Withย 75% of companiesย among the world’s highest-growth businesses deploying revenue operations this year, RevOps has officially moved from the back office to the boardroom. The RevOps leader is no longer a tactical helper. They are a strategic driver of predictable growth.
Great RevOps goes beyond dashboards. True expertise means designing the go-to-market plan end to end and putting systems in place so the plan actually happens, every day.
Even brilliant leaders get held back by manual work. The path forward is to give teams the leverage to build a scalable revenue engine.
What Does a RevOps Expert Actuallyย Do?
RevOps experts design the revenue system and keep it running consistently so the business can grow on purpose.
A true RevOps expert works far beyond reactive reporting. They design and enforce simple, repeatable ways of working that create predictable revenue. Their scope is broad, and they are accountable for how the go-to-market process fits together and runs as one.
A modern RevOps expertโs domain covers four critical areas:
- Go-to-market strategy and planning: They architect the revenue plan, design territories, set equitable quotas, and align sales capacity with company goals.
- Process optimization and enforcement: They build, automate, and manage rules of engagement for the entire revenue team, from lead routing to deal progression, to ensure consistency and efficiency.
- Technology and systems management: They own the revenue tech stack, make sure systems are integrated, and keep a single source of truth for planning, execution, and reporting.
- Data governance and insights: They ensure data is clean, accessible, and reliable. This includes overseeingย Data Governanceย and turning raw numbers into insights that fuel accurate forecasts and confident decisions.
The 4 Hallmarks of an Elite RevOps Leader
The best RevOps leaders act like owners of the revenue system, using data and process to guide the business, not just report on it.
Beyond specific tasks, what truly defines an expert is their mindset. Elite RevOps leaders share core principles that elevate them from tactical operators to strategic business partners. They think differently about their role and its impact on growth.
1. They Are Strategic Architects
An operator executes a plan handed to them. An expert designs the plan itself. Elite RevOps leaders think about long-term scalability and build GTM models that can adapt to market shifts and company growth.
They are theย Strategic Architectsย who ensure the revenue engine is built to last.
2. They Are Proactive Forecasters
Reporting on past performance is a baseline. True experts use data to predict future outcomes and guide the business toward its goals.
While more than 80% of businesses are still in a developing orย evolving phaseย of RevOps maturity, the most advanced leaders are already using predictive analytics to spot risks and opportunities before they hit the bottom line.
3. They Are System Builders, Not Manual Fixers
Constantly fixing one-off problems is a sign of a broken system. An expert focuses on buildingย automated, scalable systemsย that prevent issues from occurring in the first place. Their goal is to automate the mundane so they can focus on strategic initiatives that drive growth.
4. They Are Change Agents, Not Just Stewards
A steward maintains the status quo, while a RevOps expert guides the organization through GTM transformations, market expansions, and economic uncertainty. They possess the vision and operational know-how to turn strategy into execution, making them invaluableย Change Agentsย during periods of high pressure.
When Great Strategy Meets Chaos
Great plans fail when RevOps teams are stuck in spreadsheets and handoffs instead of running a connected system.
Here is the critical challenge. Even the most brilliant RevOps expert cannot succeed if they are crippled by inadequate tools. A visionary GTM plan quickly unravels when people rely on disconnected spreadsheets, broken lead routing, and data silos between the CRM and incentive compensation tools.
This disconnect between planning and reality is why so many companies struggle. Ourย 2025 Benchmarks Reportย shows a massive gap between planning and performance, with 77% of sellers missing quota. It proves that well-intentioned plans fail when the tools and processes cannot support them.
Even the best RevOps experts are rendered ineffective when they spend their time manually managing complexity instead of architecting for growth.
Learn from the Best: 22 RevOps Weight in with Advice
1. Jared Robin: Cofounder of RevGenius
I walk daily, at least 10,000 steps. But to stay on top of the game, find a mentor who challenges you to think differently. Explore new ideas.ย
2. Karthi Ratnam: Cofounder, Audience Haus
I like to champion people, so I attend a lot of events. Itโs a great way to hear peopleโs stories and find ways to help them.ย
3. Saket Kapoor: Strategy, Business Development, and Operations Leader
I spent a lot of time on LinkedIn, connecting with true subject matter experts. I like to stay on top of their content and build relationships. I try to have at least three conversations with RevOps practitioners, learn about their challenges within their organizations, and share what Iโve learned that may help.ย
4. Balaji Krish: ย SVP of Global Strategy and Ops
Donโt spend all of your time in your ivory tower. Work WITH your team. Cross-connect with people, especially your AEs, and reach out to the younger team members.ย
5. Steve Settle: Senior Director, Sales & Customer Success Strategy, Programs and Analytics
I am constantly monitoring my teams for any challenges. What is top-of-mind for them? Make the effort to understand the industry through different mediums.ย
6. Tyler Morrow: AVP Enterprise Sales, GTM Expert
Make sure you take care of yourself. You need to know when youโre on your A game, and you need to know when youโre stuck on your B or C game. People have perceptions when you are happy or not in a good mood. If I can manage that and show up for my team the way they need me to show up, thatโs doing what I can to always stay on top of my game and always be successful.
