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Goal vs Task-Oriented RevOps Processes with Matthew Amadea, Head of Revenue Operations at Tigera

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Matthew’s journey from SalesOps to RevOps

Matthew started his sales career and first job in 2005 as a Sales Representative at Sears, Roebuck and Co. He worked his way up, experiencing different sales, marketing, account management, and administration related roles until 2013. 

In 2013, he joined Jobscience as a Strategic Account Manager, which served as a tipping point in Matthew’s career transition to salesops and revops career. As an Account Manager at Jobscience, Matthew got to experience Jobsience’s sales software, which was built on Salesforce. He was fascinated with the platform’s power and enjoyed creating processes for the whole team. Consequently, in 2014, Matthew took up the Sales Operations Manager’s role at Jobscience to take a deep dive into salesops science. 

Since 2014, Mathew has worked at renowned companies such as Ctuit Software, Demandbase, etc. and looked after their sales operations and enablement processes. 

And finally, in 2018, he transitioned into the RevOps as a Head of Revenue Operations at Tigera, which provides the industry’s only active Cloud-Native Application Protection Platform (CNAPP) with full-stack observability for containers, Kubernetes, and cloud. 

Tigera never had a RevOps function in place before Mathew. So, as a part of developing RevOps for Tigera, Matthew created supporting teams featuring marketing ops and CX ops to add value to entire revenue operations. 

“RevOps provides you a chance to step back from sales and spend more time strategising efficient processes, which helps the companies take strategic decisions.”

The reporting and inter-teams communication strategy 

Instead of reporting to a COO (Chief Operating Officer) which is commonly the case in RevOps, Mathew reports to the VP of sales, however, this doesn’t cause any conflict. 

Tigera plans weekly sync meetings involving the CMO (Chief Marketing Officer) and CSL (Customer Success Lead) to ensure the sync between different teams. These meetings aim to include the marketing and customer support team’s feedback and acknowledgement in the ‘sprints’ planning. In this meeting, two-week sprints are discussed and planned, ensuring that all the relevant teams and stakeholders are well-aware and onboard with the things to be done. 

Apart from these weekly sessions, Tigera holds a monthly meeting where the long-term (bigger goals) are discussed with all the relevant department leads. 

“This quarter’s goals are enablement and onboarding so that when someone new joins the company, they know exactly where everything is and what needs to be done. Also, it makes all the processes smooth and in order, rather than haphazard.”

Goal-oriented vs task-oriented processes: Managing time efficiently 

It’s important to set aside some time on the calendar – an hour each week maybe – to focus on each goal that needs to be achieved in a quarter and how that goal will progress. This helps keep sight of the bigger picture and provides structure, especially when the team consists of very few over-burdened individuals with many responsibilities. 

“It’s crucial to write things down, set aside time, and have regular check-ins with yourself and with your managing director once a month. This promotes learning and growth and encourages one to be goal-oriented instead of just being task-oriented.” 

Targeted RevOps improvement 

Instead of staying on the fast track and trying to achieve too much too soon, slowing down and paying attention to detail is important to ensure the entire job is done efficiently.

“Rather than being a jack of all trades master of none, it’s better to take on limited responsibility and be effective and efficient in them.” 

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