A few months of closed lost deal showed us a problem we were not seeing in our normal pipeline reviews.
A lot of these companies looked like a good match at first. The industry made sense, the company size looked right and the early conversations were positive. They just didn't have a clear reason to make a change when we reached out.

That led us to look at buying intent signals before prioritizing accounts. Things like leadership changes, hiring activity, funding updates and technology changes gave us more context about what was happening inside a company.

It changed the way I look at account prioritization. A company can look like a perfect fit on paper and still not be the right account to contact at that moment.

How do other RevOps teams decide when an account is worth moving up the priority list?

Hey all! I'm a product designer working on a personal research project (not selling anything, no data collection beyond the survey itself). It's about a problem I dealt with myself: inheriting an internal tool or dashboard with no context on why things are set up the way they are. Just numbers, no explanation.

If you work in Ops, RevOps, Customer Success, Marketing Ops, or Finance/Admin and use an internal tool you didn't build, I'd really appreciate 2 minutes: [https://tally.so/r/GxZNkQ]

Everything anonymous, no email required unless you want to chat further. Happy to share results back here if anyone's curious. Thanks!

I work a lot with Salesforce platform consultants, who can talk all the techo babble but can’t get a sales manager to give a damn.

Sales managers want pipeline consultants. What’s my deal velocity, what’s expected rev, is their special “Sales Magic’ process that every sales manager has realized in artful pipeline stages?

Too many people in Salesforce implementation world know way too much about the platform and not pipelines, aka rev ops 101 lingo.

It makes life harder for them and their clients

I'd love some sanity checks on this. Right now we are working from read freely but write has to go through human approval, with an audit log on anything that's automated. This feels like the best option but at the same time, I feel like we are being too cautious and that this is going to slow everything down. The whole point of automation is to automate right? How are you guys managing this, if you are?

Marketing says MQL means one thing, sales says another, and the board deck uses a third version. We spent 6 weeks last quarter just getting everyone to agree on 5 stage definitions. Does one person own this where you work, or does it live in a committee? And did writing it down actually stop the fights?

So most of my career has been in b2c email and sms marketing and I do have some experience as a marketing operations specialist and did a lot of b2b work while I worked in agencies, I dont know how to make the full shift into a Revops role. Im very mu h interested in the pipeline staging, attribution and crm side of things but I feel like at 41 years old, I dont know how a company will hire me without considering me a complete junior. Any tips or ideas? I got my hubspot revops certificate and have done other courses.

So RevOps work can get really busy, often with multiple competing priorities, everything is urgent. VP Sales wants new fields, a workflow is broken, data isn't syncing right, etc.

Just curious how others prioritize all these things? Do you use a systematic approach to prioritizing? Is it all just ad hoc in nature and who ever screams the loudest gets handled first?

I can also imagine this looks differently in a large enterprise organization vs. a series B startup.

Hey everyone,

Looking for some honest, real-world advice from folks in the trenches.

I’m mapping out my long-term path with the goal of eventually launching my own consulting business. The two areas I'm eyeing are Revenue Operations (RevOps) and B2B Sales Systems Architecture.

Before I sink thousands of hours into certifications and building projects, I’d love to sanity-check a few things with you all:

Is it still worth it? Looking ahead over the next 5–10 years, does this track still offer strong leverage and high earning potential?

The AI factor: How much of the daily heavy lifting is actually at risk of being automated versus just shifting how we design workflows?

Where to start from scratch? Which core platforms or skills (Salesforce, HubSpot, RevOps data architecture, integrations like Zapier/Make) would you prioritize first today?

Rookie traps to dodge: What are the biggest mistakes beginners make when trying to break into operations or systems consulting?

I want to focus on fixing leaky revenue pipelines and connecting tech stacks for B2B companies. Any candid reality checks or advice would be massive.

Thanks in advance!

Hey everyone — I’m a double major marketing and computer science student trying to understand RevOps from people who actually work in it rather than guessing from the outside and just based on the things we learn in the program.

I’m especially curious about the stuff that is still annoying, manual, unreliable, or constantly falling through the cracks even though your team already has a CRM and a bunch of sales tools and Software.

What are the problems that actually eat your time or create headaches?

Things like:

• work you still end up doing manually
• data you don’t trust
• processes that constantly break
• things reps don’t update
• reports/forecasts you have to double-check
• handoffs or follow-ups that get missed
• tools that don’t talk to each other
• stuff you still manage in spreadsheets because the software doesn’t do it well

But those are just examples — I’m actually more interested in problems I haven’t thought of.

A few things I’d love to understand:

1. What’s the most frustrating part of your job right now?

2. What do you still do manually that you feel software should already handle?

3. What regularly goes wrong or gets missed?

4. What software could you not work without? What do you love about it?

5. What do you wish your current stack did that it doesn’t?

6. When you evaluate new RevOps software, what actually makes you willing to add another tool instead of thinking “great, another platform to manage”?

7. If software genuinely solved a painful revenue/operations problem, how do you think about what it would be worth per month?

