The LeanScale Podcast · Episode 20

How I Measured Success for Three RevOps Teams

Anthony Enrico on the layered scorecard for judging whether a RevOps team is actually working

Anthony Enrico · Co-Founder · LeanScale A LeanScale solo episode
Published Updated 00:10:05 8 min read 1,673 words
Revenue Operations GTM Strategy Sales Leadership Forecasting
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Executive Summary

The one-paragraph brief, extended

Why this conversation matters — and who should spend the hour.

How do you actually tell whether a RevOps team is any good? It's one of the hardest questions in the discipline, and in this role-reversal episode LeanScale's Bernardo Alves turns the mic on Anthony Enrico — who had been VP of RevOps at three different companies before founding LeanScale — to answer it. Anthony's core move is to refuse the temptation to grade RevOps in isolation. You don't start with the RevOps team; you start with the company. The single most important thing a RevOps team owns is the integrated operating plan, and the first measure of the function is whether the teams are hitting the plan it set.

From there Anthony works down a layered scorecard. Next he looks at whether each individual department RevOps serves — sales, marketing, customer success, partnerships — is hitting its own plan and expectations, and whether RevOps is the thing enabling that: faster proposal turnaround for sales, enough channel-efficiency data for marketing to adjust mid-year. To keep that honest, he runs a deliberate feedback loop: weekly one-on-ones with every functional leader, an individual-contributor 'champion' who thinks outside their role, and a formal RevOps satisfaction survey sent to everyone the team serves. It's voice-of-customer for an internal service team — and the point is to act on it, not to run it for show.

The objective half of the scorecard is funnel metrics. Because subjective praise ('the sales leader likes you') isn't proof, Anthony anchors on data: conversion rates should be climbing and cycle times falling as a direct consequence of the initiatives RevOps ships — better qualification and routing, CPQ and CLM to speed proposals and approvals, cleaner data for channel decisions. He makes the marginal-gains case that small tweaks to conversion or cycle assumptions in a capacity plan compound into outsized growth at scale. He then adds two dimensions teams forget: risk prevention (measured like the ROI of an accounting team — how many days since a priority-zero incident or a board-meeting data error?) and project delivery (are your CRM migrations and board-metric builds landing on time and under budget?).

Who should listen: RevOps and revenue-operations leaders who need a defensible way to prove their team's value, plus founders and revenue executives deciding how to hold the function accountable. The takeaway is a repeatable, five-part way to measure RevOps — company plan, served departments, feedback loop, funnel metrics, and risk-and-delivery discipline — that keeps the function tied to business outcomes instead of activity.

Key Takeaways

10 things worth stealing

The load-bearing ideas, each with the business implication and who should care.

01

Measure RevOps from the top down — start with the company, not the team

Anthony refuses to grade RevOps in a vacuum. The first question isn't 'is the RevOps team good?' but 'how well is the company doing against the plan RevOps helped set?' If the teams are hitting an integrated operating plan, that's the strongest signal RevOps is working.

Why it matters: Orient your RevOps scorecard around business outcomes and plan attainment first. Judging the function purely on its own activity or ticket volume misses the point of why it exists.

RevOps LeadersRevenue ExecutivesFounders
02

RevOps owns the integrated operating plan — that's its highest-leverage responsibility

One of the most important things a RevOps team should do is put together an integrated operating plan and then confirm the teams are achieving it. RevOps sits in a privileged position to unify the business as a strategic advisor, because it holds the metrics, the information, and cross-functional context no one else has.

Why it matters: Position RevOps as the strategic advisor that leads goal-setting and the operating plan, not just the team that maintains systems. That seat is where its measurable impact starts.

RevOps LeadersRevenue ExecutivesFounders
03

Judge RevOps by whether the departments it serves hit their plans

After the company-level view, Anthony looks at each department RevOps serves — sales, marketing, customer success, partnerships — and asks whether each is hitting its plan and expectations, and whether RevOps is enabling that. Concrete examples: faster proposal turnaround for sales, and enough channel-efficiency data for marketing to make adjustments as the year goes.

Why it matters: Tie RevOps performance to the success of its internal customers. If the functions you support aren't hitting plan or aren't well-served, that's a RevOps signal regardless of how busy the team looks.

