In-depth articles on AI, automation, systems design, and GTM strategy.
Building the Annual Operating Plan (AOP) has traditionally been seen as a finance activity. But in my experience it is most effective as a partnership between Go To Market, Product, HR, and Finance. It is truly an opportunity for the company to come together.
Revenue teams run a lot of meetings. Most of them are too long, cover too much ground, or fail to generate decisions. But two specific meetings matter more than any other in the RevOps cadence: the weekly business review and the quarterly business review.
Most SaaS companies can't answer basic bundle economics questions cleanly. Here's a four-stage maturity curve for measuring product and bundle performance — and what your board, CRO, and CPO actually need to know at each stage.
RevOps speaks CRO language almost exclusively. But go-to-market is the single largest cost center in a SaaS business, and RevOps owns its efficiency architecture. Here is what that means for EBITDA.
Kyle Norton centralizes AI at Owner. Clay runs a hub and spoke model with forward-deployed GTM engineers. Neither reports to a generic template. A deep dive on the three operating models, a five-factor decision framework, and the four-layer governance control plane RevOps should own.