Go-to-Market (GTM) strategies are in constant flux, forcing companies to adapt or fall behind. This puts the Revenue Operations function in the spotlight and raises a critical question for C-suites and RevOps leaders: Where should this function report to have the greatest impact?
For Jeremy Baras, a GTM executive search expert, Advisory Board Member at Fullcast, and Venture Partner at Republic, the debate has a clear winner. On the Go-to-Market Podcast (hosted by Dr. Amy Cook), he argues that the most effective revenue operations reportingย structure is one where RevOps is embedded directly within the revenue organization, reporting to the Chief Revenue Officer (CRO).
This alignment transforms RevOps from a support function into a strategic partner that designs the GTM engine, directly accelerating growth rather than merely tracking it. This article breaks down why the CRO reporting structure is superior, how RevOps leaders can thrive as strategic partners, and why the function is foundational to the future of GTM.
Why Reporting to the CRO Unlocks Growth Potential
When RevOps reports to the CRO, it moves from a reactive, siloed support role to a proactive, strategic driver of the entire GTM engine.
The debate over the idealย revenue operations reportingย structure often centers on two choices: the Chief Financial Officer (CFO) or the Chief Revenue Officer (CRO). While placing RevOps under finance may seem logical for budgetary oversight, it can inadvertently stifle the very growth it’s meant to support.
The Fragmentation Problem
When RevOps reports to the CFO, its primary focus naturally shifts toward financial levers and bottom-line profitability.
According to Jeremy Baras, this creates a significant disconnect from the GTM engine. “They probably have some blinders on relative to the actual growth objectives that the revenue org has,” he explains.
This structure can lead to fragmented strategies where operational decisions are made in a financial silo, isolated from the day-to-day realities of sales, marketing, and customer success.
This separation can also reinforce the outdated perception of RevOps as a source of “fuzzy math.” Instead of being a strategic partner in driving revenue, the function risks being sidelined, tasked with tracking numbers rather than shaping the strategy that produces them.
For RevOps to be truly effective, it cannot be an adjacent function; it must be embedded within the heart of the GTM organization.
Embedding RevOps Within the GTM Engine
The most effective RevOps functions are those deeply integrated with the revenue team. “The best, most functional RevOps relationships that I’ve seen is when those leaders report to the CRO,” Baras states. This structure positions RevOps as a strategic hub for the entire GTM team, ensuring seamless alignment across sales, marketing, and customer success.
When reporting to the CRO, RevOps is directly connected to critical growth initiatives, including:
- Forecasting and Planning:ย Ensuring sales forecasts are realistic and backed by solid data.
- Technology Adoption:ย Selecting and implementing tools that directly support revenue goals.
- Strategic GTM Shifts:ย Driving transformations like adopting a Product-Led Growth (PLG) motion to complement existing sales efforts.
In this model, the CRO acts as the visionary, setting ambitious growth targets. The RevOps leader then serves as the essential “reality check,” Baras notes.
They are tasked with taking that vision and ensuring it’s operationally feasible, using data and insights to build a clear path from goal to execution. This partnership is key to achievingย operational efficienciesย and maximizing revenue per head.
How CRO-Alignment Improves GTM Planning
Nowhere is the benefit of a CRO-aligned RevOps function more apparent than in GTM planning. When RevOps has a seat at the revenue leadership table, it can move from being a reactive data steward to a proactive architect of the GTM plan.
Instead of cleaning up messy territories or reconciling flawed quota models reactively, an embedded RevOps team designs and manages these systems from the beginning. This direct line to the CRO ensures that territory planning, capacity modeling, and quota setting are not just theoretical exercises but executable strategies grounded in data.
It’s this kind of alignment that allows companies like Collibraย to slash planning time by 30% and improve collaboration across the board.
How RevOps Can Lead as a Strategic Partner
The most effective RevOps leaders act as strategic partners, translating the CRO’s vision into an executable plan and building strong alliances across the C-suite.ย While the reporting structure is critical, a title or a line on an org chart alone does not guarantee influence. The most impactful RevOps leaders elevate their roles by acting as cross-functional strategic partners who drive alignment across the C-suite.
From Operator to Chief of Staff
The best RevOps leaders operate as a “chief of staff to the CRO,” according to Baras. This mindset transforms the role from a purely technical or systems-focused function into a strategic one.
The RevOps leader is not just managing Salesforce. They are responsible for ensuring the CRO’s vision is implemented effectively across the entire revenue organization.
This involves translating high-level strategy into actionable, data-driven plans and, crucially, getting agreement from other department leaders. A great RevOps leader knows how to build consensus and empower teams, a key reason why so many companies areย moving from siloed sales operations to a holistic RevOps approach.
Partnering Effectively With the C-Suite
Even when reporting to the CRO, a successful RevOps leader must build strong relationships with other key executives, particularly the CFO and CEO. Baras’s advice is simple: “Treat them as partners.”
While the CRO is the primary stakeholder for GTM execution, the CFO is a critical ally for ensuring financial health and efficient growth, and the CEO sets the overall business strategy. A savvy RevOps leader uses data to communicate with each stakeholder in their own language.
They can demonstrate to the CFO how a new GTM plan impacts the bottom line and show the CEO how operational changes align with long-term company goals. By providing hard data on performance, such as the insights found in theย 2025 GTM Benchmarks Report, RevOps can connect GTM execution with C-suite objectives.
Why RevOps Is a Foundational GTM Function
The need for a function that aligns GTM strategy with execution is permanent, ensuring RevOps remains a critical business function regardless of its name or the technology it uses.
As the GTM landscape continues to shift, some have questioned the longevity of Revenue Operations, suggesting the function might make itself obsolete. However, this view fundamentally misunderstands the core value of RevOps.
Debunking the Myth: RevOps Isn’t Working Itself Out of a Job
Baras is quick to dismiss the idea that RevOps is a temporary trend. “There’s always going to be a need for RevOps in some form or fashion at every company,” he asserts. “They may not call it RevOps,” but the fundamental need for a function that connects strategy, process, technology, and data is permanent for any company that wants to grow.
The core responsibilities of RevOps, such as enabling sales teams, implementing systems, and making data-driven decisions, are not going away.
Even as technology evolves, these skill sets will remain critical. Theย RevOps revolutionย is not about a title; it’s about a new, collaborative model for driving sustainable growth.
Using AI and Tech as Tools, Not Replacements
The rise of AI has fueled speculation about the automation of RevOps roles. However, Baras sees technology not as a replacement, but as an enabler. He notes that many companies want to adopt AI because it’s the latest trend, but they often lack a clear strategy for how it will drive business outcomes.
This is where RevOps leaders become more important than ever. They are the strategic thinkers who can identify where technology can genuinely improve efficiency. “AI [and] automation, they’re all just tools,” Baras says. “They’re tools that help people work smarter, better, faster. But you need people to still do the work and lead the work and drive the strategy.” Trueย RevOps efficiencyย comes from leveraging technology intelligently, guided by human oversight and strategic direction.
Final Thoughts
The organizational chart is just the beginning. Placing RevOps under the CRO provides the right structure, but the function’s true value is realized when its leaders step up as strategic partners. The future of GTM belongs to companies that don’t just track revenue but intelligently design the engine that creates it.
As technology evolves and market pressures intensify, the need for a central function that connects strategy to execution will only grow. RevOps leaders who embrace this strategic mandate will not just secure their role, but become indispensable drivers of sustainable growth.
Ready to transform your GTM planning from a chaotic, manual process into a strategic, automated engine? See howย RevOps teamsย at companies like Udemy are slashing planning cycles and driving efficiency with Fullcast.
