Debunking Common RevOps Myths

RevOps has been evolving quickly since first coming onto the scene within the last 5-10 years. With the rapid pace of change in the function, along with the economic shift that has taken place, we want to spend time debunking common RevOps myths. Understanding fact from fiction can help you drive greater impact from your RevOps teams.

Myth 1: RevOps is just another name for Sales Ops

In the beginning, many organizations hit “Find & Replace” on Sales with Revenue and called it a day. Since those early days, RevOps has expanded beyond just Sales Operations and now has responsibility across the entire revenue generation process, including marketing, BDR, partners and customer success. The approach shifts from siloed thinking to a holistic view of the entire funnel. This includes impacts on marketing budgets and strategies all the way down to which accounts should be targeted to increase renewal rates; a fundamental shift in mindset.

Aligning on targets, processes and handoffs across functions improves the entire GTM motion. This is far beyond what Sales Ops traditionally handled. RevOps enables a fully aligned revenue engine that delivers a seamless customer experience and better business outcomes.

Myth 2: RevOps is only about tools and tech

RevOps should not solely be focused on system administration. While technology is a critical enabler, RevOps is about making improvements to the full GTM process, analyzing the business and optimizing the buyer journey. If a RevOps team is spending an inordinate amount of time fighting fires in system admin work, they’re missing out on opportunities for higher-impact analysis and enablement.

To drive value, RevOps leaders should focus on process optimization and integration, partnering with IT or Business Systems for system administration. This partnership allows RevOps to stay engaged in strategic roadmaps while leaving the hands-on work to specialists. Exceptions might include tools like MAPs and lead routing systems, where rapid changes and SDR onboarding require operational oversight. This ensures agility without detracting from RevOps’ strategic focus.

Myth 3: RevOps has a single org design

How RevOps looks in one organization likely differs from another. In smaller organizations, there are typically more generalists, with focus spanning multiple functions. As businesses grow, the structure shifts. For example, building the right org chart for an enterprise sales motion differs from a transactional, high-volume business. Similarly, the maturity of your IT and Data teams will significantly impact your RevOps design.

Factors like GTM strategy, team size, and revenue model all influence organizational design. Don’t assume the structure that worked in one company will work in another. Flexibility and customization are key to achieving optimal alignment and impact.

Myth 4: RevOps is only a data function

Data is a foundational element of the GTM engine, but RevOps is more than just analyzing data. Balancing quantitative insights with qualitative context is essential. RevOps teams should focus on anticipating future challenges and proactively adjusting strategy, rather than solely reacting to current quarter performance.

For example, if a new market opportunity arises (ex due to regulatory changes), RevOps should identify actionable steps to capitalize on it. While sales leaders prioritize immediate performance, RevOps looks ahead to make future quarters and years attainable. Creativity and empathy for both buyers and sellers play a crucial role in defining roadmaps and priorities, complementing the team’s data-driven approach.

Myth 5: RevOps doesn’t need to be at the leadership table

While RevOps is generally considered a cost center from an accounting standpoint, the right RevOps team provides strategic value. RevOps typically reports to a C-level function (COO, CFO or CRO are most common), but they should maintain regular discussions with the executive leadership team (ELT). Their unique perspective across the GTM team positions them as valuable advisors for strategic decision-making.

This extends beyond annual planning. RevOps should bring actionable insights to the table throughout the year, influencing decisions like resource allocation, territory planning and long-term strategy. By interpreting data and providing foresight, RevOps becomes a critical driver of organizational success.

Wrapping It Up

Many of the myths surrounding RevOps still play out in some organizations. If you see areas where these myths align with your current reality, it’s likely your team isn’t realizing the full value of a highly impactful RevOps function. As RevOps continues to evolve, it’s settling into a role that delivers tremendous value by aligning teams, streamlining processes, and driving growth.

Looking ahead, the promise of AI will further push RevOps teams to adapt to an ever-changing tech landscape, finding new ways to increase the output of GTM teams.

If you need help up-leveling your organization’s RevOps team, let us know how we can help!