Scaling a company isn’t just about increasing revenue—it’s about ensuring every team, process, and decision is aligned to drive sustainable growth. According to Noah Marks, SVP and Head of Commercial Strategy and Operations, that’s where RevOps comes in.
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RevOps is the function that bridges the gaps between sales, customer success, marketing, and finance to make sure everyone is working toward the same goals with the correct data and insights. Without this alignment, businesses risk inefficiencies, missed opportunities, and friction between departments that should be working in sync.
During this episode of Go To Market with Dr. Amy Cook, Noah explains how a well-run RevOps function doesn’t just respond to challenges; it anticipates them, equipping teams with the tools and knowledge to navigate complexity effectively.
A RevOps team must be structured with intention to make this work. It typically consists of three core pillars that ensure the company isn’t just growing—but growing with purpose.
Here are some interview highlights:
Amy: How do you see the RevOps role?
Noah: My foremost responsibility is to help the entire company scale. Some people on my team are aligned to sales, customer success, or other parts of the business, but my role is to help tie it all together. What am I seeing across those points? Do I need to elevate and share with my peers at the company?
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We’re seeing all these different components moving, but is there some opportunity we’re seeing as a result of this? I spend a lot of time going through tactical, more operational, logical arguments and having those discussions with my team to hear what’s happening on their front. We think through the logic so they can be better prepared when encountering these issues.
Amy: How does an effective RevOps team operate? What does it look like?
Noah: I think about the strategy and Ops world in three buckets. One is strategy-related business partners. These folks are aligned with business leaders in the company. Then, some folks are more systems-process-technology-oriented, which is more holistic. Thirdly, there’s an analytics bucket of people focused on what’s happening with the trends and data sets, and they are digging in to understand what’s happening. Those three areas make the strategy part successful, with the business partners advising on what we should be doing about the business’s health and how we can hit or exceed our targets.
Listen to the full interview here.