RevOps LeadersSales LeadersMarketing Leaders
04

Run a deliberate feedback loop — RevOps is a service team, so use voice-of-customer

Anthony gathers feedback three ways: a weekly one-on-one with each functional leader (do they need data, technology, or strategic support?), an individual-contributor 'champion' — a rep or marketer who thinks outside their role — for first-hand day-to-day signal, and a formal RevOps satisfaction survey sent to everyone the team serves.

Why it matters: Instrument your internal customers the way a product team instruments users. The departments and individual contributors are your customers, so tailor services to what's actually meaningful to them.

RevOps LeadersCustomer Success
05

Send a satisfaction survey — but only to act on it

Every sales rep, marketer, CSM, and partner manager should get a RevOps satisfaction survey: How is the tech stack working? Do you need additional tools? Do you have access to the right data to be productive? What can we do to help? The rule is 'don't do it just to do it' — collect the feedback and make adjustments.

Why it matters: A survey with no follow-through erodes trust. Treat the results as a backlog for improving the team, or don't run it at all.

RevOps Leaders
06

Funnel metrics are the objective scorecard

Because subjective approval ('the sales leader thinks you're doing well') isn't proof, Anthony anchors on data: every operational initiative RevOps ships should show up as improving funnel metrics. Conversion rates should rise (better qualification, routing, and buyer experience push more SQLs to closed-won) and cycle time should fall (tools like CPQ and CLM speed proposals and internal approvals).

Why it matters: Build a direct, defensible line from each RevOps initiative to a movement in conversion or cycle time. It's the least arguable evidence that the function is creating value.

RevOps LeadersRevenue Executives
07

Tech ROI isn't only dollars — count time saved, adoption, and goodwill

Bernardo reinforces that a technology's impact won't always show up as a clean dollar ROI; understanding time savings, adoption, and reclaimed capacity earns goodwill from end-user teams. Freeing people to work on other things eventually shows up across the pipeline.

Why it matters: Don't kill worthwhile RevOps tooling because it lacks a tidy dollar figure. Track time-saved and adoption as first-class outcomes that compound into pipeline results.

RevOps LeadersRevenue Executives
08

Marginal gains compound — small conversion and cycle tweaks pay off at scale

If you've ever built a capacity plan or growth model, nudging conversion-rate or cycle-time assumptions even slightly produces massive gains as you grow and scale. You rarely change something drastically that 'opens up a dam' — but stack enough 1% improvements and the plan grows exponentially.

Why it matters: Focus RevOps on a steady cadence of small, compounding operational improvements rather than waiting for one dramatic breakthrough. At scale, the 1%s are where the leverage lives.

RevOps LeadersRevenue ExecutivesFounders
09

Measure risk prevention — days since your last priority-zero incident

RevOps exists partly to prevent risks and issues, and that value is easy to overlook. Anthony compares it to the ROI of an accounting team: the payoff is the catastrophe you avoided. A concrete gauge is how many days you've gone without a serious priority-zero issue in the tech stack or a serious data error in a board meeting.

Why it matters: Add defensive metrics to the scorecard. Uptime, data integrity, and days-since-incident quantify the disasters RevOps quietly prevents, which raw growth numbers never capture.

RevOps LeadersRevenue Executives
10

Grade projects on time and budget

For tactical and operational projects, track budget and expected completion time and hold to on-time, under-budget delivery. When you're implementing a new CRM, bringing in new technology, or producing a fresh set of board or offsite metrics, your ability to ship those on schedule and on budget is an objective read on the team's efficiency and productivity.

Why it matters: Instrument RevOps delivery like a project org — scope, budget, and dates. Consistent on-time, on-budget execution is a hard, defensible measure of operational quality.

RevOps LeadersFounders
Frameworks Discussed

6 named models

Every framework Jimmy names, defined and time-stamped.

The Integrated Operating Plan

01:32

The cross-functional plan RevOps builds and owns, tying sales, marketing, customer success, and partnerships to one set of goals — and the first thing you measure RevOps against by asking whether the teams are actually achieving it.

