Mastering Rev Ops: Your Secret Weapon in Business Growth

Episode Transcript
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(00:02):
Well, welcome to this episode ofDid she really Say That?
And the answer surprisingly and not surprisingly, absolutely she
did, because this is going to bea fabulous conversation and
training around Rev OPS. Now, this isn't a catchy title.
This is still very new in the world of corporate business.

(00:23):
And even for you as an entrepreneur, ladies, you're
going to want to listen into this conversation because it is
a conversation that is going to evolve.
It's going to impact you as a business owner and it's going to
impact you those that you bring into your employment.
So I really am loving this conversation I'm about to have.
So I'm bringing in Ariel. Ariel is a specialist in Rev

(00:45):
OPS. I didn't know what the flock she
was talking about when she firstmet.
I didn't want to tell her that now, but since we're on the
podcast, I'll let her know. So she kind of educated me and
I'm hoping she educates you today around this because this
is something that, like I said, it's going to be a big piece.
So Ariel, I am so excited you'reon with us today.

(01:06):
Thank you for being here on thisepisode.
And let's start off real quick, but have you do kind of an
introduction, How did you get into Rev OPS?
Like did you fall into it? Did you step into it?
Did you roll out of bed and. I totally fell into it, but fell
in love with it nonetheless. So I actually started my career
in finance and I kept taking on projects because in finance

(01:30):
you're often the last to know. You're like, OK, where the heck
did this deal come from? I can't make sense of this.
This is not going to fly. This, you know, So we, you know,
we have those challenges in finance and then we say, OK,
well, what can I do? So I'm taking ownership.
What can I do to kind of get further up in the conversation,

(01:50):
like all up in the business so that I can understand where is
this coming from? How can I inform decisions?
How can I help shape things so that when it comes to me and my
team, we're not like the blocker, we're the bad guy.
We're finance. Did it again so.
I have a question around that. Are we still in a point where

(02:11):
finances like the last, I mean money is a big motivating piece
of business, Like if you don't know your cash flow, if you're
not tracking that from the financial side, you're really
shooting your yourself in the foot.
So you're telling me that businesses are closing projects,
but not giving you any information that there's about
to be either a financial expenseor income coming in?

(02:32):
Sometimes. Sometimes, yeah.
And so it's the way I see it is I was in, I was in SAS, so
software as a service. So that's a sub industry of tech
technology. And so when we think about how
businesses run, like how can we recognize revenue?
When are we getting paid? That is what the core of finance
is. Can we recognize this revenue
right now later when and sometimes when the deals were

(02:56):
coming across, we're like, well,this doesn't make sense.
And so this was a very creative deal.
So how can we step into what sales is doing so that we can
inform, like I said, the decisions and help to shape
things as the conversations are happening with the potential
customer and have a better outcome for us all, a smoother

(03:18):
experience for the customer and a way better experience for
sales. Because at the last like we
don't want to be the last to know, we're closing deals at the
end of the month, we're closing deals at the end of the quarter.
And then we say, guess what, you're not going to be paid on
it from your Commission standpoint.
And they're like, finance did itagain.
So they're like, blame the finance.
Yeah, blame us. We're the bad gals and guys.

(03:40):
And, you know, I didn't like that experience.
So I kept digging. I kept asking, putting my hand
up. I want to be in these
conversations when there were new leaders that were coming on
to lead sales. Can I, you know, come in, help
your team like can I do a info session?
Can I do a lunch and learn or whatever it is?
And that spiraled into people just coming straight to my desk

(04:04):
for help. And I was like, I love it, but
we need more structure. And then very early on, one of
the sales leaders, the newer sales leaders that I was really
close with, he goes, you knew, you realize you're doing sales
operations, right? And I'm like, so more.
And so it's like how to enable the sales team to have better

(04:24):
deals that close on time, have better forecasting and
visibility. And then I kept getting like
digging into that and I then someone else said, do you
realize you're doing Rev OPS right?
And I'm like, woo, tell me more.And so now I got to see the full
picture. So now instead of working just
with between finance and sales, I also got to see how we partner

