Concentrate - HubSpot Solutions Partner’s Post

There’s a perfect balance between early investment and resource optimisation when it comes to RevOps, and that’s where the RevOps Maturity Model comes in. Apply the science of revenue operations to your organisation’s business growth engine. #RevOps, #revenueoperations, #investinRevOps, #RevOpsMaturityModel https://hubs.ly/Q02vNx8l0

🚀 RevOps for SMBs vs. Enterprises 🚀 Revenue Operations (RevOps) looks different for small businesses and large enterprises. Knowing when and how to implement RevOps can be a game-changer. SMB: 🔷 Focus on Scaling: RevOps is critical when growth begins to feel unmanageable. Introducing the right processes and tools allows SMBs to scale without chaos. 🔷 When to Start: If leads are falling through the cracks or teams are misaligned, it’s time to systemize. Early investments in RevOps paves the way for predictable revenue growth. Enterprises: 🔷 Streamline Costs: Enterprises often benefit from RevOps by reducing inefficiencies. Unified systems across sales, marketing, and customer success save time and cut operational waste. 🔷 Maximize Revenue Potential: A systemized approach provides clear visibility into the pipeline, enabling data-driven decisions and higher revenue generation. When did your company realize the need for RevOps? Share your insights! #RevenueOperations #RevOps #SmallBusiness #EnterpriseGrowth #ScalableProcesses #RevenueOptimization

📈 3 signs your tech operating costs might be too high… If you’re accountable for platform development at a scaling SaaS business, then you already know how challenging it can be to keep control over the complex mix of costs. Look out for these three signs you may be burning through cash too quickly: 1️⃣ New product features and functionality aren’t landing with customers; potentially an over-engineering problem. 2️⃣ You’re struggling to retain your people; creating extra costs from hiring and losing top talent for work that’s ‘beneath them’. 3️⃣ Lack of effective planning means no clear distinction between BAU and innovation workstreams; leading to expensive resources doing mundane jobs that could be automated. 👉Read Part 1 of our new blog series on Optimising Operational Efficiency and discover if you’re Managing Costs effectively. If you suspect your burn rate is running too high, drop author Tim Palmer a message to discuss how Blue Hat Associates might be able to help. https://lnkd.in/e2wC7pMa #operationalefficiency #saasgrowth #digitaltransformation

Are you setting your RevOps person up for failure? It's not all that uncommon that companies rely on a single individual to manage both the strategic and operational functions of their RevOps. This a risky move. While RevOps covers everything from GTM Strategy and Process to Metrics, Enablement, and Systems/Tools, it's challenging to find one person who excels across all these areas. Here’s why a team of one might not be your best option: 1️⃣ Skill Diversity: It's rare to find someone proficient in both the strategic aspects of GTM planning and the operational details of data analytics and system management. So it's likely that your person is going to lean towards one of these functions and not do as good a job in the other. 2️⃣ Scalability: As your company grows, the demands on RevOps will expand. A single individual can quickly become overwhelmed, leading to bottlenecks and eventually burnout. 3️⃣ Innovation Stagnation: With only one perspective, you’re likely missing out on innovative strategies and diverse problem-solving approaches that a team can provide. However, in smaller startups or companies in early stages, a one-person RevOps team can be a temporary, cost-effective solution. It allows for quick setup and tight control over systems. But even in these cases, be mindful that as your company scales, this structure will need reevaluation to avoid overloading a single resource. Expanding your RevOps team is an investment in your company's scalability and resilience. Has your organization taken steps to grow this critical function?

🚀 Tech debt poses a significant challenge in RevOps today, and it's a key challenge that our client, Hyperscayle LLC solves every day. Tech debt arises from years of marketing and sales system maintenance, resulting in messy data, convoluted automation, and outdated workflows. Left unaddressed, tech debt stifles growth. At Hyperscayle, they understand the importance of tackling tech debt head-on. They are dedicated to unraveling complexities and driving sustainable growth. Discover more about Tech Debt and RevOps below! #RevOps #TechDebt #revenueoperations #marketingoperations #marketingops

Check out some of the latest insights from the RevOps world 🚀 👉 https://lnkd.in/ex2pd4Wn #RevenueOperations #RevOps

Tech debt is one of the biggest issues in RevOps today.   Scaling companies (and RevOps teams) often find themselves with large impactful problems and minimal time/resources to solve them. It’s easy to find some RevOps software that promises to solve your problems, and it’s even easier to throw money at a martech application or the sales tech stack than to actually understand the root cause of the issue. After implementing the solution, you’ll often find that the problem hasn’t gone away (and you’ve introduced a new problem: Tech Debt!) What's tech debt? For many organizations, the combination of lots of tools and years of outdated system maintenance leads to messy data, convoluted and contradictory automation, and workflows that no longer match business processes. If not addressed, this problem grows with a company and hinders growth. It's just one of the places where a fractional RevOps team can make a big difference. Learn more about our vision for what RevOps is and the value it can drive: https://lnkd.in/efsyqfsn #fractionalrevops #revopsadvisory #chiefrevenueofficer 

From my experience and conversations with my network, it's clear that Revenue Operations (RevOps) has some serious pitfalls. Instead of being a powerhouse of efficiency and innovation, it's often bogged down by bureaucracy and internal focus. Here's what I've learned: 👉 Balancing acts don't work: Aiming to serve both customer and company needs usually means the company's priorities win. This leads to a loss of focus on what really matters - the customer. 👉 Flexibility vs. control: RevOps was meant to be both flexible and controlled. Yet, control often takes over, stifling the agility needed to make real improvements. 👉 Today vs. tomorrow: RevOps struggles with juggling daily operations and planning for the future. The urgent always takes precedence, leaving little room for strategic growth. In essence: RevOps often ends up too controlled, inward-looking, and caught up in daily tasks, sidelining strategic improvements. ✅ My takeaway is that dividing the focus is key. One team should manage the current operations efficiently (RevOps), while another (GTM Strategy) should concentrate on forward-looking, customer-centric strategies. This split ensures operational excellence and positions you for future growth by learning from the past and planning with clarity. What are your thoughts? #b2b #revops #gtmstrategy

Scale ≠ More Chaos Most founders think scaling means doing more. More sales. More customers. More chaos. 🥊  Wrong. Scaling isn’t about throwing more into the mix. It’s about simplifying the complex. Here’s the real formula: → Scale = fewer moving parts + automated processes + empowered teams.   → It’s about doing more with less—less chaos, less friction, less manual effort. Your business doesn’t need more work. It needs systems that work for you, not against you. Think about this: ⁉ If your team can’t handle the business today, how will they handle it when you 3x your customer base? You don’t scale by adding complexity. You scale by streamlining. 💡 Your systems should grow with you, not slow you down. 💡 Focus on fewer, better processes. Get your team running like clockwork. Then, scaling will become the natural outcome—not a nightmare. Hope this helps. _________________________ I help technical founders be CEOs and win. 

How to take an out-of-control burn rate? I’ve written this based on work we’ve done in recent years with scale up businesses who have a renewed focus on costs.