Anthony treats plan-setting and plan-attainment as RevOps's highest-leverage responsibility. Because RevOps holds the metrics and cross-departmental context, it should be the strategic advisor leading the operating plan, and its success starts with whether that plan is being hit.

RevOps as a Service Team (Voice of Customer)

03:17

A structured feedback loop that treats the departments and individual contributors RevOps serves as its customers: weekly one-on-ones with functional leaders, an IC 'champion' for day-to-day signal, and a formal RevOps satisfaction survey sent to everyone served.

RevOps is a service function, so it should instrument its internal customers and tailor services to what's meaningful to them. The survey covers the tech stack, tooling needs, data access, and where the team can help — and the discipline is to act on the results, not run them for show.

Funnel Metrics as the Objective Scorecard

05:32

The data-driven half of measuring RevOps: every operational initiative should show up as improving funnel metrics — rising conversion rates (e.g., SQL to closed-won) and falling cycle times — as a direct correlation to the work completed.

Subjective approval from a sales leader isn't proof of RevOps quality; funnel improvement is. Better qualification, routing, and buyer experience lift conversion, while CPQ/CLM and cleaner internal approvals cut cycle time — each traceable back to a specific initiative.

Marginal Gains (1% Compounding)

07:18

The idea that small adjustments to conversion-rate or cycle-time assumptions in a capacity plan or growth model compound into outsized, exponential gains as the business scales.

You rarely change something drastically enough to 'open up a dam.' Instead, stacking enough 1% improvements grows the plan exponentially — which is why RevOps value is best pursued as a steady cadence of small operational wins.

Risk Prevention: Days Since a P0

07:57

A defensive dimension of the RevOps scorecard that measures the issues the team prevents — for example, how many days you've gone without a serious priority-zero tech-stack incident or a serious data error in a board meeting.

Anthony likens it to the ROI of an accounting team: the value is the catastrophe avoided. Growth metrics never capture prevented disasters, so uptime, data integrity, and days-since-incident belong on the scorecard.

On-Time, Under-Budget Project Delivery

08:40

Measuring RevOps's tactical and operational projects on budget and expected completion time — staying under budget and on schedule for work like a CRM implementation or a new set of board/offsite metrics.

Delivery discipline is an objective read on team efficiency and productivity. Consistently shipping complex projects on time and on budget is a hard signal that stands apart from the softer, relationship-based measures.

Best Quotes

14 lines worth clipping

Pulled verbatim. Copy or share any of them.

“It's hard to know is your RevOps team good or not and to point to an exact metric. Where I usually like to start is orienting our success not by looking just at the RevOps team, but starting with how well is the company doing?”
Anthony Enrico 00:51
“One of the most important responsibilities your RevOps team should have is putting together an integrated operating plan and understanding did you set a plan that the teams are achieving and being successful with.”
Anthony Enrico 01:32
“You're in a privileged position as a RevOps leader in order to unify the business. You should be a strategic advisor in terms of setting the goals. You should be leading the process because you're going to be the one with all the metrics, the information, and you've worked with all of these departments before.”
Bernardo Alves 02:08
“If you're a VP of RevOps, you should absolutely be having a one-on-one with each functional leader on a weekly basis and asking them how things are going and what do they need.”
Anthony Enrico 03:51
“Everybody you serve, every sales rep, every marketer, every CSM, partner managers, everybody should get the RevOps satisfaction survey where they can get feedback.”
Anthony Enrico 04:27
“Send out that survey, get feedback, and then make adjustments. Don't do it just to do it. Do it so that way you can improve your team.”
Anthony Enrico 05:02
“We're a service team in RevOps, and this is essentially a voice of customer. Our customers are going to be individual contributors and departments within the company.”
Bernardo Alves 05:02
“Something that is data driven is taking a look at your funnel metrics and if they are improving. All of the initiatives that RevOps is working on from an operational perspective should be showing up in the improvement of funnel metrics.”
Anthony Enrico 05:32
“You should be having higher conversions from SQL to closed won because you put in the right tools to qualify well, to route things well, get things done in an efficient manner, and give a better experience to the potential customer.”
Anthony Enrico 06:08
“If you've ever done a capacity plan or growth model, take a look at tweaking your conversion rate or cycle assumptions just a little bit. Really small adjustments can make massive gains in a plan, especially as you grow and scale.”
Anthony Enrico 07:18
“It's all about those small gains. Typically, you're not going to be changing something drastically that will kind of waterfall and open up a dam, but you get enough 1% increases, you grow exponentially pretty quickly from there.”
Bernardo Alves 07:57
“Sometimes I compare it to what's the ROI of having an accounting team? Well, what would be the catastrophic issue if you didn't have an accounting team?”
Anthony Enrico 07:57
“How many days have you gone without a serious priority zero issue in the tech stack or serious data issues in a board meeting?”
Anthony Enrico 08:40
“If you're going to be implementing a new CRM, bringing in a new technology, you need a new set of metrics for a board meeting or offsite. Your ability to produce those on time and under budget is a really good way to assess the efficiency and productivity of your RevOps team overall.”
Anthony Enrico 09:22
Practical Advice