(04:48):
with marketing, how we partner with product, how we partner
with customer success, even it depending on the size of your
company or your business. That was all really interesting
to me. And I'm like, oh, how do we hand
off to make sure that this, thistrain keeps running and we're
not losing steam, we're not losing visibility and we are
beating our competitors. We are like leaving them in the

(05:10):
dust. And so that very much intrigued
me. Solving problems, digging in.
I forget that cartoon, The Investigator it was.
I keep wanting to say where in the world is Carmen San Diego,
but that is totally nice. I mean that could be it could
almost be like a whereas Waldo it whereas.
Waldo. Gadget kind of thing.

(05:32):
It could. Be.
I just need to find into this, so yeah.
Yes, so leaning into that, that has that was my sweet spot in in
Rev OPS when I was in tech. And now as a business owner,
I've decided to kind of bridge the gap between people that
really want that level of expertise, how to identify those
kind of opportunities to have quick wins, to have it actually

(05:54):
benefit you and your career. And so why not become a coach?
That was my ten year plan. I was not expecting it.
And I said, well, to hell with it.
I'm going to, you know, put all the bets on myself and help
people because I was doing that in my career already.
It was just the invisible work that I'm now bringing to the
forefront. Yeah, I, I will say there's a
phrase out there that I've oftenfound myself quoting is that

(06:16):
women do the invisible work thatmake the, the world work.
And I think you kind of found the invisible thread.
You're like, OK, this needs to be a little more transparent.
It needs to be recognized as a process, as a training, as a as
part of the culture of running abusiness.
Exactly. So.
Haven't looked back. And so that's where I lead with

(06:38):
my programs with job search program, my Rev OPS program and
just meeting people where they are.
And so now to your point, Katrina, you're like your
business is going to shift at least nine times.
I'm like, Yep, I believe it. It's already molded and shifted
twice and. It will continue because this is
part of the journey as an entrepreneur.

(06:58):
We come up, we have got the ideawe're stopping from corporate
into business. So let's talk a little bit about
that as we dive into the rest ofthis.
What was the shift mentally for you to go from a corporate space
into like I'm now the business owner kind of piece like it's a
two different mindsets, two different spaces to be in.
Incorporate I went from, oh, I get to pick the fancy projects

(07:22):
and figure out how they all workin the grand scheme of things to
like, I can pick all the projects in the whole grand
scheme of things. And so that that level of
awareness like, OK, let's take astep back.
How do I want to structure the business where it actually
serves people? They are actually, you know,

(07:42):
having results with working withme.
How do I meet them where they are?
So having recorded calls was a big one so that I can go back
and think about how do like whatwere those keywords that stuck
out or in some of the like informational interviews or
coffee chats, like what are people really asking for that

(08:03):
they may not be saying explicitly?
And how can I solve for that? And so more recently, I've
understood that I'm bridging thegap for middle management right
now, middle management a lot in specifically in tech, but other,
I'm sure other fields also experienced this as well, where

(08:24):
we just don't got the time to like divot, dig in for every
single person, the development plan, how to coach you to do
this because we've got KPIs and metrics.
We've got the C-Suite down our backs.
We've got, you know, in the, therhythm of Rev OPS 2.
So we're closing every month, We're trying to close every
quarter, end of year comp plans,territory assignments.

(08:46):
Is the stack tech stack still working?
Did something break? Oh, crap, there's a fire, let's
put that out. Oh, there's a backlog like let's
see if we can try to like bring some of that in.
So there's a lot that that goes into revenue operations.
And so that shift from corporateside of it to now how do I bring
Rev OPS into my business? And then how do I support people

(09:08):
that that have that gap with their middle management team
where they're not being poured into in the same way that I was,
you know, routinely throughout my career, it's the, the market
has totally shifted and we're just trying to keep up.
And so how do I help people keepup?
Right. So what I'm hearing for those

