Two weeks is the perfect time frame.
In this episode, I interview Kevin about why his company made the switch, how it went, and advice for other RevOps teams thinking about adopting agile.
Join us as we discuss:
- Why an experimentation mindset was essential
- The role of RevOps is to create and implement processes
- The reason RevOps is not a service department
- How to start tracking pipeline and quota for forecasting
Ready to learn more? Let’s dive in!
Kevin is not your typical RevOps leader.
Hailing from Germany and armed with two Masters degrees (including one from the Ivy League), he’s a founder, creator, and eCommerce expert.
He also built Alasco’s unusual revenue operations team from the ground up. His crew includes dedicated customer intelligence analysts who are leveraging data to fill the pipeline.
They’re working like an internal product team and using agile methodologies to transition to a new way of thinking.
Change can be especially stressful, but Kevin’s team embraces experimentation, safe in the knowledge that you can always go back to the old ways. Buying into the sprint approach to project management allows him to make refinements in real time.
He’s taken these basic tenets of agile to heart:
- Emphasize interactions over tools
- Whip your software into shape
- Customer collab is crucial
- Respond quickly to change
Submit a ticket
Building a process that works for everyone is vital to the open communication paths your company needs.
At Alasco, the sales, marketing, and customer success departments are all under Kevin’s RevOps. He drives efficiency across all teams and ensures proper distribution of resources, all while treating them as stakeholders.
They might not have all of the background info, but their input helps Kevin create the most effective processes that drive results.
Leveraging the proper systems
What’s his North Star?
Data process compliance.
His analytical brain dreams of being free forever from data compliance issues. If the entire organization is aware of the massive capabilities and responsibilities of RevOps, things will flow so much more easily.
But you don’t know what you don’t know.
If you’re just launching a product, you should be looking at least 3 years in the future for data points to start tracking now.
This kind of business intelligence is absolutely necessary for survival.
Closing the gap
With more qualitative factors, the team is happier, more efficient, and meetings no longer take forever, says Kevin.
If you’re deep in a funding round, investors can and will ask for stats on just about anything. It’s so much better to have assembled this data proactively, instead of having to rush to CYA in front of the money people.
Having all of the pertinent info also makes it easier to forecast your revenue potential, and that’s what gets the VCs all excited.
Closing the gap between current revenue and your boldest forecast makes everyone happy, indeed.
Check out these resources we mentioned during the podcast:
- The Big Five for Life: Leadership’s Greatest Secret by John Strelecky