What should you actually do?

The playbook, split by the seat you sit in.

RevOps Leaders

  • Measure your team from the top down: start with company-level plan attainment, then whether each department you serve is hitting its plan, before you ever look at RevOps activity in isolation.
  • Own the integrated operating plan and lead goal-setting as a strategic advisor — you hold the metrics and cross-functional context no one else does.
  • Run a real feedback loop: weekly one-on-ones with every functional leader, an IC 'champion' who thinks outside their role, and a satisfaction survey to everyone you serve — then act on it, don't run it for show.
  • Anchor your objective scorecard on funnel metrics: prove each initiative moves conversion up or cycle time down. Add risk-prevention metrics (days since a P0 or a board-meeting data error) and grade projects on time and budget.

Revenue Executives

  • Hold RevOps accountable to business outcomes and plan attainment, not ticket volume — the function's first job is whether the teams hit the operating plan it built.
  • Value the tech RevOps ships on time saved, adoption, and risk avoided, not just a clean dollar ROI; those compound into pipeline and prevent expensive disasters.
  • Reward marginal gains: small, compounding improvements to conversion and cycle time deliver more at scale than waiting for one dramatic breakthrough.

Founders

  • Give RevOps ownership of the integrated operating plan early; it's the seat that lets the function create and prove leverage across the whole business.
  • Judge RevOps on defensible, objective signals — improving funnel metrics, days without a priority-zero incident, and on-time/under-budget project delivery — so the function stays tied to outcomes as you scale.
Operations Takeaways

By function

The same conversation, filtered for RevOps, pipeline/marketing ops, and customer ops.

Revenue Operations

  • Top-down measurement. Start with company plan attainment, then whether each served department hits its plan — not RevOps activity in isolation.
  • Own the operating plan. RevOps's highest-leverage responsibility is building the integrated operating plan and confirming teams achieve it.
  • Voice of customer. Treat departments and ICs as customers: weekly leader 1-on-1s, an IC champion, and a satisfaction survey you actually act on.
  • Objective proof. Every initiative should move a funnel metric — conversion up, cycle time down — as a direct, traceable correlation.
  • Count what you prevent. Measure risk prevention (days since a P0 or board-meeting data error), the way you'd value an accounting team.
  • Delivery discipline. Grade tactical projects (CRM migrations, board-metric builds) on time and budget as an objective productivity read.

Pipeline & Marketing Ops

  • Conversion is the signal. Improving qualification, routing, and buyer experience should lift SQL-to-closed-won conversion — the clearest evidence RevOps is working.
  • Cut cycle time. Tools like CPQ and CLM that speed proposals and internal approvals should show up as shorter cycle times.
  • Feed the plan. Give marketing enough channel-efficiency data to reallocate spend mid-year, and give leaders data to invest in more efficient channels.
  • Small tweaks, big plan. Minor conversion or cycle-assumption changes in a growth model compound into outsized pipeline gains as you scale.
Metrics Mentioned

The numbers, with context

3 companies
RevOps leadership tenure

Anthony was VP of RevOps across three different companies before founding LeanScale — the basis for the episode's title and his measurement playbook.

Weekly
Functional-leader 1-on-1 cadence

A VP of RevOps should hold a one-on-one with each functional leader every week to surface what they need — data, technology, or strategic support.