(09:29):
that are unfamiliar ladies with the term Rev op, it's really a
like a leadership development slash cultural community
development for the organization.
Cause one of the things I keep hearing as I continue to talk
with them and throughout this podcast series is that, you
know, we are so worried about the KPI and the bottom line that

(09:50):
we're not actually taking care of the people in our business
that have potential that we're not recognizing.
So talk, so share a little bit about your insight around that.
That's a good one. So I actually went to a
conference about two weeks ago and it was something that I
always was seeing. I was like, this is kind of the
underlying theme or pattern thatI'm recognizing that in job

(10:14):
descriptions particularly, I would see them asking for like 5
to 10 years of experience for ananalyst.
And I'm like, excuse me, what? An analyst generally speaking,
is coming out of college or you know, typically coming out of
school doesn't have that much, you know, experience and
specifically in Rev OPS in a field that's so new, it's very

(10:35):
hard to already have that. And then now you are asking
someone that has pretty much director level experience to
kind of take an analyst job. And I'm like, why can't I craft
this? And this doesn't make sense.
And I so I strategize for that. But there was a study by someone

(10:55):
named Curtis, he works at Verisson and he was at this
conference and he said that thatis a strategic choice by
executives where they rather tryto penetrate a new market.
So if maybe I'm in the US and I am trying to penetrate the US,
that's sorry, the EMEA or AIPAC region in terms of our business

(11:17):
or they would prefer to what wasit the new market or introduce a
new product. So those two things were more
easy and quantifiable than developing talent.
And I said, you hit the bell on the head.
So we were like chit chatting, like we go way back as like
school kids like talking about this because I see it.

(11:40):
And now there's a study behind it where executives are saying
that's the biggest gap to, you know, revenue growth this year.
And so in thinking about that, you're like, man, so not only
are the jobs asking for a lot from you, they're also not
developing you either. So it's like, how can you even
bridge that gap? And I'm like, wow, so I'm, I'm

(12:02):
really on to something here and trying to bridge that gap for
folks that really want to thrive.
And Rev OPS do it, doing it in ameaningful, methodical, clear
way because like I said, the thefield is still pretty new.
And so there's not a lot of guardrails that are in place,
but it's coming along. Yeah.

(12:23):
And I think you're at the forefront of something because
it, it felt like over the last 15 years for sure.
And especially as AI and technology race blindly forward
into some abyss, I don't know what.
And I'm hoping they figure this,this, this end game out, right.
It's just like this open-ended black hole.
And I'm like, how do you run towards a black hole like this?

(12:45):
Seems like a counterintuitive and kind of stupid, but that's
for another conversation. But what I like about is because
I think we are getting back to people again and really it's
understanding and developing outdifferent leaders.
And I think really what you're pointing to is there's a lack of
leadership training in the spaceof career business.

(13:07):
Like you get out of college, like you said, they want you to
have this expertise. But that group and especially
for something that doesn't even exist 10 years ago, it's hard to
say have 10 years experience forsomething that doesn't exist 10
years ago. That's kind of that someone's
not reading or doing their theirwork.
Yeah. And so you're talking about this

(13:29):
gap where you've got leaders that have this sense of like,
you should know this. You've got this generation
coming up that's like, I don't know this.
And there's nobody in the middleto really connect the two until
they find you. I mean, there's, there's
certifications out there. I'll talk a little bit about
that too. So it helps with general

(13:50):
knowledge, but really want what companies want is someone who's
done it before that has seen it in practice.
And that's where that's where the the conundrum lies because
it's it's you can have the knowledge, but unless you have
the experience to say like, oh, I've had that challenge and this
is how I uncovered it. That's the challenging part.

