be limited by their budget, or they may want a feature that you haven’t built yet. A good practice here is to sort these closed lost leads based on the constraint that’s stopping them from making a purchase. 

 

This way, once you have your subcategories, you create a customized re-engagement approach for each one. With more focused communications and programming, you’ll be able to reach your prospects in a more meaningful way—and that can go a long way towards closing the deal.

 

Recycle your leads thoughtfully and proactively

Another thing to think about as you bring these leads back into the fold is that you want them to have a net new experience with your brand. Basically, you don’t want them to end up in the same campaigns, reading the same materials and the same sales pitches that they didn’t respond to the first time around. Instead, make sure that the content and information they’re receiving is fresh and new (to them). 

 

On the marketing side, make sure the team knows how to treat these returning leads—they should have distinct nurture campaigns with content that’s focused on a recent product feature or the low-cost nature of the product. For sales, they need to know that a lead has been there before, why they dropped off, and what brought them back. This is all information that should be available to them on your CRM system.

 

Choose your re-engagement channels wisely

Today, your best bet for re-engaging a closed lost lead is via email. It’s way less intrusive than a phone call—does anyone even pick up the phone anymore?—and it will be familiar to someone who’s seen your name in their inbox before. The other good thing about email is that you can take a customized approach, incorporating insights from past engagements with this particular individual. 

 

On a more superficial level, you can also pair this with a paid media strategy, running social ads or search ads that reach people who have engaged with your brand without converting.

 

These are all things that will take some time to set up properly, but once you have them in place, you’ll be setting up your team to be both proactive and targeted as they reach out to old new leads. 

 

You’ve got this, 

 

Joe Pulse

I Need to Build a RevOps Function—Where Do I Start?

Hi Jo,

 

I’m hoping you can help me. My executives have just tasked me with building out the RevOps function at our company, and I’m not quite sure where to start. Should I be talking to my peers across Sales and Marketing? Or should I be doing a lot of external research? I’m not even sure that all of my colleagues know what RevOps is—and I really want to make sure they’re bought into the changes that will come down the line. 

What should I do first?

 

Thank you,

Directionless Dana 

 

 

 

Hi, Dana. This is really exciting! You’ve got the chance to define what RevOps looks like at your company and build out the capabilities that make the most sense for your teams. How cool is that? 

 

But you’re right, being successful will require a lot of thoughtful engagement and planning before you can make any changes. You checking in and asking for advice is already a great first step. To help you make the most of that momentum, here are three other things you can do to set a solid foundation for your RevOps team.

 

  1. Define RevOps

You mentioned that your executive team has tasked you with this initiative—but are you all on the same page when it comes to what RevOps is and what it looks like? Setting a definition that everyone can agree on will help ensure alignment and prevent any confusion (and headaches!) down the road. 

 

One definition you can use is that RevOps is a business function that’s built to maximize an organization’s revenue potential across the funnel. Instead of having your revenue operations capabilities live under Sales, Marketing, and Customer Success, you can have them operate as a single cohesive unit that has accountability throughout the full customer journey. This centralized approach helps build a culture that’s intentionally focused on operationalizing revenue—rather than having it be a byproduct of other important work.

 

Once you’ve defined RevOps within the context of your organization, you can move on to the next step in the planning process.

 

  1. Identify where your RevOps capabilities are—and where they aren’t

It’s more than likely that your company already has some revenue operations capabilities distributed across your Sales, Marketing, and Customer Success teams. Your job will be to take a look at these teams, identify where the work is happening, and create a roadmap for how those siloed functions can move into your new RevOps structure. 

 

This will also be an opportunity to build an understanding of how these tasks are completed currently. What tools are your teams using? Are two teams using different tools for the same tasks? How are your peers talking about revenue operations in each vertical? What data are they looking at and how are they using it to make decisions? With a clear picture of the current state, you’ll have an easier time mapping out the changes that need to happen to centralize your activities and align incentives across the board. 

 

  1. Build your RevOps network

Like with any big initiative that requires a lot of change, you’re going to need stakeholders on your side. My advice? Have one-on-one conversations with leaders across Sales, Marketing, and Customer Success to talk about the value of RevOps. Talk to them about what they’ll get out of this new team, and paint them a picture of what the organization could look like over the next one to five years. 

 

Don’t forget: this is a very strategic project you’re running. You’re reshaping how your company thinks about revenue and creating a resource for making the data you collect more impactful. So don’t be afraid to ask for help when you need it and have important conversations with other leaders at your organization. 

 

You’ve got this, 

 

Jo Pulse