1% at a time
Marginal gains

Enough small (1%) improvements to conversion-rate or cycle-time assumptions compound into exponential growth in a capacity plan or growth model at scale.

Days since a priority-zero (P0) incident
Risk-prevention gauge

A concrete way to measure the risks RevOps prevents: how long you've gone without a serious P0 tech-stack issue or a serious data error in a board meeting.

Entities

Companies, people & tools mentioned

Auto-extracted and linked into the knowledge graph.

Companies

LeanScaleGTM Operations

Anthony's company; he is CEO of this RevOps firm, and the episode is a role-reversal interview on The LeanScale Podcast where Bernardo Alves interviews him about measuring RevOps success.

00:51Company →

People

Anthony Enricohost

Co-founder of LeanScale and host of The LeanScale Podcast.

Co-FounderProfile →
Bernardo Alvesinterviewer

Engagement manager at LeanScale; came up through customer success into operations and business intelligence, focused on attribution and usage-based tracking.

Engagement Manager, LeanScaleProfile →

Tools & software

Related LeanScale Services

Where this shows up in the work

Fractional RevOps

Embedded, field-facing RevOps leadership and execution — the operator model Jimmy describes, delivered as a service.

The episode is a clinic on measuring the value of a field-facing RevOps team — exactly the operator leverage LeanScale embeds.

Forecasting & ARR Definition

Define a raise-worthy ARR and build a reliable consumption forecast across finance, data science, and go-to-market.

The integrated operating plan, capacity/growth model, and conversion/cycle assumptions are the forecasting and planning work LeanScale runs with customers.

Frequently Asked Questions

Straight answers

Generated from the conversation, marked up for search and AI extraction.

How do you measure whether a RevOps team is doing a good job?

Start from the top down rather than judging RevOps in isolation. First ask how well the company is doing against the integrated operating plan RevOps helped set. Then check whether each department it serves — sales, marketing, customer success, partnerships — is hitting its plan and being enabled. Layer in objective funnel metrics (rising conversion, falling cycle time), risk-prevention measures, and on-time/under-budget project delivery.

What is the most important responsibility of a RevOps team?

Putting together the integrated operating plan and confirming the teams are achieving it. RevOps sits in a privileged position to unify the business as a strategic advisor because it holds the metrics, the information, and cross-functional context. Whether that plan is being hit is the first and strongest measure of the function's success.

How should RevOps collect feedback from the teams it serves?

Three ways. Hold a weekly one-on-one with each functional leader to ask how things are going and what they need — data, technology, or strategic support. Recruit an individual-contributor 'champion' (a rep or marketer who thinks outside their role) for first-hand day-to-day signal. And send a formal RevOps satisfaction survey to everyone you serve, then act on the results — don't run it just to run it.

Which metrics show RevOps is working?

Funnel metrics are the objective scorecard: every operational initiative should show up as improving conversion rates (for example, more SQLs converting to closed-won thanks to better qualification, routing, and buyer experience) and shorter cycle times (from tools like CPQ and CLM that speed proposals and approvals). The improvement should correlate directly to the RevOps initiatives you completed.

How do you measure the ROI of RevOps technology investments?

Don't rely on a clean dollar figure alone. Understand the time savings, adoption, and reclaimed capacity a tool creates — those earn goodwill from end-user teams and eventually show up across the pipeline as freed-up people work on higher-value things. Small tweaks to conversion or cycle assumptions in a capacity plan can also compound into large gains at scale.

How do you measure the risk-prevention value of RevOps?

Treat it like the ROI of an accounting team — the value is the catastrophe you avoided. A concrete gauge is how many days you've gone without a serious priority-zero incident in the tech stack or a serious data error in a board meeting. These defensive metrics capture disasters that raw growth numbers never show.

How should RevOps projects be measured?

By budget and expected completion time — staying under budget and on schedule. For tactical and operational work such as implementing a new CRM or producing a new set of board or offsite metrics, the team's ability to deliver on time and under budget is an objective read on its efficiency and productivity.

Timeline

Jump through the conversation

Click any chapter to open it in the transcript.

