The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 1 month ago

The RevOps Team: All Things Agile


Two weeks is the perfect time frame. At least, that’s what Kevin Probst , Head of Growth and Revenue Operations at Alasco , discovered when he converted his RevOps team process to sprints.

In this episode, I interview Kevin about why his company made the switch, how it went, and advice for other RevOps teams thinking about adopting agile.

Join us as we discuss:

- Why an experimentation mindset was essential

- The role of RevOps is to create and implement processes

- The reason RevOps is not a service department

- How to start tracking pipeline and quota for forecasting

Check out these resources we mentioned during the podcast:

The Big Five for Life by John Strelecky 

For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts , Spotify , or our website .

Welcome to the sales engagement, apodcast, this podcast is brought you by out reach the leading sales engagementplatform and they just launched out reach on our reach. The place to learnhow out reach well does not reach learn how the team follows up with every leadand record time after virtual events and turns them into revenue. You canalso see how out rewins account based plays, manages reps and so much moreusing their own sales engagement platform. Everything is backed by datapold from out reach processes and customer base, when you're done you'llbe able to do it as good as they do, and to outreach on io on out reach tosee what they have going on now, let's get into the day's episode all right. Welcome everyone. Thanks forjoining today for the sales engagement podcast, you have your host here:Ketling Kelly senior sales development manager over outreach for the Ma region,also co founder of SDRs anonymous. Today we will be jumping into allthings, agile methodologies, and we have our guests today, having crops hadof growth and a revue operations at alasco. I would love to hear a littlebit about yourself, your career, in what you're currently doing at Alascoyeah. So thank you very much caen for having me on the on the podcast. HeYeah, my my name is Kim crops. I started at Alasco three years ago.Initially was one of the first temporise there and initially I wasresponsible for building up the business intelligence department, as Ihave like a samow business and analytics background, and that involvedlike setting up all the the RM systems and doing some better. They they are stuff, the analytics veryearly early stage and then after a couple of years, I think one like twoyears, we saw the need for revenue operations team and I started to buildthat up from scratch. And now we are seven people which I think is pretty pretty big forfor a company of altogether at people. So almost ten percent, but wedefinitely saw the need here and I'm really happy to to guide this thisprocess, fantastic. That is quite unique to have about ten percent of theoverall head cow really working in the revoil. I think that area in a lot ofcompanies kind of the under the under service, maybe is the way to kind ofput it, but why I love about this is, as you kind of have built out your teamand really kind of found where the pains were and where you need toallocate your resources. We had talked previously about how you were able totransition your team over to an agile approach and really implementing spritmethodologies. Can you kind of explain...

...what this means exactly for your team?Yeah, of course before that, because the head comes seems really high? Isthat we are a bit different from, I think usual revenue operations. Teamsis that we to our mission, basically is to fill oceah and bring the pipe line.The Revenue Poplin to success- and I think the fill fill part is whatdifferentiates us from other revenue operations to you. We have a couple ofteam members in our team, which was the job title, customer intelligence,analyst and they're basically doing like our a step before the ser. Sobasically they are the experts in finding who our target customers arequalifying them and then delivering them to the Sr. So that's why we have arelatively high head count, but the advantage here is that this could be areally manual process, but because they are part of the of the revenue,peration team, there's a lot of data and processes and both which makes yourwhole process much more efficient, and that's also why he had come assomething very similar like unique. I would say in this in the setup, but now,let's, let's get back to your original question. Yes, as you mentioned, we arealso not operating like a normal operations team in Revenu ration seamin this sense, as we are more like an internal Collecta, so we are using yoursame methodologies. We are working in springs. We have the whole process ofticket, refinement, story, creation stories, a ticket and tshirt sizing, which is basically we which have poem Pretty Pretty Awesomein the end, and it's a lot of fun. What kind of trardition of take thisapproach fond? Building out your team and kind of having the the sprints yeahme to crime what this unique quit yeah, so our company is really productfocused, so I think from the founder team. They had really a deep productbackground and also and a lot of expertise in the sense. So, basically,I think the recommendation come came from the sea level to try that out andthat's how we started. I think we had to do a lot of trian era here, a lot ofrefinement a lot of Iderao, but we could always go for getting somerecommend like get like getting some tips from the head of product or fromthe sea level and then helped us to transition to this new way of operatinghere, a fantastic, so a lot of people they were looking to. You know,transition away that their teams are working into more of this approach.That would then instigate that they'd have to be taking their teams throughchange and transition. How a lot of...

