How do you structure your RevOps team?

[mbarba]

HubSpot Executive Chairman Brian Halligan wrote in a social post that for the year 2009, your product needed to be ten times better than your competition in order to succeed. As of 2019, however, your customer experience needs to be ten times better than your competition in order to succeed.​

​We all know that delivering delightful customer experiences is important, but when it comes to actually making that happen, the biggest challenges are all within your company.​ ​It comes down to how organized your customer-facing functions are, how you actually propel your internal processes, and how much alignment you have.

​On the surface, silos can seem manageable. ​When teams are siloed, though, the gaps between departments become part of the customer experience. Without a clear owner, customer handoffs between teams are often painful and incomplete.​

​Having a leader who oversees and intentionally connects Marketing, Sales, and Customer Success operations can work to eliminate silos, bringing all of these teams into alignment.​

​That isn’t to say that change can’t happen without putting a singular person at the head of your RevOps organization, but what it does mean is this: In order for you to make change happen, you need to be acutely aware of your silos.

Think about how you organize either formally, through a reporting structure to an experienced operations leader, or informally, by establishing a regular operating cadence during which the leaders of these operations organizations can come together and make decisions.​​

What I’d love to learn is, how do you structure your RevOps functions and organizational chart?

[JosephM]

I focus on eliminating the gaps created by silos that hinder the customer experience. With a single ops lead aligning marketing, sales, and customer success, supported by shared processes and regular cross-team check-ins to reduce silos.

[Fredpoor1]

We are currently looking at how we should reorg, but conceptually the thought is that anything market facing should have a connection and therefore having marketing, sales, and customer success operations under one leader is crucial to create the proper cadence, alignment, sharing of knowledge, and data/process/system continuity. Each ops member would role up to a Rev Ops manager, but dotted line into the stakeholder for each function. The sharing of information across the team helps keep each team honest and decisions can be made with upstream and downstream in mind. The Rev Ops leader also needs to be plugged in to the KPI's of each function.

[santiagosalazar]

I structure RevOps around the customer lifecycle and split it into clear “pods” with one accountable leader: RevOps Strategy/PMO (roadmap, prioritization, governance), Systems & Automation (CRM/marketing automation, integrations, workflow engineering), Data & Analytics (single source of truth, definitions, dashboards, forecasting support), and Process & Enablement (funnel design, handoffs, SLAs, playbooks, training). Each pod has a tight interface with Marketing, Sales, and CS via shared KPIs, weekly operating cadence, and a simple intake/prioritization process so work is aligned to revenue impact, not random requests.

[VOliveira]

To structure RevOps functions effectively, I focus on eliminating the gaps created by silos that hinder the customer experience. My approach to the organizational chart combines a formal reporting structure with a rigorous operating cadence.

[JEisen1994]

At the moment, I am not in a position where I use RevOps functions and organizational charts.  I hope to have that opporutnity in a future job where I can use the skills I am learning in this course. 

[ISingh48]

We structure RevOps with a single ops lead aligning marketing, sales, and customer success, supported by shared processes and regular cross-team check-ins to reduce silos.

[NickFratto]

As of today, we do not have a dedicated RevOps function. In a perfect world, RevOps, Marketing, and Demand Gen will sit in a shared service model that is deployed across all the business lines to drive consistency. 

[SMo7]

Having worked in a company which grew 'organically' from founder to 120+ staff, i have felt the pain of a lack of customer-in strategy and consistency across all GTM teams. Those disjoints created handoff friction which definitely caused customer attrition (churn) and meant that we were leaving revenue on the table. Piecemeal attempts were made to consolidate the silos under a single unified cause, but, as a word of warning to start-ups and scaling firms out there...once they have grown to a certain mass, it becomes very difficult to remove entrenched bias and working practices. It takes strong singular leadership and a CRO who can create the alignment, communicate the strategy and bring the accountability to drive scale.

[Abdulk]

We do not have a dedicated RevOps function since the scale does not justify it at the moment. What we do instead is host bimonthly roundtable meetings to discuss challenges across marketing, sales, and tech, and what each department needs to do to improve the overall strategy. The CEO of the company chairs the meet

[BérangèreL]

Hi @Abdulk and thank you for sharing your team’s approach!
 

It’s great to see how you’re adapting RevOps practices to fit your company’s current scale.

Hosting bimonthly roundtable meetings is a proactive way to break down silos and keep communication flowing between marketing, sales, and tech, even without a dedicated RevOps function.