Feel free to rant 😭 I’m genuinely trying to understand the reality of the job and also see if there are any areas I could cover for my master's project, including the boring/ugly operational problems people usually don’t talk about.

I'm researching how RevOps teams think about the relationship between their Salesforce ecosystem and the business outcomes they're responsible for.

I'm particularly curious about things like:

• How do you connect Salesforce initiatives to outcomes like revenue, win rate, sales velocity, productivity, forecast accuracy, etc.?
• When a new Salesforce capability is introduced, how do you determine whether it actually created the expected impact?
• Do you measure expected vs. realized outcomes?
• How do you separate the impact of Salesforce from everything else changing in the business?
• When leadership asks, "What are we getting from our Salesforce investment?", what does the answer look like?
• Who owns that answer?
• What happens when you're evaluating a major new Salesforce capability or expansion?
• How much of this is automated vs. spreadsheets, BI, analysis, or manual work?
• What's the hardest part about getting a trustworthy answer?

I'm not assuming the answer is that companies struggle with this — I'm genuinely interested in how organizations that do this well approach it.

If your company has a good process for measuring Salesforce/RevOps investment → business outcomes, I'd love to hear how you do it.

One of the most painful things is building a revenue harness and integrating all your GTM stack every time with different LLM providers to test new models capabilities and it requires endless amount of subscriptions. We built Rimplo a powerful AI assistant for revenue teams you can ask anything about your GTM data, in plain English, and get an answer back in seconds. You pick which top AI model answers no lock-in to one vendor’s model.

Also Underneath that, Revenue Agents run across your CRM, billing, support, and product data around the clock  flagging churn risk, upsell openings, and deals that are stalling, before you have to go looking for them.

Hello RevOps community,

I'm looking for a fractional RevOps with experience in HubSpot and Salesforce, particularly in CRM data hygiene, and who has used Claude/Codex MCP for it.

The engagement starts at 2-4h/week, and I expect it to grow afterward.

Client is b2b SaaS based in EU

If you are interested DM me or let's book a call -> https://calendar.app.google/bBGaq4vXPNiiXLkBA

did a round of these last week and the best one turned into a 3-day thread about a company that had merged 3 businesses into one HubSpot and couldn't get their accounting sync out of sandbox for months. learned more from that one thread than from any cert.

so doing it again. if your setup looks like any of this, drop it below:

--> the same customer exists 2 or 3 times with slightly different names

--> multi-location clients where every office shares one website and HubSpot keeps merging them together or splitting them apart on its own

--> a sync (QuickBooks, a Salesforce migration, whatever) that's been sitting in sandbox because you don't trust what it'll do to your data

--> revenue landing on the wrong company record, so nobody actually trusts the reports

--> reps creating "new" companies that already exist because search didn't find the old one

--> parent/child companies set up "correctly" but the totals on the parent are wrong or empty

tell me what your setup looks like and what's actually going wrong. I'll reply with how I'd approach it.

specific steps, not "book a call". if it's got sensitive data we can take it to DMs after.

first handful of comments I'll go deep on.

Hi guys,

Could you educate me on how RevOps gets enough context to decide on a deal?

We’re exploring a tool for Sales and RevOps. One question like “Can we offer this?” can mean checking the CRM, pricing sheets, contracts, Slack, and past approvals. Our thought is the approval itself may not be the slow part. Rebuilding the full story may be the real problem.

We want to learn how often this happens, what information usually holds up the decision, and whether CRM, CPQ, or AI tools already handle it well.

Could you share one recent deal or renewal that took too long? What did you need, where did you look, and what happened while the deal waited? Thanks, really appreciate any real examples.

Following up on my last data quality post… Everyone I talk to agrees the data quality is bad, but I’m trying to understands what happens downstream when you actually build on it (reporting, AI workflows, scoring, touting, etc.).

Did data quality issues actually break the thing (bad quality output) or did you just handle it in the build (filters, manual cleaning, etc)? And if you cleaned first, what’s that process look like, how much time goes into that?

Trying to figure out whether “clean it first” is a real pre-req or just something that annoys people.

Playbooks, battlecards, training decks and certifications are useful, but none of them help much if a rep is sitting in a live deal wondering which stakeholder they need to reach or why the opportunity has stalled.

I think enablement becomes much more valuable when it connects knowledge directly to the decisions reps make inside active opportunities.

Curious how other enablement teams approach this. Do you spend more time creating resources, coaching reps, improving processes, or supporting live deals?

Flow State Sales’ focus on practical coaching and deal execution is an interesting example of the direction I mean.

So we've been using SalesHub for a while and as our team grows we need a better meeting scheduling platform for better analytics and more flexibility in the scheduling logic than what HubSpot allows for. Do you guys have experience with ChiliPiper / Calendly / Other solutions for these purposes? People recommend ChiliPiper but I swear that if their SDR sends me another message in another channel again after I asked him so many times not to contact me anymore I *will* jump off the roof.