(14:12):
I will say there is still hope though, right?
Like are interested in Rev OPS, still lean into it, ask the
questions. We have been very community
driven. So there are a lot of virtual
community groups that are out there so that you can say, hey,
we're experiencing this. Are you, you know, am I being
silly about this? Are you like, you know, like, so

(14:33):
we can bounce ideas off of each other, you know, and share
expertise and share knowledge sothat we are trying to kind of
come along and bring this field along with us.
And to your point around AI, like running towards a black
hole, like we call it putting lipstick on a pig.
And so we don't want to keep doing that.
It's having AI without guardrails, best practices and

(14:58):
all of these things that are needed to really set that up,
just like you would would you would with your tech stack.
Like without that knowledge, you're just like literally
amplifying or putting a magnifying glass on everything
that's already broken. It's not going to accelerate.
It's garbage in, garbage out, but you're going to accelerate
and magnify how much garbage is there and how much more you

(15:21):
still have to go. Yeah.
So do you believe moving forwardthat really revenue generated in
a company will come more from people than products?
And I mean that in terms of like, either I'm trying to
penetrate into a new territory or I'm going to create a new
product to help boost revenue. Do you feel and you know as a

(15:44):
vision that that there is going to be a point where it really
does come back, come back down to developing a human being to
be able to effectively communicate, know their role,
understand their role inside of the world of business?
I do and that's, that's what I'msticking to like the human
centered side of revenue operations.

(16:05):
We can use, we can leverage technology, we can leverage AI
to our benefits so that we can be more agile, so that we can
adapt on the fly. But you still have to create the
playbooks, you still have to create the documentation, you
still have to understand where is your North Star?
Where are we trying to go with this?

(16:26):
Otherwise you're just making a lot of people spin around in
circles, magnifying garbage in, garbage out, and then wondering
like, why? Why aren't we growing?
Why aren't we building? And to another point around that
too, like we're not selling to other robots.
Like we're not selling. We're selling to other people
that have a pain point and want someone to help them clearly

(16:49):
articulate the path to remove that pain.
Yeah, we are still people that are the we are the ones human
beings are still the ones that are paying for services is not a
bot, it's not AI it those are tools in which we use.
And so we to getting back to that fundamental.
So a couple things that came up for me in just this
conversation. Do you feel like, and I guess

(17:11):
this could kind of go both ways and what your, your focus is on
in, in, in Rev OPS, But do you feel like there's a, there's an
opportunity in Rev OPS that could be specialized just in
employment description, like in just that arena, Like being able
to go in and say, OK, let me sitdown and ask you if this is
actually the job description, you know, if we're this role or

(17:34):
has it evolved? I would say this, there's a lot
of industries other than tech, SAS, all that, that are
interested in Rev OPS but don't like.
They're trying to have their first Rev OPS higher.
They're trying to build their first Rev OPS team.
And so taking the time to reallythink through what are we trying

(17:55):
to solve in this role? And like I literally was
watching a podcast earlier todayaround ACFO that was talking
about making sure, let me give the premise most C suites
lifetime in a role is about two years.
So starting with that and thinking through that, this CFO

(18:17):
was thinking about how do I set myself up beyond?
The two. Years, the two years, because
otherwise that constant change of your teams, your initiatives,
your strategies will just put you out of disservice.
It was, it'll put you behind rather than put you forward or
ahead. So in thinking through that, the

(18:38):
same amount of care, thoughtfulness needs to come
into play for individual computer, individual
contributors that will eventually become our future
leaders. How to develop that talent?
What do they, what skill sets are actually applicable?
And I think from what I'm hearing from a lot of my clients
as we do interview prep and things like that, is that there

(19:01):
are a lot of interviewers that are just trying to check
specific boxes. Are you a 0?
Are you a one? And if you get enough of the
ones, can you move to the next round rather than where Rev OPS
has evolved from is just being able to say, I see the
transferable skills, I see that that that that finance person in
you being able to lean into operations in a way that helps

(19:24):
us move forward. Yes, we need that.
Yes, that is valuable to us as an organization and not just
with financing any other starting points into the field,
which is valuable. Like like I have a few clients
right now that have like customer marketing or customer
success backgrounds that are pivoting into revenue

