RevOps Rants

Let me be honest about something, I didn't grow up dreaming about revenue operations. Nobody does. But somewhere along the way, I became obsessed with a very specific problem: why do smart companies with great products still struggle to grow? They have talented salespeople. They have a market that wants what they're selling. And yet the revenue engine just... doesn't work the way it should. Pipeline numbers nobody trusts. Forecasts that are really just educated guesses dresse

It started the way all false hope starts: a beautiful pipeline chart. Marketing was bragging. SDRs were buzzing. Sales was feeling good. Pipeline coverage was fat. Really fat. Like, “should-be-exceeding-every-number” fat. And then… Q closed. The numbers came in. And they sucked. Despite a pipeline that looked like it had been drinking protein shakes and doing deadlifts for months, the win rate was dropping. Deals were stalling, ghosting, slipping into oblivion. RevOps put

A “Pipeline Problems in the Building” RevOps Mystery They were always in the reports. Every time you looked at the dashboard, there they were….hovering, filtering, adjusting, exporting to Excel like it was the key to enlightenment. Always splicing and dicing. Always analyzing. The Serial Analyst. They meant well, of course. Passionate about pipeline metrics. Obsessed with conversion rates. But lately… the team was stuck. Decisions weren’t getting made. Actions weren’t getting

So I'm on a roll, after the GoT writeup, and after watching Netflix's "The Residence" I'm officially on a whodunit kick... which got me wondering what if THE most common pipeline issue were a mystery and RevOps the detective? (Entirely fictional of course... but an all-too-familiar scenario all RevOps has encountered at some point) Setting the Stage.... In the quiet halls of a budding startup, with open floorplan seating and glass wall offices, something was... off (cue drama

Last week, I was at the Revenue Operations Summit and it was amazing (and extremely validating) to hear other RevOps leaders share their challenges, made me realize we're all in the same boat. In one of my many conversations, someone asked me a deceptively simple question: “What differentiates great RevOps from good RevOps?” And honestly? It stumped me for a second. Because I didn’t have an answer, I'd never thought abotu that. After some reflection I realized it’s not just

The Game of Revenue.....? This one’s just for fun, so don’t go expecting some profound, insightful takeaways. If you follow Tl. DV (their social content is great), you know they put together playful content on sales, marketing, etc., and that got me thinking: What if Startup departments were GOT houses, all vying for power and inter-departmental dynamics? If you’ve ever worked at a startup, you know that each department has its own culture, priorities, and sometimes, rivalrie

It’s been a minute since I’ve written here. Work has been insane , and honestly, I just haven’t had the time (or energy) to sit down and put my thoughts into words. But I’m making an effort to get back to writing more regularly because, let’s be real, RevOps is a constant learning experience, and half the time, I’m just figuring it out as I go. And lately, one thing that’s been front and center in my mind as I work on building my team is........  trust. (So buckle up, you're

Here’s the deal! when it comes to big shifts like a revenue model transformation, RevOps isn’t just along for the ride. We’re driving the damn bus. We’re the ones sitting at the center of all the chaos, making sure Sales, Marketing, Customer Success, and Finance don’t accidentally burn the place down(or kill eachother). I’ve been through the trenches of a few revenue model changes (think shifting from one-time purchases to subscriptions or rolling out entirely new pricing str

Let’s talk about ICP analysis  (Ideal Customer Profile) for a second. If you’ve ever Googled “how to build an ICP,” you know what happens: you get a bunch of high-level fluff that basically says, “Figure out who your customers are and interview them.”. Super helpful. So, after not  finding a real guide online, I decided to write one myself. This is how I actually build out an ICP analysis that doesn’t suck—and one that maybe a bit too analytical (but atleast you can actually

RevOps is one of those roles that wears a million hats. Depending on the company, the team, or even the person sitting in the role, the flavor  of RevOps can look completely different. Based on what I’ve seen in out there, everyone has a “definition” of what RevOps should be. But no one talks about the different archetypes of RevOps leaders (because there’s a wide variety of them) Some are data whisperers. Some are process ninjas. And some are the unsung heroes of forecasting

As a RevOps leader, I’m always on the lookout for easy no-BS tools that help me get sh*t done—especially when it comes to making complex stuff easy to understand. If you’ve ever tried explaining a model to teams across Sales, Marketing, and Customer Success, you know the struggle. It’s like, you’ve got all this critical info, but it’s buried in paragraphs, bullet points, and a bunch of data that most people just don’t have time for. So, instead of hoping everyone will read th

How I Created an Agent to Make RevOps Smarter (and Save My Sanity) RevOps has always been my world, but let’s be honest—working in revenue operations means constantly swimming through oceans of data, metrics, and insights just to keep the team on track. Add to that the endless stream of industry content, newsletters, and best-practice advice bombarding my inbox daily, and it feels like I need an assistant just to keep up with the latest RevOps trends. This struggle to manage

Ah, annual planning. That magical time when leadership hands down big, audacious targets from above—and we look at the data from the ground up and think, “There’s no way.” It’s like being asked to bake a cake with half the ingredients. If you’re in RevOps, you know exactly what I’m talking about: top-down and bottom-up targets often don’t  match up. So, what’s a RevOps pro to do? Let’s talk about navigating this (totally fun and not at all stressful) process of negotiating ta

Let’s be real: juggling projects across Sales, Marketing, and Customer Success is no small feat, to the point where I think “initiative” might be a bad word. I’m talking endless shifting priorities, misaligned goals, and about a hundred different things clamoring for attention. Add in my tendency to get a little (okay, a lot) anxious and the way my ADD has me ping-ponging from task to task in the never ending game of RevOps Whackamole and, well… things can go sideways real  f