Pete Shelton is the Chief Revenue Officer at Fullcast, the revenue operations platform for territory planning, quota management, and commissions. His perspective is unusual because he lived on both sides of the table: he was a CRO who depended on RevOps to survive high-stress planning cycles, became a Fullcast customer during those cycles, and then crossed over to run the company commercially. His previous organization was Domo, the business-intelligence platform. He has repeatedly disrupted how accounts are assigned across three companies — replacing giant unworked account lists with small named-account books that incentivize prospecting — and is a vocal advocate for continuous planning, measuring every initiative in isolation, and RevOps operating like a COO. His core thesis: RevOps becomes a CRO's secret weapon the moment it stops taking orders and starts leading with an opinion, bringing modeled strategy to the planning table instead of just executing on requests.
“I've kind of coined this term — I call it the CRO dilemma. The CRO knows what they want to fix. They even know some of the strategies. And then the CRO gets frozen.”
“Pete, we can do what you're asking, but if we do what you're asking, you're going to maximize, not minimize, disruption.”
“Now I'm going to RevOps and talking strategy before I'm actually asking for the execution, because I knew that they had that strategy piece. They became more of a trusted advisor.”
“When the head of RevOps really breaks through that ceiling of being a middle manager to being an executive, I think it happens in that planning process.”
“Some of the best RevOps teams I've witnessed really do continuous planning. Yes, there's an annual anchor, but every single month they're evaluating how we're performing to plan.”
“There's not a single customer we talk to, including ourselves, where we feel like our data is perfect. That's common. That's every single customer.”
“Bi-weekly, RevOps is doing a run-the-business meeting. Monthly is not quite enough and weekly is too much.”
“One hour bi-weekly is a really good catch-all for what normally goes out into a hundred emails and a hundred Slack messages and fifty text messages.”