Pratz is Head of Revenue Strategy & Operations at Origin, a Series B personal-finance and financial-wellness app, where she leads quarterly planning and runs revenue strategy, sales strategy, and internal company operations for a fast-growing business. She began her career at Boston Consulting Group — first as a summer intern out of grad school, then full-time — working across consumer goods, financial services, and transportation & logistics before spending her final months with BCG Digital Ventures, the firm's startup-advisory arm. That exposure pulled her into tech in 2021, when she joined Slack for her first full-on revenue-operations role, supporting the sales engine across sales strategy, sales programs, value consulting, solution engineering, renewals, and customer success — and living through Slack's integration into Salesforce. About 16 months ago she moved to Origin to build and run RevOps from a less-defined starting point. She holds a finance degree from McGill. Her signature idea: operate like a top-tier consultant by bringing hypothesis-driven problem solving — read the problem statement, form hypotheses, validate with data — to everyday RevOps.
“The solution is almost always in the problem itself. And so the problem statement almost always has certain clues, certain directions, certain paths you can take in terms of how to formulate a hypothesis.”
“In this simple example of sales, it's about pricing and volume. So it is about bringing maybe the head of production or the head of supply chain, as well as the head of pricing into the room.”
“To get your hypothesis narrower, you do need to kind of go a little broad in the beginning. But slowly and slowly, once you start getting that historical data together and start analyzing, that's when the answer really starts to present itself.”
“Being in RevOps, you already have a little bit of that advantage. Your starting point is almost a little bit better defined than a high-level management consultant or corporate strategy professional.”
“Are we trying to frame future business strategy and take a different lens to how we do this in the future? Or are we just trying to run a diagnostic on what went wrong?”
“Once you get very fixated on a certain template or a certain way of reporting and a certain set of metrics, that's when you kind of stop thinking about how you would frame this as a business strategy.”
“Ruthless prioritization does become really important. You have to be very protective of your time. If someone adds you to a meeting, I almost always ask that individual, am I absolutely needed in this meeting?”
“RevOps teams are usually really small even at really large companies, because they're such a force — they're always a small and mighty team.”