Why I Do This: The Real Story Behind my RevOps journey

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 dressed up in a spreadsheet. Reps spending half their time on admin instead of selling. Sales and marketing finger-pointing at each other while deals die in the funnel.

That gap between what a company could be doing and what it's actually doing, is where I live.

The thing that makes RevOps unusual.

Most functions are one thing. Finance is analytical. Marketing is creative. Sales is relationship-driven.

RevOps is all of it at the same time, and that's exactly what drew me in.

On any given week I might be knee-deep in a Salesforce data in the morning, facilitating a cross-functional alignment session in the afternoon, and pressure-testing a board forecast at night. It's one of the few roles where you genuinely need both the left brain and the right brain firing. The analytical rigor to build a model that holds up under scrutiny. The creative problem-solving to figure out why the model keeps breaking, and design something better.

That balance is what keeps me engaged after 12 years. It never gets stale because the problems are never purely technical and never purely strategic. They're always both.

How I actually keep it organized.

I've written about this before, but my mental model for RevOps breaks down into four quadrants: Process, Enablement, Advisory, and Admin.

Process is the foundation, the repeatable, scalable steps that define how your GTM motion actually works. From ideation to implementation, from strategic objectives to tactical execution, this is where RevOps becomes a true force-multiplier. GTM process modeling, segmentation, lead-to-renewal design..... getting this right is what allows everything else to scale.

Enablement is the dimension that no one fully owns, which means everyone partially owns it, and it often falls through the cracks. RevOps sits at a unique position touching almost every customer-facing team, which makes it the natural owner of execution enablement. Onboarding, continuous training, getting the right information to the right person at the right time. With remote work now the norm, this has never mattered more.

Advisory is where I get to work on the business instead of just in it, helping leadership make better decisions. Forecasting, strategic planning, board reporting, org design. Translating what the data says into what the business should do about it.

Admin is the unglamorous but critical work that holds everything together, the operational hygiene, the data governance, the cross-functional coordination that nobody sees but everyone would notice if it stopped.

What I've found is that most RevOps functions get stuck in one or two of these quadrants. They become the CRM team, or the reporting team, or the commissions team. And they miss the leverage that comes from operating across all four.

The nexus is where the impact happens.

Being at the intersection of Sales, Marketing, CS, and Finance means something important: I don't just work in the business .... I get to work on it.

When you're embedded in across all four quadrants, you see things that siloed functions miss. You see that the pipeline problem isn't actually a pipeline problem; it's an onboarding problem that's producing reps who can't qualify deals. You see that the forecast keeps being wrong, not because the reps are sandbagging, but because the territory design creates structural bias in the numbers. You see that the comp plan is incentivizing exactly the wrong behavior, and it's been doing it for two years.

That's the work I find most meaningful. Not just fixing the thing that's broken, but understanding why it's broken — and building something that doesn't break the same way again.

Over 12 years I've done this at scale. I've built the operating infrastructure that took companies from $5M to $150M+ in ARR. I've led teams of 20+, integrated $400M acquisitions, built channel programs that generated $80M in pipeline, and designed comp plans for 200+ people across every GTM function.

And the through-line in all of it has been the same thing: get to the nexus, see the full picture, and build something that actually works.