Brandon Bussey is an expert in the tech sector, a data-driven RevOp, and a development leader. He was recognized as one of Utah Businesses' 40 under 40 for 2022. Brandon works with Unicorn Revenue Operations as a Partner.
He explains the process of building a RevOps Rolodex. He gives amazing advice on making up for your skill set and financial restrictions. Brandon will clear the myth and answer some questions related to RevOps.
Myth: You have to be an expert at everything.
People frequently believe that you have to be an expert in everything. Instead, focusing on your areas of strength and teamwork is crucial. Create a team with members with unique skills, such as coding or analytics, and concentrate on working on your areas of expertise.
Find the right answer by utilizing knowledge in areas where you are weak instead of letting yourself down in trying to accomplish everything yourself. Success in RevOps depends on teamwork, communication, and constant learning. Always remember that this is a group effort rather than just one person.
How does he handle circumstances where the project's requirements are greater than the budget available to him?
It takes more than individual talent to create a successful RevOps team. It all depends upon open communication, thoughtful hiring, and self-awareness. After assessing his strengths and weaknesses, he gives hiring priority to the areas in which he lacks experience.
He makes the most use of his resources while concentrating on his areas of strength, such as strategy or analytics. Brandon remains open and honest with stakeholders, explaining his strengths and weaknesses in detail. Using goal-setting frameworks like OKRs helps him align expectations and negotiate priorities based on available resources.
It is beneficial for him when he gathers a list of talented individuals with various skill sets. He connects with people who can cover his gaps even if he is not hiring. This network becomes your hidden asset, allowing him to overcome obstacles and obtain specialized information when needed.
How does he qualify people to put in his Rolodex?
The process is not only about accumulating contacts to create a strong RevOps Rolodex. It is about taking the initiative to connect and actively participate.
He breaks out of any organizational silos and approaches leaders, including the CEO, confidently for informational interviews, take their wisdom and learn from their experiences.
Brandon also engages in horizontal and vertical networking by contacting colleagues in other RevOps disciplines and even outside the industry.
Never ignore the influence of readily available resources, such as the Modern Sales Pro list. Engage in events, participate fully, and establish connections with other professionals.
He makes efforts to provide his own experience, establish trust, and build lasting, mutually beneficial connections. Speak with portfolio firms or mentors about specific guidance or information sharing.
Be the one who selects and obtains the selection of brains. This proactive approach helps him to advance his RevOps career by creating relevant relationships and building a powerful Rolodex.
What are the technical things that keep him up at night?
He finds adopting and implementing the human element to be most concerning. His experience demonstrates that user resistance or inadequate training can cause even the most creative ideas to fail.
The 99% failure rate is often unrelated to the product itself. The key is to roll it out efficiently, guarantee user adoption, and prepare teams to accept the change.
There are sometimes technological difficulties, but his staff have dealt with issues quickly. The true problem is ensuring a smooth transition to CPQ, new analytics modules, or whatever system is in place.
User behavior and effective training are the real struggle for him.
What techniques does he employ to overcome resistance and promote user adoption of new methods or systems?
Strategic planning and user-centered operation are essential for successfully implementing new technologies, especially complex ones like CPQ.
He emphasizes obtaining their buy-in as soon as possible by using senior salespeople and sales executives as ambassadors and testers.
It is important to properly convey information when outlining the tool's capabilities, functionality, and integration into larger projects.
It can be far more effective to restrict the rollout to smaller groups or one-on-one sessions rather than use large Zoom calls. After the initial launch, user-friendly training and continuous support from specialized resources guarantee smooth transitions and continued acceptance.
By taking these steps, he transforms tool rollouts from unpleasant obstacles into accelerators for improved sales processes.
How does he handle concerns about potential conflict while implementing plans that make things harder for others?
In RevOps, breaking down organizational silos and promoting cooperation across the company is necessary to achieve success.
He emphasizes that a strategic plan, such as CPQ implementation, is necessary for successful tool rollouts.
Instead of trying to force change, he asks for support from the top (CFO, CRO) and then considers the worries and opinions of each department that will be impacted, from accounting to billing.
Rollouts can become integrated company initiatives if he approaches each group individually, learns about their requirements and worries, and presents the tool as a common goal.
This is how he converts separate projects into integrated ones. Teamwork promotes engagement, simplifies migrations, and eventually clears the path for effective tool adoption throughout the company.
How does he see the role and challenges of RevOps evolving in the future?
RevOps is set to experience a technological revolution, with artificial intelligence emerging as a key factor. One thing that never changes is the human element of selling.
Regardless of their complexity, tools should eventually strengthen rather than replace sellers. Technologies that streamline engagement and discover the proper audience are key to the future of RevOps.
These technologies free up sellers to concentrate on providing individualized experiences and developing reliable connections.
He considers AI a useful partner but cannot replace the human element necessary for effective sales. Therefore, the emphasis on seller enablement must not change while RevOps adjusts to the ever-changing environment.
He believes technology should strengthen rather than weaken the human connection, which is the basis of every successful sale.
Which tool is essential for RevOps in the future?
He pinpoints two areas where AI might increase sales: determining the optimal customers and customizing the price and configuration. RevOps can transform from general pitches to customer-centric conversions using data and AI for focused engagement and dynamic pricing.
How did Brandon get into Revops?
Brandon’s unique career path in finance and Financial Planning and Analysis puts him in a great position in the rapidly developing RevOps industry. His drive for operational excellence and revenue team support keeps him motivated in the ever-changing field of RevOps.
You don't need to be perfect in every RevOps area. Seek guidance from experts regarding your areas of weakness. RevOps has a huge opportunity to enhance sales by optimizing client targeting, personalizing price and configuration, and utilizing data for engagement.
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