Craig R. Historically in the start-up space, RevOps tends to not be built out to be strategic until later in overall investment Series. Sometimes Series C, sometimes later. Which has cost many start-ups their edge in the market, millions of dollars in wasted time and budgetary expenditures, and in some cases their ability to IPO. I call it "Order Takers" or "Change Makers". The classic pattern is an org of less experienced Order Takers that simply react to requests. Invariably, start-ups hit the scale wall because in their Build phase, they didn't have strategic RevOps leadership to architect systems, tools and process in ways where they can organically scale, increase efficiency and effectiveness and prevent waste. To answer your actual question, my favorite model is RevOps as a neutral Switzerland where it oversees operational efficiency and strategy through the entire GTM. Marketing Ops through Deals Desk. Start-ups should get an experienced RevOps leader as early as possible. Yes, that comes at a cost, but if nothing else, a fractional experienced RevOps leader/advisor will save a Start-up millions in actual expenditures and potentially their ability to IPO, raise capital, or perform M&A.