(19:46):
operations. I was like, you have a very
unique lens of how to serve clients or customers, our end
users and how that will influence the processes we
create, the tools we select, howwe enable our teams to be
successful and use the things that we already have.
That is what I would love to seemore of rather than this like

(20:08):
very prescriptive. Yes, no, check a box. 5 years,
10 years here. Like it's important, yes, but
like you're looking for that ability to adapt.
And that was why I love Rev OP so much is because we it has
been so adaptable over time. Dan, I think what you're
pointing to too is, you know, asa human being, like, well, and

(20:30):
I'll just go back into my own background.
So like when I was at Disney as a cook, right?
So I'm in an hourly role being, you know, cooking food, you
know, what skill set am I learning in that respect?
So, and I was always very curious about, you know, getting
into leadership. I thought that's where I wanted
to be. But on my way into leadership, I

(20:51):
took a role in events and planning.
So I, I, you know, went from a culinary kitchen now into event
planning because I was curious about the process of how do you
plan events, especially for likethis much food kind of a thing.
So I did dabble over in there and then I got curious about our
inventory. So I spent time with our
inventory guys because how I ordered impacted, you know what

(21:13):
we were doing make understandinghow much it was costing us just
from a perspective of running a business.
So I think we tend to, in the world of here's your job
description, we singularly narrow a person down into one
thing. And what I'm hearing with Rev
OPS, it's the interweaving of it, right?

(21:35):
When you say this is engineering, this is finance,
this is scheduling, this like when you departmentalize
everybody, you don't create collaboration, you create
conflict because now one hand has no idea what the other one
is doing. You know, we had a scheduling
team that was in charge of scheduling out everybody at the
end of the day, you know, we allrotated it through it.

(21:56):
At some point I had to become a scheduler.
I had to go through and give a second pair of eyes to the
schedule that was handed to me, make any edits, talk to my
employees and then come back andsay I'm submitting this as the
schedule that's coming up. So is that kind of like where
you're starting to see that's your role is really the not just

(22:17):
being one-dimensional, but it's being multi dimensional?
Where can we crossover? Where can we help show different
perspectives that. Is the unique beauty of Revlaps.
OK. Because it's a lot of operations
teams were working in silos veryearly on and now you have
competing metrics, complete competing priorities, competing

(22:39):
strategies like lack of handoffsor handoffs that you know failed
across the way until that is theliterally the, the beauty of Rev
OPS is that we're bringing all of that together.
We are very curious as people. We're a problem solvers to
figure out, all right, where, where's the leaky bucket?

(22:59):
How do we fix it? OK, now that I fixed that
bucket, what now needs to happendownstream to make sure that
everyone else feels supported oraware of that change and taking
people through the change management, not just saying we
did it. Good luck.
Everything like no, there, that's that's communication is a

(23:23):
huge piece of it and communicating to different
stakeholders, different teams. They all need the same
information, but it's how you story tell a little bit
differently to like how I would present something to a CFO would
be drastically different than how I present to like my head of
sales, their priorities. We are still focused on the

(23:44):
major business goals, but how weget there and you have to have a
better crafted story of how we're going to do that together.
So Rev OPS that your role is really being able to say you're
kind of like the bird's eye view.
You've touched on all the different organizations.
You can talk to C-Suite, you cantalk to an employee, you can
talk to finances, you can talk like, you can take all the silos

(24:07):
and you're kind of, to be honest, I would call you a
lynchpin, seriously. Like in some respects, the, and
because I played this role also throughout my entrepreneurial
career where you know that each one of these, while they might
seem separate, all touch up on each other.
Marketing is ineffective if it doesn't know what the product

(24:28):
that it's selling. The product that's selling needs
to communicate to finance because finance need to know
what we're pricing this at and we have to know who's
responsible for this. You know, who's our touch point
inside this conversation. And I think that for me, I
probably was a Rev OPS person inmy former life.
Then now that I talk to you, I'mlike, holy crap, I was a Rev OPS

(24:49):
and didn't know it. Ariel.
I just called myself a linchpin or a chaos coordinator.
That was my other phrase that I called myself.
So I'm glad we cleaned up the phrasing to be non not so crazy
like but I I didn't mean. Mine was crazier.
I said I used to herd wet cats. That's what it felt like some

(25:09):
days, not every day, but that's what it like.
How do we corral everyone together, get you all in the
room, agree on the strategy and the numbers and all right, now
let's disperse, make sure that we're all set up for success in
our different teams and then execute and check in regularly.

