Strategies for Scaling Revenue Operations

I've watched organizations rush to implement AI tools across their revenue functions, often with mixed results. Today, I'm sharing a crucial insight: the companies seeing transformative results are not those with the most advanced tech stacks. Instead, they deploy AI with surgical precision at the intersection of efficiency and trust. In my latest piece, I break down specific AI tools reshaping revenue operations and offer strategic guidance on implementing them without eroding the customer trust that underpins sustainable growth. Key takeaways: 🎯 Conversation Intelligence Platforms (Gong, Chorus): Not just for call analysis, but for scaling successful behaviors while maintaining authentic customer interactions 🎯 Predictive Lead Scoring (MadKudu, 6sense): Allowing targeted deployment of human capital against high-probability opportunities (with critical guardrails) 🎯 Personalization Engines (Mutiny, Optimizely): Creating tailored experiences without increasing operational complexity or crossing the "creepy line" 🎯 Content Generation (Jasper.AI, Copy.ai, Claude.ai): Achieving velocity without sacrificing quality (but still requires human oversight to be more, well, human). 🎯 Customer Journey Orchestration (Drift, a Salesloft company, Qualified): Creating guided buying experiences that feel personalized while operating at scale 🎯 AI Assistants (Grok, ChatGPT): Rapid iteration and testing of multiple approaches before committing resources The most successful revenue organizations aren't those using the most AI but those using AI most strategically. There is a competitive advantage in knowing where NOT to automate - in preserving human connection where it creates differentiating value. What AI tools are you implementing in your revenue operations? And more importantly, how are you measuring their impact beyond efficiency metrics? Read more here: https://lnkd.in/e4Ang6Nj __________ For more on growth and building trust, check out my previous posts. Join me on my journey, and let's build a more trustworthy world together. Christine Alemany #Strategy #Trust #Growth

I paid Alex & Leila Hormozi $5,000 for their 2-day scaling workshop. Why? To grow my business from $6 million to $12 million in 2025. These 12 lessons from the event will help me get there: 1. The fastest-moving entrepreneurs are obsessive resource allocators. Similar to investors, they seek the best risk-adjusted returns with the resources they have. 2. $3m to $10m in EBITDA is where the majority of the value in a business is created. Check the video below for a breakdown of this one. 3. LTV:CAC are two metrics you must have staring at you and constantly audited. • LTV = lifetime value of the customer • CAC = customer acquisition cost These are the only two metrics that you can “improve” in your business → either making customers worth more or reducing the cost to acquire them. 4. We need a single dashboard with the most important metrics in the business. The quality of the dashboard is based on how many people use it on a daily basis and how they connect their performance to the main numbers on the dashboard. 5. Leveling up in business is transitioning from selling to people to selling to employees. Over time, you replace yourself out of certain functions that are customer-facing. But then your job becomes selling to your employees to spark their highest performance and retain them. 6. Brand is the best way to improve LTV and reduce CAC at the same time.     7. Every single thing in your business is trainable, you just lack the skill of training. 8. The people doing it at the highest level of an obsessive, intentional standard. 9. Past $3-5m in revenue, anything “new” starts with “who” not “how.” I made the mistake last year of spending 200+ hours trying to “bootstrap” our cold ads initiative (while continuing to run the rest of the business & sales team). I should have spent the first 50 hours finding a world-class director of paid marketing, someone with far more experience building cold traffic acquisition systems.     10. Excellence is a remarkably high number of extremely small details done well.     11. Any change you make in a business you should expect a 20% “decrease” in performance to start. This means the highest risk-adjusted return is always to just do more or better or whatever you’re already doing, rather than add something new.      12. The ultimate size of the business is the sum of the intelligence of its people. I found this idea from Alex interesting for a 2 reasons.       • His definition of intelligence = speed of learning. That means the size of the company is how quickly everyone can learn things. So, the size of the company is correlated to the speed of its iterations.      • You can create a culture of iteration through constant, rapid feedback on every behavior. And when I say constant, I mean *constant*. Want to watch the full video on YouTube? Check the link in the comments!

