In the dynamic world of business, the process of scaling Revenue Operations (Rev Ops) can be a perplexing journey for many companies. While some organizations have a clear roadmap, others are left to navigate through the landscape, often relying on educated guesswork. To shed light on this critical aspect of business growth, we undertook an in-depth analysis of team structures in 30 mid-market companies, focusing on RevOps. Though the teams varied significantly, we found valuable insights and trends.
Our analysis revealed intriguing statistics from these mid-market SaaS companies:
While different Go-to-Market strategies dictate specific resourcing needs, a common thread is the focus on adopting a data-centered approach to sales.
Even within the realm of Rev Ops, we noticed a diverse range of team-building strategies. For instance, companies like Asana, historically focused on Product-Led Growth (PLG), allocated a small percentage (18%) of their total headcount to Sales. Their year-on-year growth in Sales headcount remained modest at 1%, raising intriguing questions about their unique approach.
Rev Ops and GTM (Go-to-Market) Systems play pivotal roles in empowering the Sales team effectively. This responsibility falls into two overarching buckets:
Rev Ops primarily addresses the first aspect, while GTM Systems focus on the second.
We delved into specific companies to draw concrete examples of varying approaches:
† 78% of the Rev Ops team (14 out of 18) sit on Deal Desk.
Our analysis reiterates that a larger team isn't the sole solution. It's about precisely resourcing this mission-critical team, ensuring the right investment. A lack of investment and misallocation of resources are equally detrimental to GTM effectiveness. In essence, investing in Rev Ops is essential, but doing it right is imperative for business success.