The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 4 months ago

Friday Fundamentals 162: Jen Igartua

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Friday Fundamentals 162: Jen Igartua

Everybody. Sam Jacobs, happy Friday. You're listening to the salesacer podcast, of course, as you know, and this is Friday fundamentals, that short five to tenment format where we bring you actionable insights to help make a difference in what you do today. Today we've got this week's guest back on the show, Jen egartois. She is the CEO of go nimbly, one of the leading revenue operations consulting firms in the world. She is calling into us from Argentina today to talk to us about the number one mistake that most companies make when they're trying to build out a revenue operations function. Now, before we get there, we want to thank our sponsors. We have two sponsors for Friday fundamentals. The first is pavilion. Pavilion is the key to getting more out of your career. Our private membership connects you with the network of thousands of like minded peers and resources where you can tap into leadership opportunities, professional development, mentorship and other services made for high growth leaders like you. This year, you can enroll in Pavilion University and take any one of our...

...functional schools, including Cro School, Cmo School, Marketing School, sales school, str school and any other functional role in the go to market organization. Take a look at more at join PAVILIONCOM. We're also brought to you by outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activity and scaling customer engagement with intelligent automation. Outreach makes customer facing teams more effective and improves visibility into it really dries results. Jen, welcome back to the show. Oh, I get that. The end have me that this kind of coming up refer system problems like whether trout our law. We see. Our question for you today is this. What do you think the number one mistake companies make when they are trying to start a revenue operations function? What a fabulous question. I think the for those that don't understand the complexity of building a revenue operations team,...

...and you know they just hear about it, go great idea, let's bring the teams together. It's not just about drawing that initial or chart. It's not about bringing your marketing on sales ups and Customer Success Offs under one person. And saying great, we figured it out. You really have to look at your entire revenue system and structures just one part of it, right. So how we organize and collaborate is, you know, a lot of the structure pieces really rooted in an org chart. I could go on for a long time that or charts are probably an antiquate a way of organizing your company, but that's a rabbit hole. You know. Beyond that you have to look at a lot of other ways that teams works. If I really think about my team as a system, after look at how do we make decisions? How do we Orient and steer? What's our North Star? How do we plan and prioritize? What's that road now? How do we use and share data? How do we gather insights? How do we meet? What's our workflow like? It's all of those pieces that, if I think about my team as an operating system, that we have to out and we have...

...to nail, and that's what I would say is someone that's truly committed to building a revenue operations team is going to look at all those functions and honestly, any team like all the things that I just talked about. You could put towards the team. We just happen always be thinking about revenue operations teams, but the how we work is just as important as the work that you do. So it's not about, you know, the fact that we were to implement a deal desk. It's that, you know, we prioritize that project due to a particular thing. We tract its effectiveness. People know how to meet inconvene about it and even going down to how we cultivate relationships with other teams. What is membership feel like on our team? So revenue operations is so cliche and I hate myself for you can say it. You know, it's a journey, not something you just turn on and you get downe in q one and you're building a strategic function and you have to commit to that. I love it and and that the key. The key thing here is it's not just putting a bunch of squares in an ORC chart. You really need to think realistically about designing the team, integrating the team and aligning...

...them with the rest of the organization. Yeah, and we talked about this a little bit, but it also has to be, you know, the right shape, the right skill sets, the you know, for the type of work that you're going to need as a company, and so you have some decisions to make. If you have a company that has a row map that's very procedurally, you have a lot of execution, you might need a more junior team. If you have a company that's doing a bunch of pivots and and the business and the industry is changing, you're going to need more seniority and more strategic power and you have to look at you. You have to have that foresight looking at the coming years as your business and understand what kind of team do I have to do? I love it, Jen, so much wisdom. If folks want to reach out to you, maybe, based on these insights, they want to hire go nimbly. What's the best way to get in touch with you? Now for me, either hit me up on Linkedin or Jenet, go nimblecom. It's pretty easy, or pop onto our website go to blecom. Wonderful. If folks wont reach out to me, you can linkedincom forward slash the word in Ford. Sam F Jacobs,...

...thanks so much to our sponsors, pavilion and outreach. Jen, thanks so much for being our guest on the show this week. We really, we really loved having you. Thank you. Me Too great enjoy Argentina. When U Sweat, I appreciate it. We just love else.

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