Who Should RevOps Report To?

Deciding who RevOps reports to within a company is a strategic decision that can significantly impact the company’s success.  

It’s also often a bit of a puzzle.

This relatively new function cuts across departments like Sales, Marketing, and Customer Success, challenging a clear reporting line.  

Furthermore, RevOps’ role and responsibilities might differ depending on the company’s structure (siloed vs. integrated departments) and size (startup vs. large enterprise). Adding another layer of complexity, industry priorities can influence who RevOps aligns with most closely.  

For example, a B2B SaaS company might prioritize sales enablement, suggesting the CRO as a potential reporting leader. In contrast, a B2C company focused on customer experience might position RevOps under the CMO.  

Because of these factors, there’s no one-size-fits-all answer. 

The optimal reporting structure hinges on each organization’s unique circumstances and goals. Below, we unpack possible RevOps organizational hierarchies according to various factors.

What Falls Under RevOps

Before discussing who RevOps reports to, let’s examine what responsibilities fall under the RevOps umbrella.

RevOps acts as a central nervous system for a company’s revenue engine, overseeing various functions and responsibilities that bridge the gap between Sales, Marketing, and Customer Success. 

These often include: 

• Process Optimization and Automation: RevOps identifies and streamlines processes across departments related to lead generation, qualification, nurturing, and deal flow. They also implement automation tools to improve efficiency and eliminate manual tasks.
• Data Management and Analytics: RevOps is crucial in collecting, analyzing, and interpreting data from various sources (CRM, marketing automation, customer support) to provide insights on campaign performance, sales pipeline health, and overall revenue generation effectiveness.
• Technology Implementation and Integration: RevOps ensures the seamless integration of various sales, marketing, and customer success technologies (CRM, marketing automation, helpdesk, sales compensation management) to create a unified data platform for improved visibility and communication across departments.
• Sales Enablement: RevOps empowers the sales team with the tools, resources, and content they need to be successful. This includes developing sales playbooks, training programs, and ongoing coaching and support.
• Metrics and Reporting: RevOps establishes key performance indicators (KPIs) for the revenue engine and generates reports to track progress toward goals. This allows for data-driven decision-making and continuous improvement across the sales and marketing funnel. Internally, they are often measured according to these RevOps metrics. 
• Governance and Communication: RevOps fosters collaboration and communication between Sales, Marketing, and Customer Success teams. They establish clear ownership and accountability for revenue-generating activities and ensure alignment with overall business goals.

RevOps professionals wear many hats and play a critical role in ensuring a smooth flow from attracting leads to converting them into loyal customers. They are the glue that keeps the revenue generation engine running efficiently and effectively.

Factors Influencing RevOps Reporting Structure

So, with those responsibilities supporting the GTM branch of an organization, where exactly does RevOps fit within a business’s departmental structure? The answer typically depends on the industry, company size and stage, and how said company is structured.

Industry, Size, and Stage

Industry trends and specific needs can shape who RevOps reports to. In a B2B environment, focusing on complex sales cycles and high-value contracts, RevOps might report to the Chief Revenue Officer (CRO) to ensure tight alignment with sales enablement strategies. 

Conversely, in a B2C company prioritizing customer acquisition and user experience, RevOps might report to the Chief Marketing Officer (CMO) to emphasize marketing campaign optimization and lead generation.  

High-growth tech startups might have RevOps report directly to the CEO for close collaboration in a fast-paced environment. Established enterprises with mature sales and marketing functions might create a dedicated Head of RevOps position reporting to the COO or CRO.

At QuotaPath, we have a VP of RevOps, who oversees the growth team, which includes sales and two RevOps managers. The VP then reports up to the CEO.

“I feel strongly that RevOps should have a seat at the leadership table. How this looks depends on the organization or company. For example, some larger companies have the VP of RevOps reports up directly to the CRO. When there’s not a CRO, I’ve seen this position report up to a COO. I don’t like the models where RevOps reports up to a function head like sales, marketing, or customer success because I believe this enforces silos that we in RevOps are trying to eliminate. I like the model where RevOps reports to the CRO or COO because it ultimately drives accountability, and the focus remains on what is going to be best for the company.”

 Matthew Volm, CEO and Co-Founder of RevOps Coop

Benefits and Considerations for Different RevOps Reporting Structures

While the ideal reporting structure depends on your organization’s specifics, here’s a breakdown of the advantages and potential drawbacks of RevOps reporting to different executives:

However, none of this is as important as clear communication channels and collaboration across departments. These are the most crucial factors for RevOp’s success. Regular meetings, shared dashboards, and open communication between RevOps, Sales, Marketing, and Customer Success ensure everyone is aligned toward achieving revenue growth.

Final Thoughts

Still here? Thanks for your time.

This blog taught us that there is no rule book for whom RevOps should report. However, the key takeaway is that the optimal structure depends on your unique organizational context. By carefully considering factors like industry, company size, and department structure, you can determine the reporting line that best positions RevOps to drive revenue growth.

Additionally, here are some best practices to keep in mind:

• Prioritize Alignment, Not Hierarchy: Regardless of the reporting structure, prioritize clear communication and alignment between RevOps, Sales, Marketing, and Customer Success. Foster a collaborative environment where all teams work together seamlessly.

• Data-Driven Decisions: Leverage data and analytics to track the effectiveness of your chosen RevOps reporting structure. Monitor key metrics and be willing to adapt as your organization and revenue goals evolve.

• Focus on Outcomes, Not Titles: Don’t get hung up on titles or specific reporting lines. The ultimate goal is to create a structure that empowers RevOps to contribute maximally to your company’s revenue generation efforts.

By implementing these best practices and carefully considering the factors discussed, you can ensure that RevOps plays a pivotal role in your organization’s success. Remember, a well-aligned RevOps function is a powerful engine for optimizing your revenue generation machine.

About QuotaPath

QuotaPath empowers RevOps professionals by streamlining commission calculations and providing transparency in sales compensation. This frees up valuable time for strategic initiatives and ensures alignment between sales efforts and overall revenue goals, allowing RevOps to focus on driving growth.
Schedule time with our team to learn how RevOps can use QuotaPath to build, test, measure, track, and predict the success and cost of their sales compensation plans.