Dylan Wickliffe, the visionary Vice President of Growth at Media Junction. A journey in the world of RevOps where unintentional efforts become intentional collaborations.

Dylan outlines the techniques for customizing varied firms' RevOps journeys. He explains how to connect with people authentically and sell like a real person. Dylan will debunk myths and answer questions related to RevOps.

Myth: RevOps is a relatively new concept.

Everyone has been attempting to align marketing, sales, and customer service to generate revenue, even if they did not realize it. RevOps aims to improve through existing processes rather than creating a completely new one.

It is essential to look deeper at your current processes and determine how to organize them better to increase income.

It is interesting about this process to take what you already know and improve upon it rather than beginning from zero. Firms that are more open to change and improve their methods of operation can create a stronger, more revenue-focused team.

How did he oversee RevOps when he worked at the pizza restaurant?

Dylan employs various marketing techniques, such as fundraising at baseball parks, local events, and signage. He may not be very good at determining which initiatives result in revenue (attribution reports).

Even without fancy dashboards, he can track overall growth in sales and link them to various marketing initiatives.  He is still engaged in marketing, sales, and customer service even if he is not exactly aware of which QR code, when connected to a certain landing page with UTM parameters, resulted in a sale. 

After all, he uses his Point-of-Service system to ensure pizzas are made on time, maintain satisfied customers, and promote repeat business. You unintentionally perform RevOps when identifying an ongoing customer, even as a fifteen-year-old cashier.

What can everybody do, regardless of industry, to enhance their operations?

Businesses always engage in some form of RevOps as it is essential to running a firm. On the other hand, the current buzz about RevOps emphasizes how these processes might be optimized.

HubSpot's flywheel model, which reframed the focus on customers as inputs rather than outputs and emphasized retention and upselling, gave this change more drive.

Although designed initially for service-oriented companies, this methodology reflects the main ideas of RevOps and emphasizes the significance of strategic application.

Using his agency, Media Junction, as a case study, he highlights the importance of intentional RevOps. Leaders in marketing, sales, and operations get together frequently to talk about RevOps strategies and track important KPIs like leads and revenue.

These measures act as guiding principles and guide decision-making processes. He advises all businesses to follow suit, suggesting cross-functional teams be formed with customer service, sales, and marketing representatives to examine each department's revenue-generating contributions.

When did his team start to excel as a case study?

Dylan's organization uses the Traction Methodology to set short—and long-term deadlines. They quickly implement some RevOps components, such as building a dashboard for the salespeople. Still, more difficult activities, like fine-tuning upselling methods, take longer to educate and adjust.

Their weekly progress meetings demonstrate their culture of taking risks, rapid adaptation, and shared accountability, which Dylan finds impressive. He credits their accomplishments to open communication, open criticism, and a dedication to fulfilling deadlines.

What specific indicators point to an organization turning into its own best case study?

The speaker emphasizes active hiring and an engaged workforce, in addition to revenue growth, with a target of 25% in 18 months, as the primary indicators of effective RevOps.

He aims to assemble a strong RevOps team dedicated to customer success rather than internal operations. He measures the success of RevOps by his clients' expansion and ongoing demand for his services.

He feels that everyone engages in some form of RevOps and that continuous improvement using quality data is important, although measuring it remains challenging.

If Brothers Pizza in Franklin, Tennessee, were to use Media Junction-certified RevOps, which KPIs would he prioritize?

He emphasizes the crucial need to monitor every step of the client journey, from first contact to the experience following a purchase. This means seeing reactions and actions, even small ones, as components of a more comprehensive decision-making process.

He applies this idea to B2B marketing, stressing the need for successful conversion techniques. He recommends using scorecards or dashboards to track important campaign KPIs and consumer behavior, allowing companies such as Brothers Pizza to assess the success of their marketing initiatives in support of a data-driven strategy.

When he supports selling "like a human," what does that mean to Dylan?

"Selling like a human," according to him, means putting real connections and honesty first when dealing with customers. This means being approachable, dressing casually, and introducing clients warmly. Despite this strategy, he continues to be knowledgeable about HubSpot, websites, and RevOps.

He keeps his mouth shut about rivals, prioritizes his clients' requirements, is honest about finances, and provides upfront pricing quotes. Dylan believes that honesty fosters trust and leads to more fruitful conversations.

He stresses the value of authenticity and encourages people to discover their sincere means of connecting with customers even though he incorporates informal conversations.

How would he adapt "selling like a human" to better represent human-centered marketing or RevOps?

He strongly emphasizes being flexible and acknowledging when a client may be right, criticizing organizations that believe they are the only ones with the answers.

He supports components such as strong client connections based on experimentation and open communication and a radical candor approach that welcomes debate as a tool for group learning.

He compares this strategy to "RevOps like a human," stressing compassion, modesty, and team spirit, the value of trial and error, and the ability to see setbacks as opportunities for improvement.

What was the story behind his journey to Media Junction, and how did he make the transition to Media Junction

After working at a pizza shop at the age of 15, Dylan advanced to assistant store manager by 16, and at the age of 20, he joined the Marines without a college degree.

He worked in healthcare and sold cars, among other jobs, before realizing he was interested in CRM development. Though his goal was Salesforce, he succeeded at HubSpot and won an award. He was laid off during the pandemic, but he was able to find work at Media Junction as a director of sales.

From there, he became a speaker and leader who emphasized the value of taking risks, trying new things, and accepting failure as a necessary part of the journey to success.

Dylan Wickliffe supports a sales strategy prioritizing relationship-building and open communication over traditional approaches. His story shows other paths to success outside of a college degree. Dylan stresses having a passion for what you do, adaptability, and transferable skills.

Listen to the full episode here.