...people are used to working, especiallyin like the typical way. How are you able to really transition your teamsthrough this change? To the new new approach, having a kind of this uniqueway, so I think the the benefit was that it was all new for us. So it wasnot me that said: Hey I've done this for a hundred times. We just do it. Sobasically it was more like he team could be fun. This could be really wellable Veru. Let's try this out. What do you think and- and I think which whichis really Nice- is that we are all fans of expements and- and I mean in the end,if it doesn't work out, we can just switch to the to the old approach. It'snot such a big big transition, so this experienta ion mindset wit, that was inthe team before- was really helpful in this in this transition as well a afantastic would, you say, Julie's face any challenges along the way, or didyou have to Pivi your approach at all yeah. Quite quite a lot, I think in thebeginning was just really rough that we said. Okay, we want to work inexperience, okay, but how long are those springs? Are they three weeks orthey? Four weeks or day, two weeks or day one week to be and to MIT, try yerand may be in the NB. In the end, we learned that three weeks as much it'stoo long, you basically lose a lot of efficiency on the way. One Week is tooshort because you don't get any product increment. So you you don't get the theproducts like the processes and whatever you're working on the concept.Conceptualization, you don't get them done two weeks of the perfect time fromthat's at least what what we found out for ourselves and also, I think, I'malways I'm also switching then in the the role of a pact manager, and thenthere's also that I see okay, this doesn't feel right. I think we need tohave a process for that in place. We need to have a refinement step and weneed. We know we somehow need to open up our our ticketing system for thewhole company, because otherwise we just be basically just working on thethings that come to our mind and our and our bubble and or grow reviovaspoble, and so we need to get a system for like a ticket in a ticketing system,so other people can can write tickets. So this is, I think, a lot of trial anderror and which- and everything can be implemented really quickly and in theend. What's also is helpful that we don't reinvent the weird all like theengineering teams. Proteus all over the world do this and we just need to takewhat works for us and and believe what doesn't work for us on yeah. I know that's so true. You hadmentioned that. I you guys had to really open it up, so that other teamsand ors could communicate with you all. Otherwise. You were just lookinginternally and focusing on your own bubble. How did you kind of introducethis to the other teams to get them to really kind of buy into the process? Iguess is what I'm looking for: How did... kind of create that Stream LindCommunication? So everyone was on the same approach yeah. To be completelyhonest, we are we're not there yet so, basically, it still a hassle to get out our teams to supplettickets yeah. It's I think. The best way to do it isto get all the all the stones out of the way, so alike make it like so easy to submit the ticket to make it to make it reallyvisible. How to do it, and also like the only thing that you can do isalways communicating in every team meeting hey that sounds like a ticket.Why? Why not so submitting it here, I send you the link and over timeeverybody knows. Okay, this is the way how to sit matte ticket and and in theend, was also helpful, as if people see thattheir tickets gets get taken. Serious and actuallysomething is coming out of this e a D, and this is a that that also reallyhelped us that, in the end, if customer success is submitting a ticket thatthey want to see the M R at risk in their hopotreports- and this is really difficult because we are using another system forthe M R adres. So this involves different tools than his just a lit eticket and now it's possible and then they see okay. If we don't getsomething done and we don't have the resources, there's the growth and veryoperations team that could handle it yeah and that that helps them in theend, all right yeah, I can imagine I everyone's kind of going on the sameprocess. Ultimately, that is going to drive efficiencies across all teamsbecause it allows your operations seem to actually have a process in place toexecute, but also is going to give other teams, such as the CS in thesales teams, the resources technically that they need. So they are looking forcertain metrics or data kind of having that that system and place to speedthat up is super important there exactly, and I will also get even moreimportant because right now I think the stenes that there, I think the old waywas that says, mark to an customer success. They all have had operationresources in their departments, but now it's more a shift that this is all inthe umbrella of revenue operations. So basically they they am really happy. Ifwe have some data don reps in the teams, but basically I want to be responsible for implementingit in the tools for for creating the process, I mean the these teams arealways on stakeholder, so we do I get to that, maybe also later, and how weactually doing like how we are doing operations. But, for example, we arereally doing steakan interviews as we see those teams as our stay hollersthat have some and then have the ideas that have the background knowledge thatwe don't have. I mean we are creating...

