r/revops

Hey everyone,

Well, it finally happened to me. I was just laid off from my Director-level role. My background is uniquely well-rounded because I actually spent years in sales and sales leadership before moving into revenue operations, CRM architecture, and GTM infrastructure. This gives me a distinct perspective because I understand the actual math of operations and enablement from the sales rep up to the executive suite.

While I am still very much open to the right full-time corporate role, this sudden transition has me looking into different avenues. I am thinking a lot about pivoting into fractional or consultancy work. I know I have the playbook to help startups and mid-market companies scale, but I have always done it as a full-time employee.

For those who made the leap to fractional or consulting after a corporate exit:
How did you land your first couple of clients?
Are you finding the market for fractional leadership sustainable right now?
Do you find it more or less stressful than a standard corporate grind?

Also, if anyone has any leads: I am actively networking. My background is heavily rooted in revenue operations, sales enablement, and direct sales leadership. If your company or a company in your network needs a heavy hitter to align PLG and enterprise sales motions, build out robust pipelines, or train up teams, I would love to connect. Whether it is full-time, fractional, or advisory work, please shoot me a message.

Would love to hear any honest experiences or advice on how to navigate this market. Thanks in advance.

Hey everyone!

For those of you who work in deal desk or manage the process, what is the biggest reason deal approvals take so long?

I have the feeling that much of the delay comes from waiting on people, messages get missed because they're focused on other work, in meetings, or simply don't see the request right away.

Does that match your experience, or are there other major bottlenecks you've noticed?

Hi there - I am looking to build our initial TAM out + score our accounts.

We have 1 sdr + 2 AE but growing. Calling into b2b software, recruiting, logistics, outsourcing companies,

What is the best way to do this? I am looking for a little bit more specific than "Just use clay" or "Use x claude"

Ideally I make a list of 10-25k accounts to start and then am able to score them cheapy somehow using claude or something.

Happy to take this offline as well. Thanks for anyone and everyone's help here! The more detailed and specific the better! Cheers

I’m currently deciding between two offers and would love to hear from people who’ve been in RevOps, Sales Ops, or similar roles.
Option 1
Full-time position
Well-known company with strong brand value
Core Revenue Operations role
Work includes annual planning, target setting, strategic initiatives, forecasting, cross-functional projects, business operations, etc.
Option 2
Contract role
Nearly 2x the compensation
Work is focused almost entirely on Sales Commissions / ICM using a single platform
Much narrower scope compared to the RevOps role
For context, I already have several years of experience in the Sales Commissions/ICM space, so this wouldn’t be new for me.
If your goal was long-term career growth (5–10 years), which would you choose? Would you prioritize broader RevOps experience and brand value, or the significantly higher compensation from the contract role?
Would love to hear how you’d think about this trade-off.

As of today, our RocketReach extension no longer lets users add contacts to Salesforce directly from Sales Navigator. Support said those pages are now unsupported due to LinkedIn Terms & Conditions.

This breaks a core prospecting workflow for us. The workaround seems to be manually pulling LinkedIn URLs into a CSV, uploading to RocketReach, then syncing to Salesforce.

Is anyone else seeing this? Is this just RocketReach, or are Apollo/Cognism/Lusha/etc. affected too?

I'll be upfront: I work at Whipcream, a pre-launch startup building a revenue co-pilot for B2B SaaS. We connect to a company's full stack - Stripe, CRM, product analytics and instead of producing more dashboards, we synthesize signals across all tools and output the 3 highest-leverage actions to take this week, with expected impact and a written playbook for each.

We're opening 20 free beta spots on July 10th.

Who we're specifically looking for:

• RevOps managers or operators at B2B SaaS companies (10–150 people)
• Founders or revenue leads who are currently acting as their own RevOps function
• Anyone with a live stack - Stripe or equivalent + a CRM + at least one analytics tool
• People who will actually use it, stress-test it, and tell us exactly where it falls short

We don't want passive signups. We want people with a real constraint who'll engage honestly.