7. Prasad Varahabhatla: Expert in GTM Strategy and Transformation, Revenue Operations Leadershipย
I listen to podcasts. Iโve also become interested in Intentional Philosophy. I learn from studying Socrates, Plato, Stoicism, like Marcus Aurelius and Seneca.ย
8. Oscar Armas-Luy: VP in RevOps
I love podcasts when Iโm on the go or doing stuff around the house. But there are other times when I love reading books and blog posts, publications, and videos. I really enjoyed reading Revenue Architecture from the folks over at Winning By Design. Thatโs a book I feel like you could spend a lifetime going through.ย
9. Louis Poulin: CRO, COO, AI Innovator Driving Revenue Growth and Optimization
Itโs a combination of things. I try to stay up in the industry through conferences and networking with other RevOps and business operations leaders. I read as much as I can. I really enjoyed Creativity Inc., about the Pixar story.ย
10. Erik Charles: Advisor for Scaling Startups, Expert in Sales Enablement & Performance
I go to a variety of conferences. I read constantly on the subject. I work with a lot of academics since Iโm doing some research and pursuing a PhD on the side.ย
11. Clay Blanchard: Vice President, Sales Operations
I believe in diet, exercise, and meditation. I think itโs important to find something that supports wellness and allows you to pause and reflect.
12. Whitney Merrill: VP Sales & Revenue Operations
Always stay connected with sales. Sit in on a customer call at least once per month.ย
13. Noah Marks: SVP & Head of Commercial Strategy and Operations
My work overseas creates weird hours, but I enjoy walking a mile or two with my dogs first thing in the morning, and then I can sort out what happened overnight. When I decide to go on vacation, I communicate with my team about my plans. Taking time off should be a major part of the work culture. I want to make it clear that I expect them to take time off every quarter to reset and relax.ย
14. Brennan Petar: SaaS executive, GTM and RevOps advisor
Itโs really important to take time for yourself. Brennan learned that lesson the hard way a couple of years ago. Itโs important to eat well, stay hydrated, and exercise. Then fill your mind with healthy things too. I like to stay current on whatโs happening in business through reading and networking. Plugging into others really refuels and recharges you because new ideas surface, and you can take opportunities to see new perspectives holistically.
15. Andrew Conley: GTM Leader and Advisor
Professionally, well-structured sales ops and an adequate pipeline do wonders to reduce stress. On a personal level, I like to hike and mountain bike. Lately, I start every day with a cold plunge. In three minutes, in a cold plunge, your body gets so intense for those three minutes, and then when you get out you get this rush of endorphins and you feel so happy! Itโs a super destressor.ย
16. Katerina Ostrovsky: VP of Revenue Operationsย
Stay in touch with your community. I attend a lot of revenue operations events. I make sure that I network within my community via Slack and LinkedIn groups. I am always curious about peopleโs challenges and how they overcame them.ย
17. Mari Manglaras: VP Ops, Data, GTM
I take every opportunity to learn through networking, online groups, and by earning certifications.
18. Rob Levey: GTM Leader, RevOps Advisorย
Iโve become a scholar on tech innovation because I see the impact tech has on RevOps. And I love to play field hockey.ย
19. Nick Robin: VP of Revenue Operations, GTM Leader and Advisor
I am a very big believer in having peers and mentors and folks that you can call on to kick around ideas. I think one of the fun things about revenue operations and where itโs going is how you can bring all this together and explore how to build. Networking.ย
20. Lonny Sternberg: Revenue Operations Leader and Advisorย
I enjoy virtual coffee chats where I can collaborate on new things Iโve read or learned recently. Itโs an opportunity to elevate everyone with new ideas.ย
21. Doug Topken: Head of Global CRM & Customer Dataย
Always try to maintain a mental and physical balance. But be curious. Ask questions. Learn from colleagues and people both inside and outside the company. I read when I can, and I spend as much time as possible outdoors. I always come back inside with a clearer mindโlike a blank whiteboard that I can start filling with new ideas again.ย
22. Olga Traskova: VP of Revenue Operationsย
I focus on work/life blending instead of balance. But find what makes you happy! To reduce stress, I picked up dancing during COVID, and Iโve been dancing six days a week ever since.ย
Final Thoughts
Whether itโs walking 10,000 steps, diving into philosophy, networking with peers, or prioritizing time off, they all recognize that personal well-being fuels professional excellence. The takeaway? High performance isnโt just about strategy and executionโitโs about investing in yourself. Now, the question is: How will you level up?
FAQ
1. What is Revenue Operations and why does it matter for growth?
Revenue Operations (RevOps) is a strategic business function that aligns a company’s sales, marketing, and customer service departments to drive efficiency andย predictable revenue growth. By breaking down internal silos, RevOps creates a single, unified view of the customer journey.
