What Should RevOps Own? Tasks and Responsibilities

What should fall under the Revenue Operations obligations? Is it more tactical, or strategic? More solo o collaborative work? Let's find out!

What Should RevOps Own?

Looking for Revenue Operations roles usually means your company already has fully fledged areas like sales, marketing and customer success. It goes beyond that; they have been developed to a point where they are most likely working on silos and communication between them is getting more and more inefficient. So you need a new department that reconnects them and focuses them all towards the same goal: revenue.

This isn’t new information. That’s the 101 of RevOps after all. But when you need to think a little harder about what should a RevOps role own —about how you justify its workday in terms of tasks and responsibilities—, what would fall under them, and what would not?

RevOps Tasks & Responsibilities

After a detailed examination at what companies were looking for when searching for Revenue Operations roles —both in low and high seniority—, we found this usually divides into 4 groups of tasks and responsibilities. It goes without saying that there will be times where some of the tasks overlap with one another.

  • Collaborative work with other teams
  • Reporting and Analytics
  • Data Management
  • Solo work (Strategy, Evaluation, Documentation)

Collaborative work with other teams

This is what RevOps is known for. Its collaborative nature is what makes it stand out. Tasks from this group go from being the first line of assistance in platforms like Salesforce and Chili Piper —to help sales or billing teams—, to supporting leadership in understanding of pipeline, forecasts, retention, and other KPIs, while also strategizing and planning techniques to support maximizing sales and revenue retention.

In this group of duties you might find leadership work —in which RevOps will be accountable for a team in its area or a multidisciplinary team—, enablement work —to create processes or improve stuff in order to make life easier for other teams to succeed, and (redundant as it sounds) collaborative work —to be a liaison between teams or be a point of contact to avoid silos in the organization.

Reporting and Analytics

To bring revenue that is abundant and stable through time, it is important to have a clear view of what’s working and what’s not, as well as an analytical brain to understand that clear view to make the necessary improvements.

This may look as building or optimizing operational reporting for sales or marketing, as managing metrics across the customer journey, or being the analytical powerhouse to establish KPIs and guide strategy.

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Data Management

By now, we all know RevOps deal with a lot of data, and managing that data is a crucial part of their responsibilities, as it usually involves information from numerous areas. It is also where companies like HelloGuru might be game changers for RevOps, syncing data seamlessly from one system to another, making it easier to have a single source of truth, accessing product data in your CRM, allowing sales teams to have ticket information from support teams, and more.

Tasks in this group go from ensuring data hygiene is a constant in the organization —so that teams can deal with precise, true information—, to architecting data flows across the GTM tech stack —so that teams have a thorough understanding of the customer at every step of the way—, to monitoring the data quality in the different systems of a company.

Solo work

This is solitary time. The thinking, the planning, the 5d chess to make more ARR, or to reduce churn, or to have a shorter sales cycle. This is where strategy should happen, but where also some basic tasks, like documentation or evaluation, need to be done.

This one, being the most sui generis group, contains a multitude of tasks and responsibilities, from developing or improving ROI models, passing to documenting best practices across different areas, to owning the sales tech stack, or evaluating processes and systems, and more. Is in this cluster of responsibilities that GTM plans are also designed or refined.

Take into account, however, that titles and roles are fluid, flexible and adaptable. Although this is an abstraction of what companies usually look for in Revenue Operations roles, this might look different in your company where there maybe is not a lot to do on the reporting and analytics front, because it is already covered by other areas. Or it might be named differently when searching for a job resembling this one: perhaps it is an enablement role, or an operations role in sales. But either way, keeping this knowledge in your pocket might be a good starting point.