SaaS growth halved, old playbooks obsolete: It's Not Art, It's Revenue Architecture and GTM Engineering. Unless you are AI-native or have hyper (often vertical) product-market-fit, the era of "Growth at All Costs" is dead for SaaS. The numbers don't lie: Public SaaS growth rates have been cut in half, falling from a robust 38% in 2019 to a meager 16% in 2024 – the lowest in a decade. We can argue that these same public SaaS companies are potentially losing product-market-fit. Meanwhile, the cost of acquiring net new annual recurring revenue (ARR) for these companies has increased 60%, from $1.24 to $1.98 over the same period. This means many companies are burning over $2 to acquire $1 of ARR, an unsustainable trajectory in a market no longer flush with blitzscaling / growth-at-all-costs / ZIRP easy money. For those non-native AI solutions, the inadequacy of traditional (hire and train a bunch of new AEs) GTM growth playbooks, obsessed solely with new customer acquisition, which ignored retention and expansion, are now broken. These legacy GTM playbooks leave companies ill-prepared for the more sustainable profitable efficient growth market shift. So what do we do about this? It's time to adopt "Revenue Architecture" for engineered growth. This means treating revenue generation like a "Lean Revenue Factory," a disciplined, science-driven system with predictable processes, metrics, and continuous improvement. This involves integrating every aspect of your GTM into a cohesive blueprint for scaling revenue efficiently, a recurring revenue operating model. Successfully architected companies can achieve growth that is faster, more efficient, and more resilient. It means potentially needing less capital to scale, or being able to outlast competitors who are less optimized. We recommend treating revenue generation as a science and engineering problem, not an art or role of the dice. What are you seeing with the transition to operating in a more capital efficient market environment? Have you found capital constraints boosting efficiency? Thank you David Spitz, Jacco van der Kooij, and Winning by Design for crunching the numbers and the initial mention. #RevenueArchitecture #GTMengineer #WinningbyDesign

We're entering a new era of 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 (RevOps) where the game-changing focal point of go-to-market (GTM) strategy will no longer be about brute force—but precision, process, and continuous improvement. Let me paint you a picture of how yesterday’s practices are evolving into tomorrow’s winning playbooks. ↳ 𝗚𝗿𝗼𝘄𝘁𝗵 𝗮𝘁 𝗮𝗹𝗹 𝗰𝗼𝘀𝘁𝘀: Throw money and people at the problem. ↳ 𝗦𝗶𝗹𝗼𝗲𝗱 𝗱𝗲𝗽𝗮𝗿𝘁𝗺𝗲𝗻𝘁𝘀: Sales, Marketing, and CS operating on different planets. ↳ 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗵𝗲𝗿𝗼𝗶𝗰𝘀: Growth driven by your best reps, not by the system. ↳ 𝗢𝗽𝗶𝗻𝗶𝗼𝗻-𝗯𝗮𝘀𝗲𝗱 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀: Leadership trusted gut feel more than data. ↳ 𝗟𝗶𝗻𝗲𝗮𝗿 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴: Solve one problem at a time without considering downstream impact. Did it work? Sure, until it didn’t. Tomorrow’s Playbook: ↳ 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝗴𝗿𝗼𝘄𝘁𝗵: Efficiency > Hustle. Measured outcomes matter more than vanity metrics. ↳ 𝗨𝗻𝗶𝗳𝗶𝗲𝗱 𝗚𝗧𝗠 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Revenue teams act as a single, aligned unit. ↳ 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗲𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲: Revenue factories replace the rollercoaster of heroic effort. ↳ 𝗗𝗮𝘁𝗮-𝗱𝗿𝗶𝘃𝗲𝗻 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀: From gut feel to rigorous diagnostics and benchmarks. ↳ 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴: Solve for 𝘦𝘯𝘵𝘪𝘳𝘦 𝘱𝘳𝘰𝘤𝘦𝘴𝘴𝘦𝘴 to create compounding returns. The winners will be those who don’t just "train their people" but who 𝗯𝘂𝗶𝗹𝗱 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗳𝗮𝗰𝘁𝗼𝗿𝗶𝗲𝘀 powered by scientific principles, 𝗰𝗹𝗼𝘀𝗲𝗱-𝗹𝗼𝗼𝗽 𝘀𝘆𝘀𝘁𝗲𝗺𝘀, and relentless iteration. The chart above says it all: open-loop systems (people-dependent) dissipate knowledge over time, while 𝗔𝗜-𝗱𝗿𝗶𝘃𝗲𝗻, 𝗰𝗹𝗼𝘀𝗲𝗱-𝗹𝗼𝗼𝗽 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 accumulate it. This is RevOps’ time to shine. What Changed? ↳ Businesses can no longer afford endless cost bloat in GTM. ↳ AI is transforming what “good” looks like in data analysis, process execution, and learning systems. ↳ Leaders want repeatable systems, not unreliable heroics. What do you do? ↳ 𝗗𝗶𝗮𝗴𝗻𝗼𝘀𝗲 𝘆𝗼𝘂𝗿 𝗚𝗧𝗠 𝗴𝗮𝗽𝘀: Analyze KPIs, processes, customer journeys, and call data to pinpoint inefficiencies. ↳ 𝗕𝘂𝗶𝗹𝗱 𝗰𝗹𝗼𝘀𝗲𝗱-𝗹𝗼𝗼𝗽 𝘀𝘆𝘀𝘁𝗲𝗺𝘀: Use AI to continuously improve processes, playbooks, and skills. ↳ 𝗧𝗵𝗶𝗻𝗸 𝘀𝘆𝘀𝘁𝗲𝗺𝘀-𝗳𝗶𝗿𝘀𝘁: Optimize not just individuals, but the revenue engine as a whole. 🌶️ take:  While we’re trimming the fat across Sales, Marketing, and CS teams, RevOps will 𝘀𝗰𝗮𝗹𝗲 𝘂𝗽. Why? Because they’re building the GTM machine—and in the new AI era, that’s the only way to win. The age of opinion-based GTM is over. Sustainable growth will come from 𝘀𝗰𝗶𝗲𝗻𝘁𝗶𝗳𝗶𝗰 𝗚𝗧𝗠 𝗱𝗶𝗮𝗴𝗻𝗼𝘀𝘁𝗶𝗰𝘀, 𝗔𝗜-𝗱𝗿𝗶𝘃𝗲𝗻 𝗰𝗹𝗼𝘀𝗲𝗱 𝗹𝗼𝗼𝗽𝘀, 𝗮𝗻𝗱 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴. The RevOps teams that get this right will lead their companies to dominate. Are you building a RevOps-led revenue factory, or still stuck in yesterday’s playbook? Time to level up.

