I'm in sales, not RevOps. I skew very analytical and process oriented, and am always looking for ways to improve systematically.
If the only expectation is dashboards, and your internal customers have everything they need, then you are doing your job.
First, monthly meetings sounds like not nearly enough interaction. Hopefully there are discussions, weekly sales meetings, etc.
The value of RevOps in my experience will be driven by the Leadership. You point out KPIs. Do you have a POV on how to move the needle? If leadership believes you have a roll in solution, then they can give you ideas that turn into deliverables by you + team.
If Leadership does not see the link & value, then, you might have to sell it too them. Have 1:1 discussions w/ the front line ICs who ideally both have the respect of leaders and are more likely to get value you provide. It may not be hard to win friends w/ sales. Many orgs focus on driving pipe and forecasting and never think about the burden of selling. Anything you can do to lighten the administrative burden while allowing reps to keep bosses happy, will make you tons of friends.
Once you get in the inner circle, you can start to see how you can collapse deal cycle. This is where you need to be to get insights.
Maybe MQLs are not qualified enough or prioritized. Maybe they're not surfaced fast enough. My favorite would be to measure MQLs + SDR output with closed won $. Almost no orgs to this b/c they are trained to deliver the metrics that they get measured on.