00:00Cold open + role-reversal intro 00:51Anthony's RevOps background: VP across three companies 01:32Start with the company: the integrated operating plan 02:39Are the departments you serve hitting their plans? 03:17Feedback: 1-on-1s, an IC champion, and a satisfaction survey 05:32Funnel metrics: the objective scorecard 07:18Marginal gains: small tweaks, big compounding 07:57Risk prevention: days since a priority-zero incident 08:40Measuring project delivery: on time and under budget 09:22Wrap-up
Full Transcript

The whole conversation

Broken into chapters, searchable, verbatim from the audio. Speakers inferred (not diarized).

Transcript as markdown ↓ Whole episode as markdown ↓
00:00Cold open + role-reversal intro

0:00 is taking a look at your funnel metrics and if they are improving. All of the initiatives that RevOps is working on from an operational perspective should be showing up in the improvement of funnel metrics. Welcome to The LeanScale Podcast where we talk about everything RevOps. Thank you for listening. Hey, everybody. Welcome to The LeanScale Podcast. Today, I am joined by a special guest, Anthony Enrico. Anthony, welcome to your show. Can't believe I'm here. Thanks for inviting me, Bernardo. Appreciate it. It is my pleasure to be interviewing you today. You've been a VP of RevOps across three different

00:51Anthony's RevOps background: VP across three companies

0:51 companies and now at LeanScale, you are the CEO of a RevOps company, so I figured who better to ask about how to measure ops than yourself. Yeah, I don't know a lot about a lot of things, but RevOps is something I've at least been exposed to. Yeah, so let's get right into it. What are some of the metrics and things that you look forward to when assessing how a RevOps department is performing? It's a really good question because it's really hard. It's hard to know is your RevOps team good or not and to point to an exact metric. Where I usually like to start is orienting our success not by looking just at the RevOps team,

01:32Start with the company: the integrated operating plan

1:32 but starting with how well is the company doing? Because one of the most important responsibilities your RevOps team should have is putting together an integrated operating plan and understanding did you set a plan that the teams are achieving and being successful with is one of the most important aspects of RevOps and where I look towards to see if your RevOps team is doing well or not. I think that's one of the things that you're exactly right and we talk a lot about this in the podcast, but you're in a privileged position as a RevOps leader in order to unify

2:08 the business. You should be a strategic advisor in terms of setting the goals. You should be leading the process because you're going to be the one with all the metrics, the information, and you've worked with all of these departments before. So I think starting there and understanding what the impact RevOps has on the overall business plan and how we're performing to it is critical. Awesome. What next? After that, so just looking at okay is the business overall hitting its plan? The plan that you put in place and are they achieving the targets that you put

02:39Are the departments you serve hitting their plans?

2:39 in place? I like to look at individual departments that RevOps serves. So sales, marketing, customer success, and partnerships if you have that team. Is each one of those teams hitting their plan and are they hitting the expectations that they have? And is the RevOps team enabling them to be successful? A few things you'd want to look at is maybe turnaround time for proposals. If your ops team is involved in that, are you able to help assist that turnaround time and make things run efficient for the sales team? The next might be are you giving marketing enough data to understand

03:17Feedback: 1-on-1s, an IC champion, and a satisfaction survey

3:17 their channel efficiency to make adjustments as the year is going along? So are the teams that you serve hitting their plans and hitting their expectations of how they think things should be operating? Awesome. In terms of getting feedback from those teams, are there any particular methods that you recommend in order to keep that open communication channel and have a process to continuously improve? Well, there's a couple ways. If you're a VP of RevOps, you should absolutely be having a one-on-one with each functional leader on a weekly basis and asking them how

3:51 things are going and what do they need. Do they need data support? Do they need technology support? Do they need operational or strategic guidance? Where can your team help them be successful? After that, I always liked to have an individual contributor champion, so maybe a sales rep or a marketer who has an interest in RevOps and likes to think outside the box of their role a little bit and just understand what's working well for their day-to-day or what's not working well and getting first-hand feedback there. So I spent a lot of time in one-on-ones. That's one of the

