Hi all - Good morning, first post here, and it's related to an organizational question. In your respective Rev Ops teams, does the Marketing Ops function sit outside of your direct remit? It's the case for me, and I find it challenging at times given a large part of the role is driving lead generation and our ability to measure full funnel effectiveness. Marketing currently is very good at driving events & content, but the measuring piece is one I am having to step into, but it is difficult to drive change at the pace I'd like. Curious to hear how you have navigated this challenge, or how I should be re-thinking the structure of the team with my leadership. Thanks in advance!!
I think at a larger company, I've had it where marketing ops, sales ops and CS ops feed into revenue ops rather than being separate areas of a business. In smaller companies we do everything 😂
High-level, I create the reporting I need and get buy-in from leadership. This is what we're supposed to track and how (and WHY). I have blank values where we need work and then there's pressure from leadership on the GTM function to start tracking as we need to. Then I work with the GTM function to guide the structure to collect the data points we need and they see me more as a partner rather than someone coming in from the outside telling them to do something.
Emerson M. Fair enough, and that's likely the angle I will take, along with setting up the technical capabilities for such tracking. Appreciate the feedback.
Cool, happy to chat through things if you need another brain on it from time to time. A response in a thread is one thing, but it DID take a good amount of time and effort to build the trust to be in a place where I can get that buy-in and support from leadership. Maybe you already have that.
