Most mid-market revenue problems are not strategy problems. They are alignment problems. Marketing and sales are measuring different things. Pipeline stages mean different things to different people. Forecasts get assembled manually before every leadership meeting. Data sits in multiple systems with no clear owner. When those conditions persist, growth becomes difficult to scale, because the revenue engine is working against itself as much as it is working toward a number.
B2B companies between 100 and 500 employees that have a defined sales motion and are ready to build the operational foundation that makes it repeatable and scalable. Specifically, teams dealing with:
Your teams are working hard. Deals are moving. Campaigns are running. The issue is that the operational layer underneath is not keeping pace.
Reporting takes time to assemble. Stage definitions have drifted. The handoff between marketing and sales produces friction more often than it produces momentum.
These are not isolated issues. Poor process and alignment, along with data quality gaps, are the top two challenges cited by RevOps practitioners across mid-market B2B companies. (Source: BoostUp, 2024).
They compound over time. A lifecycle stage that is inconsistently applied early becomes a forecasting problem six months later. A handoff that lacks a clear owner becomes a lost opportunity a quarter after that.
The operational foundation is fixable. And building it changes what leadership can see, what sales can act on, and what marketing can prove.
Gartner projects that 75% of the highest-growth companies will have adopted a formal RevOps model by the end of this year.
Forrester research shows that companies aligning people, processes, and technology across their go-to-market teams achieve 36% more revenue and up to 28% more profitability. (Source: Forrester, via Johnny Grow)
Sales ops and marketing ops each support a single team. RevOps sits across all three revenue-generating functions: marketing, sales, and customer success. The goal is a shared operating model where all three teams work from the same data, the same definitions, and the same pipeline view. In practice, it means lifecycle stages, handoffs, reporting, and forecasting are designed for the whole revenue organization, not optimized for one team at the expense of another.
No. Many of our clients come to us specifically because they do not have a RevOps function yet and need one built before they are ready to hire for it internally. We act as that function during the engagement, and document everything so that when you do hire, that person is inheriting a clean, well-documented system rather than starting from scratch.
Initial architecture and infrastructure builds typically run 6 to 10 weeks. From there, most clients continue with an ongoing retained engagement covering optimization, new workflow builds, and reporting cadence support. The retained model is usually more cost-effective than re-engaging for each project separately.
That is the starting point for most engagements. Data cleanup and governance are standard components of the initial phase. We audit your current property structure, identify what is worth keeping, and establish the hygiene standards that prevent the same problems from recurring.
Deliberately. The most common reason RevOps initiatives stall is that the system gets built but the team does not adopt it. We involve both sales and marketing leadership in key decisions throughout the build, document everything at each stage, and conduct role-specific training before launch. Adoption is part of the deliverable, not an afterthought.
Yes. We operate as an extension of your internal team, not a replacement for it. The engagement works best when your sales and marketing leaders are involved in defining requirements and reviewing the architecture. Their operational knowledge is what makes the system accurate.
Most retained clients use ongoing support for a combination of things: new workflow builds as the business evolves, reporting enhancements, HubSpot portal governance, and strategic input for quarterly planning. The cadence and scope adjust as your needs change.
RevOps is not a one-time project. It is a function that matures over time as the business grows, the team changes, and the go-to-market motion evolves.
The engagement starts with getting the foundation right: clean architecture, shared definitions, reliable reporting. From there it becomes an operating rhythm your teams run on rather than a system they manage around.
Not for every company, or every stage. If you are early and still defining your ICP or sales process, the most valuable starting point is getting those fundamentals in place before building operational infrastructure on top of them. We can help with that work too, and we will tell you if that is where you should start.
If you have a defined sales motion, a team that is growing, and leadership asking for better visibility into what is working and what is not, this is the engagement that addresses that directly.
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We’ll ask about your current setup, your team structure, and where the biggest operational friction lives right now. No pitch deck. No pressure. Just a clear read on whether this is the right engagement for where you are.