Having the CEO chair the meetings also emphasizes how important cross-departmental alignment is to your leadership.
 

This is a wonderful reminder that RevOps isn’t just about having a formal team, it’s about collaboration and creating processes that drive growth.

For others in a similar stage, your approach can be a practical and effective model.
 

If you have any tips for making those roundtable meetings efficient, or if you use specific tools to track action items and outcomes, I’d love to hear more!

Thanks again for contributing to the discussion!

Have a lovely day!
Bérangère

[MP49]

I’ve seen two workable RevOps structures:

• Centralized leader: One RevOps head aligns marketing, sales, and CS. Best for larger orgs or scaling teams.

• Distributed council: Ops leads meet regularly, align on handoffs, and manage the stack together. Best for leaner teams.

Either way, the real key is clear ownership at handoffs—because silos don’t show up in charts, they show up in the customer experience.

How are others handling this tradeoff?

[vijayKumar114]

“I build the Revenue Operations (RevOps) organization into three central pillars: Sales Operations, Marketing Operations, and Customer Success Operations — all supported by a core Data & Systems team.

Sales Ops streams: pipeline management, forecasting, territory planning, CRM & more.

Marketing Ops owns campaign tracking, lead scoring, automation platforms, and attribution modeling.

The name of the business is Customer Success Ops and we handle onboarding, churn and expansion.

RevOps Enablement (often as a distinct function) will ensure alignment via training, documenting processes, and adopting tools.

Meanwhile at the core, the Data & Systems team has tech stack integration, reporting and analytics under lock and key — ensuring there’s one consistent data thread across every stage of the customer journey.

This structure also enables cross-functional alignment, data-informed decisions, and scalable processes from lead gen to revenue retention.”

[jessieong]

I believe in structuring RevOps to break down silos and create a unified customer journey. I had prior experience at an organization where Sales, Marketing, Customer Success, and RevOps all reported to centralized leadership. While there were no dedicated operations teams within Sales, Marketing, and Customer Success, we worked collaboratively rather than in isolation.

We used a unified CRM and analytics stack to enable a single source of truth and ensure consistent reporting. We also established bi-weekly cross-functional meetings to review performance, align on priorities, and address friction points quickly. This structure helped ensure seamless handoffs, a holistic view of the customer, and more consistent revenue growth - ultimately delivering an optimal customer experience that set our company apart.

[rgill4]

We structure our RevOps function by focusing on alignment across Marketing, Sales, and Customer Success. While we don’t have a single RevOps leader yet, we maintain regular coordination between team leads to stay aligned on shared metrics, data hygiene, and automation workflows. Each team has its own ops support, but we treat RevOps as a cross-functional effort with shared ownership and weekly syncs. This helps us break silos and deliver a smoother customer experience

[LWu47]

Marketing, Sales and Customer Success

[AlePerotti]

You need to break the silos in your organization and try and combine all customer facing function (namely Marketing, Sales and Customer Success) under one unified leadership, usually the CRO. RevOps should also report directly to the same leader, reducing friction between ops teams of these functions. Create a cohesive governance and cadence between all functions, using customer-in data and analytics, rather than a function-out approach. 

[HBorysov]

RevOps functions work best when a seasoned RevOps leader leads the charge, keeping everyone in Marketing, Sales, and Customer Success on the same page. This leader should oversee core functions like data analytics, system management, process optimization, and enablement. If centralized leadership isn’t feasible, regular cross-functional meetings and shared KPIs can keep things in sync. The aim is to break down barriers, make smooth transitions, and come up with a unified strategy to boost revenue growth.

[HMitchell2]

Revops reports to the individual that sales, marketing, and customer success also report into. Which in my organisation is the CEO. Reporting to the same person ensures shared KPI's and helps to eliminate friction. As the only Revops individual at my company I manage the tech stack from these three departments to also help prevent silos. We also have regular cross-functional meetings to align objectives.

[Elena_Tilmaciu]

Currently, our RevOps structure does not have a single person overseeing Marketing, Sales, and Customer Success, but we are looking to improve alignment across my team.

From my role in web development, I help drive integration between marketing automation tools, CRM, and digital touchpoints to optimize the customer experience. While we don’t have a formal, centralized structure yet, we foster ongoing communication across departments to reduce silos and ensure seamless transitions between functions.

[DiogoRoeder]

We use to structure  marketing, sales and CX as a single persons personality according to each kind of customer motivations. So we arrange the teams to incorporate this avatar every time they are interacting with the costumer in anyway.