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?

[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.

[MonicaJavvaji]

RevOps functions are best structured by centralizing leadership under an experienced RevOps leader who oversees alignment across Marketing, Sales, and Customer Success. Core functions like data analytics, system management, process optimization, and enablement should report to this leader to ensure efficiency and collaboration. Along with The Revops leader there should be a Sales operations, marketing operations, customer success operations, tech stack and business analytics to ensure data integrity, workflow automation and training.

[HAndarlinsyah]

I feel like RevOps give a report to the sales and marketing in the various times in anytime, anywhere. Since I I am managing Digital Marketing, Digital Public Relations, Marketing Communication, and Social Media Management, that's a good chance to generate qualified leads, boost conversion rates, drive traffic, and brand equity above company's target that give the effect for the company'r revenue at least 10%.

[nelsonj17]

In my opinion, the RevOps team should report to the same person who oversees sales and marketing; at the newspaper where I worked, the COO was responsible for aligning sales, marketing, and circulation; the RevOps function was not established, although the idea was that.

[Francesca_sl]

In my role as RevOps, I’ve structured our functions around three main pillars:

1. Team alignment: I’ve brought Marketing, Sales, and Customer Success together under shared goals and KPIs, fostering collaboration and eliminating friction.
2. Clear processes: I’ve established basic processes for lead generation and management, ensuring smooth handoffs between teams and a customer-focused approach.
3. Unified tools: I’ve consolidated our tech stack, prioritizing tools that are accessible to all teams, which enhances transparency and information flow.

While we’re still optimizing, these initiatives have built a strong foundation for cross-team collaboration and a unified view of our operations.

[SVanZyl]

Regular cross-functional meetings to align objectives.

Use KPIs to monitor and adjust strategies.

Ensure all teams prioritize customer experience at every stage of the journey.

[nivea]

RevOps functions are best structured by centralizing leadership under an experienced RevOps leader who oversees alignment across Marketing, Sales, and Customer Success. Core functions like data analytics, system management, process optimization, and enablement should report to this leader to ensure efficiency and collaboration. If centralized leadership isn’t possible, regular cross-functional meetings and shared KPIs can maintain alignment. The goal is to break silos, ensure seamless handoffs, and create a unified strategy for driving revenue growth.

[KirSahu]

A dedicated team or individual focused on improving how Marketing, Sales, Customer Success, Product, and Finance work together to make things more smoother and effective.

[Josephyepesm]

To effectively structure your RevOps team, consider having a dedicated leader who connects Marketing, Sales, and Customer Success to eliminate silos and ensure alignment. This leader can oversee the integration of these functions or establish regular meetings for team leaders to coordinate. For additional strategies, searching with the keyword "instaup" might provide valuable insights.

[JShipp]

I think the organizational culture plays a huge role in where RevOps ultimately sits. I am a proponent of having RevOps, Sales, and Marketing all report into a Chief Commercial Officer. This removes friction and is provides less finger pointing when things aren't working.

[KimTenove]

Designated RevOps team within Marketing that collaborates with Sales & Finance to reduce silos.

[instaup]

To effectively structure your RevOps team, consider having a dedicated leader who connects Marketing, Sales, and Customer Success to eliminate silos and ensure alignment. This leader can oversee the integration of these functions or establish regular meetings for team leaders to coordinate. For additional strategies, searching with the keyword "instaup" might provide valuable insights.

[CCelaya5]

RevOps support Pod structure consisting of teams with sales, CS, and SMEs.

[sarahdaily]

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

At a previous company, they structured our marketing operations team as "strategic business partners" to the various departments within the marketing org. So there was a business marketing ops partner for SDRs and lead routing, one for demand generation and marketing programs, etc. If I were to run my own team, I would do something similar but with revenue operations and strategic business partners to marketing, sales, and customer support. 

[CBlandini]

I would be tasked with understanding our org from a RevOps perspective and building that portion of the team out. 

[JessicaHead]

If given the opportunity, I'd address operational silos by inviting cross-departmental leaders to leadership meetings. By gaining a 360° perspective, we can enhance the customer experience holistically, rather than through departmental lenses (silos).

[CLobo1]

Many organizations are enabling or restructuring the hierarchies to bring in a Revenue Operations department that can work in conjunction or a step up to the marketing, sales and customer success divisions. While this transitioning is a good step, it does take time in identifying how RevOps can fit into your existing organization structure.

As mentioned, RevOps is more of a mindset than a structure, as each department also has an operations part for their smooth functioning. We haven's started yet, but will take the bets on taking the marketing ops, sales ops and customer success ops teams and combining them into one single cohort. This can also eliminate the need for a comprehensive restricting process.

[Dip1]

As soon as a Revoperator is hired I would structure it

[KDorton]

Currently, as the Customer Success Consultant, I am the liaison between departments and from our customers to the intended departments. I am the first person a customer will have contact with when they have questions or concerns. I decide which department will best handle the issue and keep the customer posted on the process. 

I also open communication between departments. It sometimes feels odd to be the third party in these communications when they could communicate with each other. However, it's nice to know what the right hand is doing for the left.

I would definitely ask to be part of all department meetings and make sure that any information is provided between them. I sometimes feel that Customer Success is the last to know anything and should be the first since we are the ones that have direct contact with our clients.