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Expanding the role of a CRO
Jason started his career as a product person at SaaS companies, where he developed many of his RevOps principles. He then co-founded Go Nimbly, the first revenue operations consultancy to help high-growth companies increase the revenue of every customer by eliminating operational silos. Through Go Nimbly, Jason helped large enterprise organizations design more efficient and holistic RevOps practices.
When COVID hit, Jason became obsessed with taking the principles he had developed for large enterprise organizations and applying them to smaller businesses. He first went to BreadcrumbsIO and, ultimately, moved to TrustLayer.
There are three reasons Jason had chosen to become a CRO:
- He wanted to put the principles he had learned into practice at the leadership level
- To demonstrate why a CRO should focus on sales, marketing, and customer success equally
- To understand where silos form
Future career trajectories for RevOps professionals
RevOps has developed in terms of skills and career directions; You can have technical RevOps or more business savvy RevOps. The four pillars of RevOps are tools, strategy, enablement, and insights. RevOps professionals might gravitate to one or two of these pillars throughout their careers. There could be a VP of RevOps, a RevOps analyst, an insights person, and other titles.
However, to make that happen today, CROs need to focus on elevating RevOps or operations within their go-to-market team to the same caliber as their sales and marketing teams. RevOps should be treated as a department with its own function, not a support service or an auxiliary service.
Top RevOps skills and traits
A successful RevOps professional should think strategically and analytically, possess a core skill in branding or strategy, and be customer-focused.
Grouping people in silos is a remnant of the industrial revolution when people worked on a factory line and had specific jobs. That’s how businesses were built for a hundred-plus years.
Now, businesses and technologies are more complex, and silos are less efficient. Businesses that de-silo get more dollars out of each customer, and internal teams are more aligned to the organization’s goals.
Breaking the silo model
If you want to de-silo your business, start by gathering all teams and talking about your business priorities and how to achieve them. You need to make people interact, communicate, and get to know each other better.
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