4:27 biggest ones. And then I would also say formally having a serving process in place. So send it to everybody. Everybody you serve, every sales rep, every marketer, every CSM, partner managers, everybody should get the RevOps satisfaction survey where they can get feedback. How is the tech stack working for you? Do you need to get additional tools? Do we need to make tweaks in how things are operating? Do you feel you have access to the right data to make decisions and be productive in your role? And is there anything that we can be doing to help? Send out that survey,

5:02 get feedback, and then make adjustments. Don't do it just to do it. Do it so that way you can improve your team. Yeah, ultimately what you said there, and I think people in customer success are probably relating to this right now, is we're a service team in RevOps. And this is essentially a voice of customer. Our customers are going to be individual contributors and departments within the company. So making sure that we're delivering the things that are meaningful to them and are tailoring your services accordingly, we'll ensure that they have everything that they need in order

05:32Funnel metrics: the objective scorecard

5:32 to succeed. That's right. Awesome. Let's get tactical. What are some of the metrics that you look at in terms of things that we're delivering to these individual departments that you want to keep an eye out for? One of the things that's more concrete and objective. So some of these other aspects might be subjective. So hey, if the sales leader thinks you're doing well, is that the definition of you doing well? But something that is data driven is taking a look at your funnel metrics and if they are improving. All of the initiatives that RevOps is working on from an operational

6:08 perspective should be showing up in the improvement of funnel metrics. And when I say funnel metrics, I mean conversion rates should be increasing. You should be having higher conversions from SQL to close one because you put in the right tools to qualify well, to route things well, get things done in an efficient manner, and give a better experience to the potential customer and get that moving down the funnel. Cycle time should be reducing. Okay, did you put in technology like a CPQ and CLM so we can get proposals turned around really quickly? We can get approvals done

6:42 internally done really well? Are you giving the leaders data to make decisions to invest in more efficient channels and to increase the productivity and efficiency of their teams? Looking at the improvement of funnel metrics should be a direct correlation to the revenue operations initiatives that you have completed. I 100% agree and bringing it back to a previous point, especially with technology, understanding the impact of what that's bringing is not necessarily always going to be a dollar ROI, but understanding the time saving and the adoption and things like that will give you

07:18Marginal gains: small tweaks, big compounding

7:18 a lot of goodwill for your end-user teams. If you can get people to have more time to work on other things, it will definitely show across the pipeline. Yeah, and if you've ever done a capacity plan or growth model, take a look at tweaking your conversion rate or cycle assumptions just a little bit. Really small adjustments can make massive gains in a plan, especially as you grow and scale. Once you have serious teams operating, you have scaling teams, those little adjustments can pound. Yeah, it's all about those small gains operations. Typically, you're not going to be

07:57Risk prevention: days since a priority-zero incident

7:57 changing something drastically that will kind of waterfall and open up a dam, but you get enough 1% increases, you grow exponentially pretty quickly from there. Yeah, and one thing I would also add is you do want to look at all the things that we talked about, but also keep in mind your ops team is there to prevent risks and to prevent issues from going on as well. Sometimes I compare it to what's the ROI of having an accounting team? Well, what would be the catastrophic issue if you didn't have an accounting team? Some aspects of assessing how well your ops team is doing is are you reducing

08:40Measuring project delivery: on time and under budget

8:40 any risks as well? How many days have you gone without a serious priority zero issue in the tech stack or serious data issues in a board meeting? Of course. Are there any other metrics that you'd like to touch on that you think are relevant to this discussion? Only one more to add I think will be helpful for RevOps leaders or anybody working in RevOps team. This is really about tactical and operational projects. If you have any projects in place, tracking your budget and expected completion time and making sure you're staying under budget and on time. That's another objective way to look at how well your RevOps team is doing. As an example,

09:22Wrap-up

9:22 if you're going to be implementing a new CRM, bringing in a new technology, you need a new set of metrics for a board meeting or offsite. Your ability to produce those on time and under budget is a really good way to assess the efficiency and productivity of your RevOps team overall. Got it. Awesome. Well, thank you so much for the time, Anthony. This was lovely. You're welcome. I hope it was helpful. Thank you for listening to this episode. If you like the discussion, please like, share, and subscribe to wherever you listen to podcasts so you never miss a new episode.