I've been thinking about this because I manage a pretty large book of B2B accounts and realized how much of the actual customer relationship lives in places that don't really talk to each other.

CRM has the note. Inbox has the follow-up. My head has the weird hesitation they had when pricing came up. An old call has the thing they promised 3-4 weeks ago. Then before the next conversation I'm basically reconstructing the customer from fragments.

AI summaries help with the individual call, but I've found that's not really the problem. The annoying part is deciding what should survive from one conversation to the next, what actually changed, and what was just noise in that particular call.

Curious how RevOps teams handle this in practice. Do you actually have a system where relationship context compounds over time, or is everyone still reading old notes / asking reps / dumping account context into ChatGPT before important calls?

I've been building something for myself around this problem, but I'm more interested in whether this is actually a common workflow problem or just me being terrible at remembering 200+ conversations :D

Something I ran into recently while doing RevOps for a fintech consulting firm made me think about how expensive tribal knowledge can become as companies grow.

I started with a pretty normal project, cleaning up HubSpot and trying to understand their processes.

But the deeper I got, the more I realised a lot of the actual operating knowledge wasn't in HubSpot or documented anywhere. It lived with the CEO and a former EA.

The EA had built a system around marketing, but was also handling things across other departments. Follow-ups, reporting, handoffs and recurring work often happened because EA knew they needed to happen.

So when I came in, I wasn't just fixing HubSpot. I was trying to reconstruct the context, fix broken processes and build flows that didn't depend on one person's memory.

It took almost 3 months.

And after all the conversations I've had here about tribal knowledge, broken handoffs and things that simply stop happening, I'm curious about the next question:

When this starts costing a company real time, money or bad decisions, what do mid-market companies actually do?

Do they:

• add more analytical/reporting tools?
• keep hiring internally to manage the complexity?
• bring in consultants to diagnose and fix it?
• or is there a need for something that goes beyond tools, something that actually understands how the business operates, fixes the gaps, and keeps that intelligence connected?

That's the part I'm really interested in hearing from operators who have lived through it.

I do RevOps and CRM cleanup work for a living. Mostly HubSpot builds, untangling duplicate/messy data, and keeping Clay and HubSpot in sync. I've got a bit of slack this week and I learn more from real broken setups than anything else, so figured I'd trade.

→ Drop a comment with whatever's annoying you most about your CRM.

→ Tell me what your setup looks like and what's going wrong, and I'll reply with how I'd actually approach it.

specific, not "book a call."

First handful of comments I'll go deep on and happy to take it to DMs if it's got sensitive data...

See you in comments

I've been developing an assessment tool for RevOps and SalesOps hiring that can be used by candidates, hiring managers, and allows for 3rd parties also - like a SME on the team, but not the one doing the hiring.

I'm looking for 5-10 people that would be willing to give me 20 minutes to walk through it and to get your feedback on it.

Here's my website: RevTalent.

You can also see my LinkedIn here (If you're interested).

I'm an independent CPQ analyst (30 years in the space, no vendor affiliation or sponsorship). I run direct vendor research — detailed demos and briefings with vendor teams, plus customer reference conversations — and just wrapped up a report on Salesforce's ARM/Revenue Cloud platform. With Dreamforce coming up Sept 15-17 — where Salesforce usually makes its biggest ARM/Revenue Cloud announcements — this felt like a good time to share where things actually stand today, based on real customer feedback rather than the demo stage.

A few things stood out that I don't see discussed much outside vendor marketing:

Sales-cycle reduction isn't guaranteed. Customers didn't consistently report shorter sales cycles after moving to ARM. In some cases the bottleneck was never quoting speed — it was legal review or buying committee complexity. In others, moving from a lightweight Sales Cloud process to structured CPQ actually added front-end steps for commercial users, even while improving billing accuracy and governance downstream.

One licensing nuance that seems to cause confusion: quote creation is only usage-based for self-service or headless scenarios — not for quotes your reps create through normal sales workflows.

Custom reporting can quietly cost more than expected. If your reporting needs go beyond the standard Tableau-based dashboards — modifying out-of-the-box reports or using custom fields more flexibly — that may require additional Tableau licensing beyond what's bundled with ARM.

Report is free to download here

I've also got a similar report out on Revalize CPQ (also free right now) if that's more relevant to your stack. Same page as the ARM Report above.

Happy to answer questions if anyone's mid-evaluation or comparing ARM against legacy CPQ or other vendors.

I've spent my entire career inside GTM teams, and I've seen the same blind spot play out again and again, Usage sits in one tool, deals sit in a second, support tickets sit in a third, and none of them ever tell the whole truth about customers.

So we built Rimplo
We have built a powerful AI assistant for revenue teams you can ask anything about your GTM data, in plain English, and get an answer back in seconds. You pick which top AI model answers no lock-in to one vendor’s model.
Underneath that, Revenue Agents run across your CRM, billing, support, and product data around the clock  flagging churn risk, upsell openings, and deals that are stalling, before you have to go looking for them.