Chaitanya (Chai)

Senior Revenue Operations Analyst 

Zeni.ai 

LinkedIn: https://www.linkedin.com/in/chaitanyamohan/

Revenue operations, or "RevOps," is a way for a company to make sure they are making as much money as possible. It's like a big puzzle where different pieces (like sales, marketing, and customer service) must work together to ensure people want to buy the company's products or services. RevOps is like the person in charge of ensuring all the puzzle pieces fit together in the best way possible.

What do you enjoy most about RevOps?

One of the things I enjoy most about revenue operations (RevOps) is the ability to drive cross-organizational impact. In a RevOps role, you are at the intersection of sales, marketing, and customer success, and you have the opportunity to work with teams across the organization to identify and address bottlenecks, streamline workflows, and improve overall performance. We set people up for success, and it's a great way to get excellent at operations.

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I find particularly rewarding the ability to quantify the impact and use it to fuel innovation and drive further improvements. In RevOps, you have access to a wealth of data and insights that can be used to measure the effectiveness of your efforts and identify areas for improvement. It's like taking a bite out of a donut and seeing how it's made; you can use that knowledge to improve it. This ability to measure and analyze performance allows you to continuously improve and drive better results for your business.

Who do you report to in the organizations, and what are the key metrics you report?

I report to the Manager & Director of Revenue Operations in my organization. The key metrics I report on can vary depending on the department and project we are undertaking. It's a dynamic role that requires me to be able to pivot and adapt to the different metrics and KPIs depending on the project and teams we are supporting. I appreciate how much I get to adapt, learn, and sometimes unlearn to deliver value.

Who are the different cross-functional teams you need to coordinate for the success of your role?

As a revenue operations analyst, I work closely with various cross-functional teams to drive success for the organization. Currently, I am working with customer success teams where I collaborate to ensure customer satisfaction and retention. 

Additionally, I often collaborate with the IT/tech team to ensure that our systems and tools are integrated and aligned with our revenue operations strategy. I also generate reporting tracks and analyze key performance indicators (KPIs) to make data-driven decisions.

What data source do you deal with? (CRM data, payments data, etc.)

I deal with a variety of sources of data to support my work. CRM data sits at the epicenter of most operations, and I use that for both operations and insights.

Sure, here's an example of a revenue-related problem that I have helped solve in the past that includes an employee onboarding component:

Problem

In a previous organization, as we decided to scale, we realized the need to make the sales team highly efficient. After analyzing the data, I discovered the problem was rooted in a lack of transparent processes and training for the sales team, tech stack, and departmental data accesses.

Solution

We developed a ticketing system and allowed employees to fast-track their concerns to solve them. Later that ticket repository served as a FAQ (most comprehensive internal-org wide knowledgebase). Using this knowledge base, we segmented information based on employee-role and departments and developed specific training modules. I also segment and integrate SaaS products to expedite and scale their effort. This translated into bottom-line revenues. It's a small example to highlight that once problems are identified, you can develop solutions with compounding impacts.

Broadly, it's both a macro and micro understanding of the industry. My information diet comprises the following industry leaders in RevOps, layered with peer-to-peer learning from communities and other professionals. It's also bringing in experience from previous roles and, needless to say, learning on the job.

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How do you measure the effectiveness of revenue operations initiatives?

There are several key metrics that we can use organization-wide to evaluate the effectiveness of revenue operations initiatives, such as: 

Revenue: This is the most obvious metric for measuring the effectiveness of revenue operations initiatives. By tracking revenue growth over time, you can identify patterns and trends and evaluate the impact of your efforts on the bottom line. 

Sales pipeline: Tracking the size and health of the sales pipeline can provide insight into the effectiveness of lead generation, qualification, and closing efforts. 

Lead conversion rate: Measuring the rate at which leads are converted into paying customers can help identify bottlenecks in the sales process and identify areas for improvement. 

