RevOps Is Your Pit Crew, Not Your Reporting Department
In this episode of DisrupTV, hosts Vala Afshar and R “Ray” Wang sit down with Fullcast co-founders Ryan Westwood and Dr. Amy Osmond Cook to talk about the real role of RevOps in the AI era. They break down why RevOps is the company’s pit crew, how alignment unlocks better decisions, and why transparency (not more tools) is the foundation for leveraging AI. Their segment runs through the first 30 minutes of the episode.
Most GTM teams are hyped about AI. Then they realize it added three new dashboards and exactly zero clear decisions.
On DisrupTV, Fullcast co-founders Ryan Westwood and Dr. Amy Osmond Cook made a simple point that cuts through the noise:
If your company is not aligned, transparent, and honest about the data, AI just speeds up the chaos.
That is where RevOps comes in.
RevOps Is the Pit Crew, Not the Driver
Amy uses an analogy that every F1 fan gets instantly. The driver gets the spotlight. The pit crew decides who wins.
That is RevOps.
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Sales, marketing, CS, and product are in the car.
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RevOps is the team that keeps the engine together, the tires fresh, and the strategy consistent lap after lap.
Companies with a real RevOps function grow faster and survive more shocks. Not because they bought a “RevOps platform,” but because someone owns the system that turns leads, accounts, territories, and targets into a coherent plan.
Most companies skip that part and hope a forecast spreadsheet will save them.
Alignment and Transparency Before AI
When the hosts asked Ryan how AI will change RevOps, he did not start with models or copilots. He started with culture.
If your company…
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Hides performance inside executive meetings,
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Keeps RevOps begging for access to data and leaders,
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And treats RevOps like a reporting service for the CRO,
…then AI will not fix you. It will just help you make bad decisions faster.
At Fullcast, Ryan took the executive meeting and opened it up. They call it the open management meeting. Anyone in the company can see the same numbers and hear the same conversation.
That is the precondition for strategic RevOps. You cannot ask someone to own the revenue engine and then keep them in the dark.
RevOps is a Way to Run the Entire Company
Amy comes at this from an organizational theory background. Her take is blunt: the old bureaucratic model was built for the industrial era. Clear hierarchies, rigid org charts, predictable outputs. It worked when markets moved slowly.
Digital and AI blew that up.
You can’t run a modern GTM engine with 1990s internal plumbing and expect clean, predictable growth. RevOps is not “better sales ops.” It is an entirely different model for how the company runs:
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Centralized data, not centralized power
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Shared revenue view, not side deals between departments
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One system from plan to execution to customer experience
This is why reporting lines are shifting. For years, RevOps sat under the CRO. Now you see CEOs, COOs, and CFOs pulling the function closer.
Once you realize RevOps touches pricing, planning, targets, territories, commissions, and customer experience, it stops looking like “a sales thing.”
It looks like how the business actually works.
Data: Everyone’s Favorite Nightmare
Ask a RevOps leader how they feel about the data in their CRM. You’ll soon realize that you aren’t listening to a love story.
Manual entry. Old records. Conflicting fields. Enrichment that went stale last quarter. But those same systems are supposed to power “AI-driven” decisions.
Here is the real progression most companies want but rarely achieve:
1. Describe what happened
2. Explain why it happened
3. Predict what will happen next
4. Recommend what to do now
Most teams are still fighting at step one. You can’t skip to step four and call it “agentic.” The models might be advanced, but the inputs are still messy.
This is part of the logic behind Fullcast acquiring Copy.ai. They already had a Ferrari level SPM platform. The missing layer was an AI-first go to market brain that could sit on top of clean data and turn it into actual actions, not just charts.
Pipes first. Then copilots.
What CEOs Keep Getting Wrong about RevOps
Amy talked about working inside a large enterprise as a RevOps practitioner. It took six months just to get finance, sales, operations, and leadership into a regular cadence around the same revenue conversation.
Not because the math was hard. Because the definition of RevOps was fuzzy.
A few common misses:
1. “RevOps is admin in a nicer hoodie.” If the job is pulling reports, fixing dashboards, and updating territories that someone else designed, that is not RevOps. That is cleanup.
2. “RevOps sits at the end of the process.” Real RevOps is involved before you launch the campaign, hire the reps, or push the new product.
Waiting until quarter end and then asking “what went wrong” is too late.
3. “RevOps will fix our customer experience after the fact.” Amy has seen consultants try to “fix the customer journey” while the front end is still completely misaligned.
It never works. If sales, marketing, and CS are not operating off the same model, the customer feels the seams.
Underneath all of this is one CEO decision: Will you treat RevOps as a strategic owner of the revenue system or as a convenience layer that feeds the leadership team numbers?
You don’t get both.
So What Should RevOps Actually Be Measured on?
It’s tempting to say “forecast accuracy” and call it a day. That is part of it but not the north star.
When RevOps is working, you see it in a few places:
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New products launch cleanly and scale instead of dying in a tangle of routing issues and confused comp plans.
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Top line and bottom line both improve, not just one at the expense of the other.
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Market value grows because the revenue engine feels predictable, not random.
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Customers experience a coherent relationship, not five departments pretending to be one company.
Forecast accuracy, pipeline hygiene, NRR, CAC payback periods, all of those are signals.
The job is bigger than any one metric. RevOps exists to make sure your revenue engine behaves like a system, not a collection of local optimizations.
The Uncomfortable Question
Executives love to say, “Our RevOps team is strategic.”
Here is a better test: if your RevOps leader disappeared tomorrow, would the company lose:
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A reporting function
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Or its pit crew
If it is the first, AI will not change much for you.
If it is the second, you already know why Ryan and Amy are betting the future of Fullcast on RevOps sitting at the center of AI, alignment, and growth.