(25:29):
Feedback loop. Yeah, I think we we've gotten to
a point where I think we were too systemized, right.
We're too silo based in corporations.
And I think as we're evolving inbusiness and as I as women
really Ariel, I love you for this because I think as women we
tend to take a more bird's eye view, I think more so than the

(25:51):
men. Not saying I haven't seen men do
it, I have, but there is something about especially being
a mom. We haven't even touched on the
fact that you're a mom, but you gotta have eyes in the back of
your head. You gotta listen for when
there's no conversation or thereis noise, right?
It's like the silence good or silence bad, right?
So there's this ability, I thinkas women too, when we're getting

(26:14):
to this Rev OPS field, that we do touch upon everything because
just as we do in our own households, as a leader, we
touch upon everything that goes on in our house.
And so in the world of business,I can see a lot more women
stepping into this role because it would feel more natural to
create those communications amongst the different
departments. And so I would say it's it's

(26:40):
multi generational for me. So I'll start talking a little
bit more about family and kind of how that comes in.
So women in my family, very strong providers, like on top of
it all the time, you know, and as being a black woman, we don't
always have safety Nets. We have a backup plan.
So it's like Plan A's got to work.

(27:01):
So it's better be a good plan A.And so like seeing that from a
generational standpoint and how that was such a strength in my
upbringing and bringing that forward.
And now as a mom, having the eyes on the back of my head,
listen for the silence, what is being said without being said or

(27:25):
picking up on my intuition to say like, hey, I think
something's off. Like we would have the meeting.
We have the meeting before the meeting, have the meeting, and
then I have the meeting after the meeting.
I'm like, something fell off there.
We should go for a walk and talkor we should just jump on for 5
minutes because I feel like something's still off and really
leaning into that. And that's how I built trust and

(27:48):
lasting relationships in when I was in tech and really being
able to move things forward. Not because I'm trying to do it
in a sneaky way or you know, without the visibility.
It's like, if this is a blocker that I'm already uncovering,
it's only going to magnify as presses.
So let's just deal with it now so I can figure out how to make

(28:09):
something better for a better process, a better strategy,
whatever The thing is, so that we're not bottlenecked later
down the line. Because you're like I didn't say
anything before, but I have a problems.
Yeah. And that happens most of the
time. I think all of us at some point
as a employee, we don't want to speak anything or like, oh, no

(28:30):
one really cares. You know, it's inconsequential.
But I love the fact that you're like, those are the things you
pick up on. Like there's something there.
Let's pull that thread and find out what this actually is
because I don't want this to develop into a problem.
And I think that's where for RevOPS, it becomes really important
to have that type of person in there because if you can sense

(28:51):
something is off, go, go resolveconflict.
I think there's also a piece of being able to resolve the
conflict before it becomes a conflict kind of a thing.
So OK, my now let's dive into your clients, not necessarily
them specifically, but what is the process of working with you?
So if somebody's like currently in a roles trying to get to the

(29:14):
next level of leadership or growin their company or maybe even
enter a different department within their company, what would
that look like to work with you?Yeah, so there's a few steps in
the process in working with me. One, we have to identify what is
your ultimate goal? Is it just, is it more money?
Is it a title, is it more responsibility?