This holistic approach matters because it transforms go-to-market teams from disconnected units into a cohesive revenue engine. Instead of operating with separate goals and data, all teams work from a single source of truth. This alignment improves forecasting accuracy, shortens the sales cycle, and ensures that allย go-to-market strategy, processes, and technology are optimized for peak business performance.
2. What are the core responsibilities of a modern RevOps expert?
A modern RevOps expert is a strategic partner to the business, focused on building a scalable and predictable revenue engine. Their work is proactive, centered on designing systems for success rather than just reacting to problems. Their core responsibilities fall into four key areas:
- Go-to-Market Strategy:ย Designing and implementing territory plans, compensation models, and rules of engagement that align with corporate goals.
- Process Optimization:ย Streamlining and automating cross-functional workflows, such as lead handoffs and quoting, to increase speed and reduce friction.
- Technology Management:ย Evaluating, implementing, and managing the entire revenue technology stack to ensure tools are integrated and driving value.
- Data Governance:ย Establishing and enforcing data quality standards to provide a single source of truth for analytics and decision-making.
3. What makes a great RevOps leader?
Great RevOps leaders are more than just tactical operators; they are strategic architects who build the foundation for scalable growth. They possess a unique blend of analytical skill, business acumen, and change management expertise. Top RevOps leaders distinguish themselves by acting as:
- Strategic Architectsย who design resilient, scalable systems.
- Proactive Forecastersย who use data to anticipate market shifts and identify growth opportunities.
- System Buildersย who leverage technology to automate repetitive work and free up teams for high-value activities.
- Change Agentsย who can effectively drive organizational transformation and ensure new processes are adopted across the company.
They focus on strategic initiatives that drive long-term growth rather than getting stuck in day-to-day tactical execution.
4. Why do manual processes undermine even the best RevOps strategies?
Manual processes and disconnected tools create a critical gap between strategic planning and real-world execution. This gap makes even the most skilled RevOps leaders ineffective. When teams rely on spreadsheets and manual data entry, they introduce the risk of human error, createย data silos, and waste countless hours on low-value administrative work.
This operational drag means strategic plans fail to translate into results. For example, a brilliant territory plan is useless if it takes weeks to implement in the CRM. When RevOps teams spend their time manually managing complexity instead ofย architecting for growth, sales performance suffers and agility is lost.
5. How does a unified Revenue Command Center solve RevOps challenges?
A Revenue Command Center is a centralized platform that solves core RevOps challenges by directlyย connecting planning to execution. It overcomes the limitations of manual processes by consolidating disparate tools and automating complex, repetitive work. This allows RevOps teams to stop managing spreadsheets and start managing the business.
By providing a single pane of glass for go-to-market planning, management, and optimization, a Revenue Command Center ensuresย strategy translates into measurable results. It gives leaders the agility to adapt sales territories, compensation plans, and other GTM motions in near real-time as market conditions change, keeping the entire revenue engine aligned with corporate priorities.
6. Why can’t you just hire one expert to solve your RevOps problems?
While a talented RevOps leader is essential, true RevOps maturity is built through a powerful combination ofย strategic talent and the right technology. A single person, no matter how skilled, has limited bandwidth and cannot manually manage the immense complexity of a modern go-to-market engine.
Without the proper tools to automate mundane tasks like data hygiene, lead routing, and territory management, even the most brilliant RevOps professional will be stuck in a cycle of reactive, manual work. Technology acts as a force multiplier, empowering that expert to focus on high-impact strategic initiatives instead of getting bogged down in administrative firefighting.
7. What happens when RevOps can adapt GTM plans quickly?
When RevOps has the right platform to adapt go-to-market plans in minutes instead of months, the entire business becomes more agile and resilient. This capability is a significant competitive advantage in a fast-moving market. Companies can instantlyย respond to market shifts, such as a new competitor or changing economic conditions.
They can also react seamlessly to internal changes like headcount adjustments or strategic pivots without disrupting sales momentum. This tightย alignment between strategy and executionย ensures that sales territories are always balanced, resources are deployed effectively, and the company can capitalize on new opportunities faster, driving both top-line growth and higher profitability.
8. How does automation elevate the entire RevOps function?
Automation is the key that unlocks the strategic potential of Revenue Operations. It elevates the function by freeing skilled professionals from the burden ofย repetitive, mundane tasks, such as managing complex crediting rules or manually updating CRM records.
When the right technology handles this routine complexity, the entire RevOps team can shift its focus from reactive firefighting to proactive system design and optimization. Instead of spending their days fixing broken processes, they can concentrate on high-valueย strategic initiatives that drive growth. This includes refining the GTM strategy, improving forecast accuracy, and designing scalable processes that will support the company’s future ambitions.
We asked top RevOps and Go-to-Market leaders how they stay at the top of their game. Their responses show that they outmaneuver challenges, drive sustainable growth, and lead with clarity by investing in mental resilience, physical health, and personal well-being. We can, too.ย
