Charlie Riley is the vice president of marketing at Send. Charlie examines how RevOps's function is changing. RevOps was not an early hire but has evolved into a crucial role in the sales and marketing sectors.

Continue reading this blog till the end as Charlie presents some critical observations about the value of genuine curiosity and teamwork. These qualities are vital for bridging the gap between marketing and sales, leading to alignment and improved revenue generation outcomes. He also debunks the myth and answers questions related to RevOps.

One should not hire a RevOps person as one of the first sales, marketing, or joint revenue management positions.

It might have been good to have ten years ago, but these days, it's necessary that the first candidate you should hire. Although the writing, media, and creative aspects of marketing can be outsourced, system integration and clean data are crucial. You should trust the technologies in your CRM, marketing email, and other platforms to work together and produce reliable reports. Specialization in RevOps is essential, and it is advised to hire an expert or a team as soon as possible.

What part does he think early RevOps hires play in coordinating marketing, sales, and customer success?

Charlie admits that the scale of the organization affects hiring for RevOps. He has experience working with small businesses as the first marketing hire and handling several tasks, including sales leadership and even revenue operations.

He highlights how hard it is to be the best at everything, and team-building activities have changed over time. Specialized roles enable businesses to engage freelance specialists while outsourcing the rest.

He states the distinct skill set of RevOps, emphasizing the accuracy and cleanliness of the data. Generalists can find it difficult to execute certain technical elements consistently.

RevOps must direct customer service, sales, and superior decision-making. It is essential for businesses of any size, particularly smaller ones with limited hiring resources.

When it comes to the hiring process for a small marketing team, at what stage does he advise hiring a RevOps person?

He acknowledges that ten to fifteen years ago, roles like writer, designer, marketing development, and sales manager would have been more important than a RevOps role today. He highlights the change and advises hiring RevOps early these days.

There is a requirement to have a hybrid person who is aware of both the marketing and sales views. This person would support the marketing team with campaign insights, properly nurture customers, and supply salespeople with relevant information.

There is a necessity to have an internal, proactive, data-driven RevOps specialist who is always reviewing data and suggesting improvements. He states the significance of bringing this position within the company as soon as possible.

What are the technical issues that keep him and his team up at night?

He talks about his present role at Sun, a startup providing tax software as a service, where he works with a product marketer and answers to the CMO (Chief Marketing Officer). They oversee the BDR function and have a distinct sales staff within a small group.

They have a mutual battle to balance campaign effectiveness, less manual labor, and data accuracy, which is ironically similar to the goal of their product, which is to underwrite automation. They strive to work smarter rather than harder with their small staff.

Their main worries affect their capacity to provide prospective clients with the appropriate assets, and they are related to data credibility, campaign reach, lead qualification, and deal stage alignment. He calls for specialization within small teams, acknowledging the difficulty of finding a single person who is excellent in all areas.

Which HubSpot functions does he believe a marketing team is solid at, and which ones do they lack?

He emphasizes the significance of solid communication across these divisions based on his involvement with sales and marketing teams in large corporations. They share the common objective of generating income rather than specific departmental KPIs.

Marketers must comprehend salespeople's difficulties, particularly deal timescales, particularly in corporate environments. Marketing at HubSpot can make better choices about content and campaigns by spending time with sales, listening to prospects, and learning customer language.

Cooperation is necessary, with salespeople offering comments and ideas for promotional materials. He thinks that the continuous cycle of communication produced better email engagement metrics at HubSpot, more relevant touchpoints, and quicker deal progression.

Which strategies does he employ, and how does he link the sales and marketing teams to enhance product usage?

Although he stresses the value of cooperation, he also recognizes its difficulties. He proposes developing real curiosity and interest to resolve conflict and distrust. Attending transaction review meetings is a good idea for marketers who want to make close contacts and share insights from LinkedIn. Salespeople could enquire about marketing initiatives and content to understand their thinking.

He emphasizes each person's role in generating income while showcasing personal networks and relationships. The relationship is strengthened when objectives are common, and victories are shared.  He promotes mutual participation to show that he is aware of and responsive to client calls and content comments.

How does he see this field of RevOps developing in the future, and what changes does he think will occur?

He sees two shifts coming up in the future:

Closer Collaboration: To build the business, sales and marketing will work together even more. He gives the example of asking for input on the timing and tone of emails to highlight the importance of genuinely trying to understand and becoming better at asking questions. This curiosity removes barriers and promotes teamwork.

RevOps at the Decision-Making Meetings: RevOps's distinct data-driven viewpoint will take it at the decision-making meetings. It will advance from validation to proactively providing insights and influencing corporate choices. He predicts RevOps may improve marketing and sales by bringing science to the art form.

What guidance would he give to someone becoming vice president of sales and marketing, expected to manage both areas successfully?

Charlie stresses that in hybrid marketing-sales roles, the real interest is essential. He offers the following advice: actively seek out successful people, support lifelong learning, and interact with various cultures. You establish credibility and help in revenue development by understanding sales issues and providing appropriate solutions.

How can others, particularly those who are not outgoing, learn to manage Salesforce and marketing successfully?

He suggests modifying communication to accommodate various learning preferences. Use summaries, papers, or videos to appeal to readers who prefer visual, auditory, or detailed. Recognize the preferences of your audience and adjust your approach accordingly. Meeting their needs, not yours, is the key to effective communication.

Listen to the full episode here.