...the processes, but we definitely needto input from them, so yeah yeah, you mention that, like kindof as you are still hard of iron out some of the process here, when you kindof look ahead to like the future and as you keep involving this, what would yousay is kind of like the North Star what is like the vision for the perfectoperations to Crom your point of view. When we talk about operations I wouldsay the the NOSSA would be that everybody is basically aware ofthe capabilities, but also the responsibilities of the revenuer tionteam. So were we don't see us as a service department? That's reallyimportant for me yea, and so we don't just if I think that people could do this ontheir own, then I also let them know that, because I'm basically possibleblocking tickets and saying no like if somebody submitting tickets, I can. Ican, I will look at it and say, and then we throw it, and I like try tounderstand if that's actually what it's an our responsibility or not. So I willalso send tickets back and say I don't think that belongs to us. I thinkthat's really important so that the that the revenuer ates to you shouldn'tbecome a service department. So that's really important. For me, on the otherhand, like my no star is really getting data process compliance into thecompany- and I hear that everywhere- that's the biggest problem and it islike and it given- and it even gets worse, if you don't have systems whereyou can require input. So, for example, we are using apportes a serm systemwhich is a great tool in the end, but you can't make input required only inthe deal stages, which is a big problem for data quality data, compliance formy biggest dreams. Would the electromoter ations perspective is thenbe through having the compliance reports in place. Thou havingoperational guidelines in place that that we educated also on the whole team,is that we in the in the future won't have these data compliance issues thatalmost every company is pacing. At some point, that's somemore my from an operation of perspective, my norse got it yeah. Ithink the key the key thing here and like what I'm hearing a lot and in thefield is using data to really drive your decisions right now. I know likein the past, especially prepaid, were able to make a lot presidents and calls based off of moreof like a gut feeling or intuition. Now, as we're going to move ahead, you hadmentioned that some of your wraps are leveraging data to try those decisions.What do you think the impact of kind of the CADEM and kind of how wickle theselling environment is changing? What... the impact of leveraging data thesedays? I think data is, is such a big lever in everything that we do, andthat's that's also where I like. The problem is when I think it's a Beta ingeneral, I think it's the right pater. I think that's the like one of the mostimportant things that we that we notice and even like we are now three yearsold and I sometimes wonder why haven't we tracked that two years ago we wouldwe would know so much more and but we we don't now, and so I think in every point in time that even if youjust starting your company, understand what like look three years,I had in the future and think okay, what data points do I need to track nowwhich Tatar the ones do I have to make sure they are in like they're inputcorrectly. So I can understand. I don't know my tired group, my market, myproduct usage, anything he and three years ahead yeah. So I think it'sespecially coming from the data as a business intelligence analyst in the inthe past. I see it's it's so important, especially also. I don't know how it'show it's. I think you really know what I mean, but in now, for it were also inform in funding and funning grounds. So much data is requested, a D and I seethat we didn't have to like if we don't track it properly. It's such a hassleto go back and crunch state than like a talk report is that we have to set upbasically during the night, because we haven't tracked it properly in the inthe in the past, and, and you know, investors, they can ask for anything,and you can say sorry. I didn't track that. So basically, you have to findways around it, and- and I want to mitigate that in the future- yeah, definitely, and also, if you findyourself in a in an instance where it could be more of a reactive approach ifyou're going back and digging rather than if you have the correct datapoints that you're track along the way you could be more proactive andaccurately petit when you need to exactly yeah. You probably knew thisquestion was coming. If you were just if you were to look ahead three years, what would be those data points and bythe end of this, this episode you'll probably be saying data, not data yeah.So what I just recently I mean from from many of you probably is a soundsreally trivial, but I think we started pretty laid with quarter like pipe. I,like quote Pilin, have bad de quota everything or casting. We startedpretty late in tracking that properly, and so this is something that is goingto be of much more importance in the future and is already now so one thingwhat else a yeah? I think he expected...