(29:36):
Like 'cause it could take shape in so many different ways.
So what is the North Star for you?
And when we and when we work together, then I always have my
clients start with updating their resume and their LinkedIn.
You're like, why would you? Why?
So there's, there is what I'm seeing with my clients who do

(29:59):
the Rev OPS program is sometimesin organizations, they're not
ready for what you're willing tobring.
Uncovering that as we work together, it could be a blow to
some people. And so they're like, well, what
do I do now? And I'm like, well, your resume
is updated and your LinkedIn, maybe we should start trying to

(30:22):
find other opportunities that align more with you, but
leveraging what you're doing internally to help with your,
your experience, your skills that you're building, the types
of tools, your quick wins. That's how we can leverage it
while you're still there. Don't leave, Don't just pack up
and go. But as you're having these

(30:44):
conversations to say, OK, well, you know, I am taking charge or
taking a more active role in howI progress in my role at this
company, I really want to be here for the long term.
Having those active conversations with your
leadership, having an executive sponsor that's going to say, all
right, like here's some metrics that you need to or, or

(31:06):
achievements or things you need to do to help bridge the gap.
Usually that comes in in terms of a performance review.
So we do look at that as well. What are they identifying as
your gaps in this organization? And then how can we start to
strategize and work together to fill those gaps?
Like I said, a lot of middle managers don't have that amount
of time to dedicate for every individual on their team to

(31:28):
develop. So take it upon yourself to do
it yourself. It can't.
Find a Revs OPS person to work with to help you find Ariel.
Right? And so if you're ready to move
up or move through you, you know, if you want to develop
your leadership, then that's where you're going to, you know,
connect with Ariel and be like, OK, what are my next steps?
This is where I'm at. This is where I want to go.
I feel like I'm in a dead end job.

(31:50):
Or you could be whatever that conversation is.
Do you find it challenging? Is there anything?
Do you work only with specific companies and specific techs, or
have your clients really been a variety of varieties in
different organizations? Variety of individuals in
different organizations and they, they seek me out because
they're like something's not right or this is typically the

(32:12):
trigger. I'm coming up on a anniversary
of being here and I want something different.
Or my performance review wasn't quite what I thought it was, or
I'm not being paid out at the high end of the bonus.
Something is a trigger point formy clients to say I need to act
because this now is unacceptableand I want to do something about

(32:34):
it. And I am now taking charge in a
more active role in what I want to do.
So whether that is how you navigate your executive presence
in building that, how you talk about data deepening your niche
or your pillar within Rev OPS tosay like, well, if you are a
person that loves the tech stack, OK, maybe it's time to

(32:56):
dive into other aspects of Rev OPS to make yourself more
dangerous in the field. Dangerous in a good way, Always
dangerous and adventurous. Yes.
So like, how can you develop andhow do you identify those
opportunities when they may not be readily apparent to you?
And someone that can take the bird's eye view and say, OK,
I've I've seen this before. This is kind of what this means.

(33:19):
It's not on you to tackle, but this is how we can craft certain
conversations so that they are alittle bit more effective.
This is how we can start to workwith your leadership team on
cultivating initiatives that work for you, that also work for
the company because you're thinking about your long term
career growth, not just in this role.

(33:42):
So do you primarily work with clients that are in the sales or
the financial or the customer service?
Is that typically is there anybody else that you're kind of
touched base with? Good question.
So there are folks that are likekeenly interested in revenue
operations, but there's also other aspects of the go to
market field too. So some marketers I've worked

(34:02):
with as well, there are a lot more customer success folks that
I'm working with right now, likecurrently in my in my cohort,
which is really fun. I love that.
And then so sales, not so much. There are a lot of sales coaches
out there. There are a lot of folks that
help in that specific niche. That doesn't mean I can't help

(34:22):
you craft your resume and thingslike that, but I understand how
sales, I literally serve sales for the bulk of my career.
But that said, like supporting the whole gamut of go to market,
yeah. Got it.
OK, yeah. I just want clarity for like the
ones that are the women that arelistening or reaching out to you
and it's like, OK, how do I workwith, is she the right to, you

(34:44):
know, coach for me depending, you know, where we're at because
we you've got women that are in their their corporate experience
that might be looking to become entrepreneurs.
You've got entrepreneurs that are trying to build their teams
that don't know how to build theteam either, because that means
surrendering control, handing things off It's Hive.

