Unifies marketing, sales, and customer success around one funnel with org-wide stage definitions, hand-off SLAs, a single source of truth, shared metrics, and a pipeline-weighted forecast. Use when someone asks "set up RevOps", "marketing and sales disagree on what an MQL is", "our forecast is always wrong", "deals fall through the cracks between teams", or "what should our pipeline coverage be". Do NOT use for diagnosing conversion drop-off inside a product or marketing funnel - use funnel-analysis instead - for building the revenue financial model - use revenue-modeling instead - or for outbound activity math per rep - use prospecting-metrics instead.
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name: Revenue Operations
description: Unifies marketing, sales, and customer success around one funnel with org-wide stage definitions, hand-off SLAs, a single source of truth, shared metrics, and a pipeline-weighted forecast. Use when someone asks "set up RevOps", "marketing and sales disagree on what an MQL is", "our forecast is always wrong", "deals fall through the cracks between teams", or "what should our pipeline coverage be". Do NOT use for diagnosing conversion drop-off inside a product or marketing funnel - use funnel-analysis instead - for building the revenue financial model - use revenue-modeling instead - or for outbound activity math per rep - use prospecting-metrics instead.
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# Revenue Operations
Marketing, sales, and customer success each optimize their own metric while the customer experience and the revenue number fall through the seams between them: marketing is measured on leads so it sends volume, sales is measured on closes so it cherry-picks, CS is measured on renewals so it inherits bad-fit customers. Each team is locally optimal and globally broken. RevOps fixes the seams - and the single highest-leverage fix is one funnel with one set of definitions the whole org signs.
## Operating procedure
Definitions come first because every metric, SLA, and forecast downstream inherits them; instrumenting an undefined funnel just automates the disagreement.
### Step 1: Gather inputs
1. The current funnel stages as each team describes them - collect all three versions; the deltas are the diagnosis.
2. The CRM and data stack, and where shadow spreadsheets live.
3. Current targets: revenue, pipeline, renewal.
4. Known seam failures - lead disputes, stalled handoffs, surprise churn. Label anecdotes as anecdotes.
### Step 2: Define one funnel, org-wide
Write the full funnel end to end and get all three leaders to sign the same document:
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