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Scheduling for Efficient Revenue Growth

Picture of Will Sullivan By   ·  2 minute read

Schedule Efficiency

 

Instead of asking the CSO to work with the CMO and head of product, simply schedule them in a weekly meeting together to go over GTM operations to ensure efficiency.

Establish a GTM Ops team consisting of Directors & VPs from GTM functions:

  • Marketing

  • Sales & RevOps

  • Customer Service

  • Product

  • FP&A

  • Data & Analytics

Schedule a weekly GTM Operations meeting every Wednesday and make it the most important meeting every week. Effective meetings are more efficient than chasing emails and Slack messages. 

 

In the meeting, the GTM functional leaders should review the effectiveness of:

  • Demand generation

  • User experience

  • Pipeline health

  • GTM Budget vs GTM Actuals

     

Weekly cadences should be structured around GTM ops meetings:

 

  • Monday & Tuesday: functional internal meetings

  • Wednesday: GTM Ops meeting

  • Thursday: working sessions for any alibi topics or follow-up research

  • Friday: weekly GTM report-out

 

Monthly routine reports (MBRs & QBRs) are easy to compile if weekly GTM cadences are followed. 

 

The purpose of business review meetings should be to review decisions made, performance, and the outcomes of the decisions.   

  • A common mistake is not to lock/freeze monthly revenue and pull down the customer transaction database. When companies fail to keep a historical record of the transaction database they lose data fidelity and the ability to go back and investigate the quarter or year. Operational revenue databases are often changing which can affect revenue attribution details.

 

Strategic Planning calendar can be grouped into three categories: 

 

  • External Reporting should be capable of using material from MBRs & QBRS

  • Revenue Strategy should consist of GTM strategy, plans & budget

  • Planning should leverage lessons learned from this year and applied to next year

Following a weekly GTM Ops cadence with a presentation structure that supports MBR & QBRs will enable an easier and more informed strategic planning process.

 

The goal is to reduce the number of times someone says “We don’t have that data” during the strategic planning process.

 

Strategic planning is about making decisions about where to allocate resources to efficiently achieve a competitive advantage.

  • Decision-making without the necessary information is just gambling.

  • Managing risks is the process of identifying, analyzing, and evaluating when you have an incomplete risk-picture.

  • Strategic Planning requires operational execution.

  • Operational execution requires decisions to be made as the risk-picture becomes complete enough to make a decision.

 

Establishing a weekly cadence around a GTM Ops meeting will help identify risks to allow your company to put a process in place to manage the risk and to make operational decisions based on the risk.

 

The intent of this newsletter was to simplify the path to efficient revenue growth by:

  1. Providing an inspiring objective - grow the value of the company - to align on

  2. Select a NorthStar metric - NRR - that drives efficient growth

  3. Simplify operating cadences to ensure GTM operations are occurring efficiently