It’s annual planning time!! 😅🔮 Sales leaders: time to showcase your math skills coupled with some A+ influencing 🤝 Old school way: - pick a top line revenue number - align on quota attainment % - use historicals as key assumptions - build a capacity model against the top 2 - lock in plan and start executing New school way: - start with strategic company goals and constraints - align on existing growth experiments ready to be scaled - pick new experiments to be funded in partnership with EPD (examples: international / new product/ outbound / enterprise/ channel partnerships / PLG) - quantify your base capacity (with attrition) - identify key roles in your org design (Ps: start with the org before you get to the people) - model some conservative growth from experiments you have decided to scale - based on current funnel / SAM + existing infrastructure (management, recruiting, enablement, Ops) and budget pick capacity numbers by segment by quarter - model expected changes in attrition, ramp, quotas, efficiency based on pace of scaling - align on final plan — revenue by product line, region, segment, channel - communicate to your leadership team who should in turn translate it for their teams Still with me? 😅 Reminder: make sure to decision journal key assumptions, risks so you can look back 3-6-12 months out!! 🔑 Happy planning 🙌 Revenue Magic starts here!! ✨ Invest the time to get it right!! 🔥 #annualplanning #revenueleader #cro #operationalexcellence

Most revenue leaders are focused on scaling their teams, generating more leads, and optimizing conversion funnels. But the truth is, many of them are scaling inefficiencies instead of profits. After working with hundreds of companies, here’s what consistently drives real, measurable growth: ➤ Pricing is the most underused yet most impactful lever to accelerate both revenue and profitability. ➤ When your pricing strategy is based on the actual value your customers perceive, you can often double your growth and increase margins by 25 to 40 percent. ➤ Sustainable profit does not come from selling more at a discount. It comes from understanding the true worth of what you offer and pricing it accordingly. If you’re serious about scaling your business, the first thing to fix is not your marketing or sales strategy. It’s your pricing model. #PricingStrategy #RevenueGrowth #ValueBasedPricing #BusinessProfitability #CROLeadership