Many conversations are currently taking place about RevOps and how to best leverage the function to achieve goals and maximize revenue. While there are several ways to rapidly build and scale a RevOps department for maximum efficiency and delivery, the fundamental understanding of how best to leverage the role is still lacking in many organizations.

Leaders and executive teams are still stuck in archaic ways of thinking when it comes to RevOps, following are some examples of the limitations when it comes to their thinking and approach :

1. Thinking that RevOps is a back office function and treating them as such  : While generating revenue is crucial for any company, ultimately it is the focus on the customer which separates average companies from the truly great ones. In that regards, there is no such thing as a back office function in any customer-obsessed organization and RevOps is front and center in a customer driven strategy.
2. RevOps needs to earn a seat at the table : Leaders of organizations are at their best, when they allow and encourage information and intelligence to freely make its way across all the different levels of an organization. A successful company will have diverse employees with rich background and unique perspectives. Everyone, including RevOps should be at the table contributing ideas on how best to bring positive outcomes to the customer.
3. RevOPS will create Sales friction : Let’s be honest here, sales friction is the greatest hack available in the sales guy tool set to avoid having to step out of their comfort zones. The role and very nature of a RevOps organization is to re-think everything in order to bring a better and more meaningful experience to the customer. Stepping out of one’s comfort zone is  a prerequisite for the ultimate customer experience.
4. RevOps is just a cost center : A successful RevOps organization will pay for itself, that’s right you heard me ! When the right tools and processes are in place combined with timely and actionable intelligence, not only will the organization gain in productivity, but also see an acceleration of the sales cycle and an increase in customer retention.  
5. RevOps is only needed in an already established organization : This is by far one of the most widespread misconceptions regarding RevOps. Establishing the foundation by which you will serve and communicate with your customers should be front and center early on in your company’s strategy. Granted, there are levels and sophistications in the deployment of the RevOps function but not having it at all or not thinking about having it  is a serious mistake.

The relationship between RevOps and the executive team ought to be one of intimate lovers who can not foresee a future without one another.  It is only in this context that a state of the art RevOps function will thrive and deliver on the company goals.