You can follow Jason on LinkedIn here, and learn more about Go Nimbly here


If revenue is the lifeblood of an organization, then customers are the heart that keeps it pumping.

That’s why it’s so important for everyone in your organization to get that customer experience right, from your sales, marketing, and customer support teams that deal with your customers day-in and day-out to the operations teams that keep things running in the background.

Jason Reichl, CEO of Go Nimbly, sat down with us to discuss how revenue operations helps companies find gaps and provide great experiences for their customers… and where sales enablement and automation fit in.

How would you describe revenue operations?

It's all based on the idea of operationalizing your customer experience. Revenue operations creates a unified team of operational generalists who have autonomy to deliver against the customer experience and are measured on one thing, which is revenue impact. It takes both your go-to-market team and the revenue operations team, much like the unison between an actor and a director, to deliver the customer experience.

You talk about teams working together. We see your hashtag #SiloNoMore trending. Why is alignment important?

Marketing knows they have to touch a customer in every part of the journey. Sales knows they need to be in the front-end of the marketing conversations. Customer success knows that, if they're really going to manage retention, they need to know what sold from the very beginning. Whereas some of the operational teams are lagging behind because their metrics are not tied to how bumpy the customer feels.

Basically, silos cost you money because it creates gaps in those experiences and define these boundaries. Customers don't care about those boundaries. If you can fill those gaps by breaking down those silos, you're going to get more money off each customer.

How might an organization go about adopting a rev ops approach?

The four skills of revenue operations are basically operations, tools, insight, and enablement. You need to sit down and look at each individual member of your team. If you find that you are an A+ in tools but a D in enablement, that's the gap that you need to focus on and start filling in with either other people or your training.

Then we move into understanding the capabilities of revenue operations teams. You have to understand, what is this rev ops team going to be responsible for? There's a couple of different categories, but ultimately, it's just the same stuff that your operations team was before, now at a much broader, wider tranche.

And then we set the baseline metrics for revenue impact. We see what your conversion rates are, what your volume is, your values, and then ultimately how fast you move through your funnel. Then we start to sit down and build an operational road map. It becomes this unifying blueprint for how these teams should function and serve the business.

Go Nimbly is trusted with $202 million MRR by companies like:

Where does sales enablement belong in a rev ops model?

It's the responsibility of every revenue operations professional to understand enablement and to make enablement part of their core skill set. I think it’s the most neglected of the skills because they think they hire very intelligent people and they can train themselves. The problem is it's not consistent enough. So you might have a rock star who understands the process, and you may have someone who could be a rock star but they don't understand the process and you're not unlocking their true potential. Your customers feel that pain.

Make sure that you're not just doing an enablement session and leaving. Check back in. Set benchmarks. Be scientific. And the way that you make it scientific is by having frameworks that you repeat over and over again, so that you can have baselines to move from.

Do you think automation's going to play a bigger role?

Ultimately, automation is just making it easier to get to the work. Everything that slows down someone and gives them paralysis, we can automate, so that they can focus on interacting with the customer. Everything else in that space up until that point should be automated as best as you can.

With a team of generalists, you can lean on automation to be that specialist, to have that deep dive information. You don't need the consultant to know how or why we did territory management this way four years ago. That information doesn't have to live in their brain anymore.

Questions and answers have been edited for brevity. Listen to the full interview in the video above. 

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