We are amidst the emergence of a new enterprise buyer era, where customers have the power and are engaging in more places than ever before. Companies need to reassess their business models, which requires best-in-breed solutions to drive adoption and accelerate growth. This is an age where the first vendor to respond to the customer wins. It’s a world where Gartner predicts that 75% of the highest growth companies will need to deploy revenue operations by 2025. In this session, Calendly Chief Revenue Officer Kate Ahlering will advocate for embracing an accelerated sales strategy to support faster company growth and what this looks like. She will share insights into the end-to-end enterprise sales processes, playbooks, and tools to lead competitive revenue operations in the new world of work.

1. Kate Ahlering
Chief Revenue Officer
Calendly
Secrets to Revolutionizing
Enterprise Sales Growth with
End-to-End RevOps
1

2. In the current economic climate, investors
are weighing profitability over growth

3. Embracing RevOps as buying cycles change
3
• More and more SaaS companies will embrace RevOps to drive
profitability - especially considering how buying cycles have
changed
80%
of interactions between
companies and buyers will
occur in digital channels
Source: The Future of Sales, Gartner
73%
of digital natives are responsible for B2B
decision-making at their companies
• 1 in 3 are the sole decision-makers
• 1 in 2 are the researchers who inform decisions
Source: The Future of Customer Experience and Engagement

4. 4
Even more factors are driving RevOps
• In response to these buying
patterns, PLG is taking off.
RevOps can be a perfect
complement
• PLG creates an
abundance of data -
RevOps is needed to
synthesize this across the
customer experience
WHAT IS
REVOPS?

5. How PLG has changed the sales motion
Product
experience + Product
experience

6. What customers expect
• A continuous, consistent
experience across marketing,
sales and customer success
• When they don’t get it,
customers can be disillusioned.
These departments are
frequently siloed
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REVOPS
ECOSYSTEM
Image source: Blog post, Why the Flywheel Model Has Replaced the
Funnel and How to Create Your Own, aira.net

7. Digital sales Velocity-
based SMB
Partners Field
sales/traditio
nal
enterprise
sales
For companies, it’s not that simple

8. RevOps is the unifying force across these silos
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• It’s the practice of aligning
sales, marketing, and CS
teams across the entire
customer lifecycle
• Gartner predicts that 75%
of the highest growth
companies will need to
deploy revenue operations
by 2025
REVOPS
ECOSYSTEM
8

9. 9
How to make RevOps work for you
1. Achieving alignment
1. This can be the trickiest part
• Strong departmental
dividing lines can make
RevOps seem threatening
2. Starts at the top with a
strategic / cultural shift
3. RevOps operates in
service of sales,
marketing, CS
2. Building the engine
1. Ultimately RevOps is about
defining, tracking, and managing
the customer experience across
the lifecycle to create great
outcomes that lead to great
customer growth
2. Key Functions:
• Strategy and planning, core ops,
enablement, and analytics
3. Measuring success
1. Ultimately RevOps is about
driving amazing customer
experiences while making all of
the GTM more
productive/efficient
2. More time with customers, less
time on time wasting admin and
mindless tasks
3. Get to the moments that
matter

10. ACHIEVING ALIGNMENT
10

11. Achieving alignment
• According to SiriusDecisions,
organizations that maintain focus on
alignment achieve:
REVOPS
Image source: Think RevOps
• RevOps owns the operating engine of
a business
19%
Faster revenue
growth
15%
Higher profitability
than other
companies

12. So, how do you do it?
1. Start at the executive level
2. Develop shared and mutually agreed upon definitions of key
stages in the buyer’s journey
3. Build alignment with other stakeholders such as CS, Product and
Finance to create feedback loops

13. BUILDING THE ENGINE
13

14. Digital sales
Strategy and planning
• Prepare and execute forward
looking key growth initiatives
Building the engine
Key Functions
Partners Field
sales/traditio
nal
enterprise
sales
Core ops
• Owns process &
workflows, strategy
execution (i.e. building
territories), compensation
Enablement
• Trains and enables the
humans in the customer
lifecycle
Analytics
• Provides data visibility
to help us understand
past performance and
make future predictions

15. Building the engine
• Tactically - these functions each act as centers of excellence but frequently
collaborate on key cross-functional initiatives.
REVOPS IN
ACTION

16. • Cross-functional example #1
16
Annual Planning
• Cross functional example #1:
• Strategy leads the process, leverages analytics
• Leans on core ops to design process and the
workflows that bring this to life with customer
• Enablement then determines the best way to
train the teams to deploy to the field
• Coordination is key (Marketing, Sales and
CS)
Building the engine

17. • Cross-functional example #1
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Product Launch
• Cross functional example #2:
• Strategy works with Analytics, and Product
and PMM to determine the best fit
customers
• Core ops identifies the right views / calls to
actions for sales
• Enablement brings it to life (in partnership
with Marketing to empower Sales and CS
to introduce this to the right customers)
Building the engine

18. So, what should RevOps own?
18
REVOPS
OWNERSHIP
Centralize
data
function/defini
tions
Customer experience
strategy and key plays
Be the “brains”
of the operation
Prioritize science
and efficiency
drivers

19. Building the engine
• Develop Playbooks/Training
Resources
• Own the revenue-centric technology
strategy vs. just layering on tools
19

20. 20
PLG has turned the funnel on its head
• The traditional funnel has changed - your product has to work and
create an impact, fast
• Bring science into the customer lifecycle via powerful data
RevOps can:
Define the right
buyers and the
best journeys
Determine
prioritization
framework
Derive insights
from aggregated
product data

21. MEASURING SUCCESS
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22. Measuring success
• Increase revenue productivity -
eliminate redundant work
• Measure value, volume, and
velocity metrics
• Don’t wait for QBRs - use regular
check-ins to drive continuous
improvement
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23. RevOps can be a major
driver of profitability.
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24. THANK YOU
linkedin.com/in/kate-ahlering/
Kate Ahlering
Chief Revenue Officer