...potential, that's something that Ihaven't heard so like from other companies and a lot. But what we aredoing is that we try to get as much information or not how much revenuethere like. We have right now in an account, but how much can we in thefuture get from this account? So they expected potential we will have andalso what is the to get between. What we right now are following up, so couldbe open deals could be closed, deals and the expected potential. So, what'swhat the Mr get we have to close here and and also for investor talks, thisexpected potentials is becoming a really really important data point,because in the end, it's not for them. It's not so much. I mean it's nice toknow how much a are you doing now, but in the end, what's interesting for themis like how much am I are you going to make in the future right- and this is an important tagoo pointfor that yeah yeah. So definitely it's all about having that accuracy to toforecast ahead and then be able to call the number and then deliver the numberat the same time too. So one of the biggest things that a lot of people arekind of trying to navigate right now is keeping teams kind of motivated andider kind of implementing this process. You're doing the ADO approach, you'renow doing sport methodologies, how are you calling out the windswithin your team to kind of recognize the success that you're driving withthis approach? I mean in the end we see like we are the David Team. We are, inthe end, seeing directly seeing the success that beer like with with withthe implementation that we doing what's the outcome and that's we are usingokay, ours. So basically, we have to already think about how we want totrack the success of something so basically our for one of our okay, asis to increase whole fund conversion by zero point three percent in one quarterwith this in these measures and then in the end of the quarter, we can directlysee okay, it helped or didn't help with the whole operational side. It's a bitmore more tricky to see the success. I think here you have more your qualitytector yeah. So basically the team is happier it's more efficient. Themeeting doesn't take doesn't take two hours. It takes one hour for the thecustomer, intelligent analyst that I talk before to research, the companiesand to qualify them. It's not three business days, it's now twenty now tobusiness days. So these are really the things that we that we try to trick andthen define our success with all right and that's it so was tiedabout the data. Would talk ta about empainting process and scaling yourteam last week, kind of thing so much...

...for sharing a lot of the insights andsome of the changes you always have been able to drive and the efficienciesthat you're seeing Leo. Why it would be one book that you would recommend forthe listeners that, as really had an impact on your career overall yeah.They are a couple. So one thing that I really recommend to everybody is maybea bit cheesy, okay, so but the big five for life is really something. Have youheard about a Cain? No, I haven't so so, not the typical salesbook thatmaybe like eat the frog or whatever. Now somebody would now throw in an I'dsay like big. Five for life was really really cool only not only because ithas had some really nice management practice in it, but it basically it it forces you to think about how youwant to your life to be like you have to reflect like when you're. Basically,the story, I don't want to spoil or something, but basically it's likelooking back. What should your life have been that you say? Okay, I'm good.This was a really good life and you basically try to break that down intobig five things and now thinking that you're working eighty percent of yourlife, you have to make sure that your work somehow is part of these big fivefor life, and I think this really helped me to map down and myprofessional career like what I'm interesting in. What am I looking in mywork? What does that's my work need to provide for me so like these two partsthat, on the one side, lapping your work to your life goals and, in theother hand, having some really really good management practices in the bookas well, and especially, if you're, just building up your team- and this iswhat I what I really like about this book and you might not have I heardabout it so many times in the states, podcast yeah. I know that's, definitelyunique. That's the first time I've heard of it. So I'm going to have tolook that up and then I love the idea of mapping like you know the big fivethings that matter to you and how is that I'm getting implemented into yourwork probly would provide a nice balance there. So fantastic, well, pat you so way forcharring. All of that with US Kevin. If ARLISS wanted to reach out to you andlearn more about how you are growing and Skilling your team, where is thebest place for them to contact you at? You can contile over Linton and KevinPope, of course, or you can also ride me- an email, Kevin, dot, props andAlaska Dotte, and you can also look at our website. We also we always lookingfor new people, because we bow doing like we expanding internationally, soalso all on these into, like international faults out there, reallycool company check it out. Amazing, where are you guys expandinginternationally so far like where's,...

...the the first one that you're going for?First one will be UK so to you Kiddin, fantastic, I ll. Thank you so much andhave age day. Everyone. Thank you I. This was another episode of the SalesEngagement podcast to help this get in front of more eyes and ears. Pleaseleave us a shining five star with you join us at sales engagement com for newepisodes, resources in the book on sales engagement to get the most out ofyour sales engagement strategy, make sure to check out out reached to theleading sales engagement platform, see you on the next episode.

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