Everyone who responds gets a personal reply. The more specific and operational your answer, the faster you move up the queue.

Looking forward to your responses :)

You've got Salesforce, Salesloft, and access to Claude. Your goal: weekly coaching briefs that combine rep performance data, activity metrics, and conversation quality insights into something a manager can actually act on.

How would you approach it? Would you use Claude, or go a different direction? What's your architecture?

Every team has Apollo, Clay, AI, enrichment tools, intent data... but somehow I see reps are still jumping between tabs just to decide who to email.

Maybe I'm wrong, but it feels like we've optimized for more data instead of less work.

Shouldn't account research and prioritization become more of a RevOps/GTM Engineering function, so SDRs can just... sell?

Curious how you guys are handling this internally.

burned a quarter once "fixing" an sql-to-opp rate that tanked. dashboards, enablement, the whole circus. nothing moved. turned out the rate didn't even tank, the reps had just started backfilling the stage on fridays so their forecast looked clean going into the weekend. no bottleneck. I spent three months optimizing a data-entry habit.

haven't trusted a conversion rate at face value since. The data you diagnose off is only as honest as it is hard to game, and stage conversion is the easiest thing in the whole crm to game. reps sandbag. they skip discovery and jump straight to verbal when a deal's hot. they sit on a stage so their cycle time doesn't blow up. so when someone goes "our sql-to-opp is the constraint" my first move isn't fix it, it's go prove the rate is even real first.

what i actually trust now is whatever nobody has a reason to fake. calendar invites. signed contract dates. won/lost bucketed by close-date cohort. money actually in the bank. there's zero upside to fudging a calendar invite so that's about as close to ground truth as this job gets. anything a rep or an admin can quietly retune on a tuesday — stage rates, lead scores, "engagement," whatever fires an mql this month — that's a hypothesis until the hard signals back it up, not a finding.

the test is dumb but it's saved me more than once: if the "constraint" only shows up in the gameable data and vanishes the second you look at the un-fakeable stuff, it's not a constraint. it's a reporting bug in a constraint costume. go fix the report and leave the funnel alone.

and the sneaky one nobody brings up: account matching. dupes and subsidiary splits will straight up hallucinate a coverage gap for you. one logo living in three salesforce records looks identical to a pipeline hole right until you dedupe and it just evaporates. lost stupid amounts of time to that before i learned to check it first.

Anyway, how messy is everyone's actually. do you split trust-it data from verify-it data before you go diagnosing or is that a luxury and you're just cleaning as you go and hoping the numbers aren't quietly lying to you

I’ll go first.

We have a few Revops tools that all technically have reports, dashboards, exports, and integrations.

And yet every Monday, someone still manually copies numbers into a Google Sheet because that’s the version leadership actually reads.

It was supposed to be temporary.

We’ve tried to automate it more than once. Someone gets assigned. A script appears. An integration gets half-built. Then one field changes, an export breaks, the owner moves teams, and somehow the Sheet survives.

At this point it has outlived multiple people who confidently said, “I will fix this properly.”

The funny part is, everyone knows it’s fragile. Nobody really likes it. But the business depends on it now, so it keeps getting patched instead of replaced.

I’m curious how other RevOps/admin teams handle this kind of thing.

Where do you draw the line between:

• “This needs to be fixed properly”
• “This ugly thing is now production, so we should document it, assign an owner, and treat it that way”

Also, what usually causes these workflows to survive in your company?

For us it seems to be a mix of leadership trust, edge cases, field changes, and nobody wanting to break the one report people actually look at.

How do you handle these without letting the whole ops stack slowly turn into spreadsheet archaeology?

Folks, can use your advice for my situation here.
Ive been offered a new job for the role of lead revenue operations at a leading advertisement tech company.
A bit of context on my end. I am an implementation, customer success, and a project manager guy prior to this in a saas company.
Do you think this career trajectory would be beneficial for me in terms of security and exponential growth ?