Customer retention rate: Measuring the rate at which customers renew their contracts or make repeat purchases can provide insight into the effectiveness of customer success efforts and help identify areas for improvement. 

Net Promoter Score (NPS): NPS is a measure of customer satisfaction and loyalty; it can provide an overall measure of customer satisfaction and help identify areas for improvement. 

Marketing Performance: Track how well your marketing efforts performed by monitoring metrics such as website traffic, click-through rate, and cost per lead. 

Operational Metrics: Track the performance of internal processes, such as customer onboarding and support, to identify bottlenecks and areas for improvement. Naturally, these are tracked when the RevOps team is undertaking a department-specific project.

Can you describe your experience with CRM and marketing automation tools?

In my experience, Salesforce and Hubspot have been great options for CRM. Both as a technologist and an operations professional. Another strength of these tools is their ability to scale quickly. With the right automation and workflows, managing many leads and customers is possible without adding a significant headcount. This can be especially beneficial for companies looking to multiply or those with limited resources.

How do you prioritize and manage competing demands on your time and resources?

One strategy I use is professional time management techniques such as the Eisenhower matrix, which helps me prioritize tasks based on their importance and urgency. This allows me to focus on the most critical tasks while ensuring that less urgent tasks are not neglected.

Can you explain your approach to data analysis and interpretation?

As a Revenue Operations professional, my approach to data analysis and interpretation involves identifying the problem or question to be answered, collecting and cleaning relevant data, using various analysis techniques to gain insights, and interpreting the results to draw conclusions and make data-driven decisions.

Additionally, I rely on industry best practices, frameworks, and methodologies such as Six Sigma or lean methods to ensure that my analysis is accurate and efficient.

One of the companies I previously worked for was looking to increase its revenue by expanding into new B2B markets. The company had identified a new geographic region that it wanted to target, but the sales team didn't have the necessary expertise or knowledge of the local market.

As a revenue operations professional (previously Business Analyst), I worked closely with the sales, marketing, and product teams to develop a comprehensive strategy for entering this new market. First, we developed an internal customer profile by analyzing existing clientele and sales calls, queries and got super granular in our processes. Then, the sales team provided valuable insights into the potential customers, while the marketing team developed a targeted campaign to reach those customers. Finally, we leveraged CRM automation to scale and target these companies precisely to solve their problems and areas of friction. In fact, the product team was able to develop new features and functionalities that were tailored to the specific needs of the new market.

We also worked closely with the customer success team to ensure that the new customers were effectively onboarded and supported and met their needs. All of this was tailored to the right KPIs with the data analytics team to track and analyze key performance indicators (KPIs) to optimize and improve the results over time and our NPS scores.

As a result of this cross-functional collaboration, we were able to successfully enter the new market, and the company was able to increase its revenue.

How do you stay organized and manage multiple projects simultaneously?

I utilize project management tools such as Trello, Asana, or ClickUp to create a centralized task list and track progress on tasks and projects. This allows me to keep an overview of all my tasks and their status and to efficiently prioritize and re-prioritize as needed.

My team also uses the Lean Six Sigma methodologies to improve the efficiency and effectiveness of my processes and workflows. This approach helps me to identify and eliminate waste, improve quality, and increase speed and efficiency in my work.

Can you describe a time when you had to present complex revenue data to non-technical stakeholders?

The goal is to develop a narrative that clearly communicates the essential findings and recommendations in a way that is easy for non-technical stakeholders to understand.

During the presentation, I focused on the key takeaways and used examples and anecdotes that helped illustrate the findings in a relatable way. I also present data to a smaller focus group that mimics the larger group to anticipate and answer any questions the stakeholders might have and provide additional context and detail as needed.

Anything else you want to talk about?

I think this is comprehensive in itself; I'd only say that RevOps is a domain that leads with data and focuses on bringing everything together; this is an evolutionary process intended to break departmental silos and make the organization work as a single organism. 

Thanks.