(35:08):
OK, so there's there's that process.
I think with even just sitting down with you in that
conversation, it's like, do you know who you're hiring?
Because now that you've worked with so many different clients
around how to update their resume, how to update LinkedIn,
that kind of gives you this little bit of an edge for even
people as an entrepreneur that'slooking for their team.

(35:29):
I would even say reach out to Ariel because she can probably
help you at least craft some of that information too.
Like, I see her nodding her head.
She's for those who are just listening to us, She's nodding
her head like, oh, yeah, I can totally help you with like, it's
a bobble head over here. OK.
But I think there's a space for you to connect with her to
either look at, OK, how do I getinto Rev OPS as somebody that's

(35:52):
looking for that? And also I think as an
entrepreneur, how do you hire orleverage somebody like Ariel for
your team to set you up for success, right?
Because she's kind of that blendbetween HR finance, like she
literally is everything like youdon't think of.
It's not just a vertical, it is a, I'm going to still call it a

(36:16):
linchpin. I don't care what you say.
That's what you are. So yeah, I think it's it's
really a beautiful place that you're in there.
So how can people connect with you?
Yeah. So LinkedIn first and foremost,
that's that's the best place. So you can direct message me
there. I do have a website, but you can
also e-mail me ariel@infinitelyelevated.com

(36:39):
just to say reach out Chef Katrina sent me and then we'll
talk from there. So I have like calendly.
So I make it super easy for people to just find time on my
calendar. Book a time that works for you
and we'll have a discussion. And there's, there's, there's
one thing that I love to say is like, I'm not here to pitch you.
I want to serve you and how wherever you're having a

(37:00):
challenge and even if it isn't with me, I will just direct you
to the people that I do know that could be a better fit,
right. So it's not always like my way
or the highway. I just want to meet people where
they are, figure out how to connect people that have a
problem and someone that can better serve you.
So that said, you know, government jobs, like that's not

(37:22):
my niche. Like that's, that's not my
wheelhouse. And that's OK.
Like I'm sure there's other. Governments.
At least you know that, yeah? And call me.
For a government work. Yeah, that's not quite the fit,
but that's all right, you know? And then I'm also surrounding
myself with other career coachesthat have other niches as well.
So an executive coach, I'm, I'm planning to bring her in as part

(37:45):
of my partner ecosystem. I have another coach that
focuses on trying to get people into fame companies and that's
his I, my clients generally don't want that because they
want work life balance. So that's, that's another
conversation for another day, maybe another podcast episode,
but maybe, but that's how that'show to work with me.

(38:08):
So direct me, direct message me on LinkedIn, or definitely send
me an e-mail. OK, so all of her information is
going to be down in the show notes.
So wherever you're listening to this podcast or if you're
watching us on YouTube, that information will be down below.
So it'll be clickable. It's really simple.
Go into the description, click on, you know, connect, find her
LinkedIn profile, reach out withher.

(38:30):
And I think there is follow her,if nothing else, because I think
you'll learn a lot around what you know.
What is Ariel's role in the world of Rebops?
How can you use someone like her?
Not in a bad way, but like in a way that gives you positive
feedback, that helps you with your clients.

(38:51):
Like that's really what you're looking at?
Correct. So yeah.
Yeah, there's, I have a blog on my website.
I have the LinkedIn newsletter if you want to subscribe to
that. So it's a lot of information
just from my experience working with clients now.
So it's a really good healthy blend of both.
I love it. So I have a feeling there's a

(39:12):
couple of you that got on here and said, did she really say
that about Rev OPS? Did she really say that about,
you know, people in sales not talking to people in finance?
Did she really say that that there is a gap in leadership?
Did she really say that? And the answer is absolutely
yes, yes. OK, because there she's like,
yes, I did because there this isa powerful conversation and I

(39:34):
would love to have you back, Ariel, just because this isn't
A1 dimensional conversation. It is definitely multi
dimensional and it's really interesting because I'd be
curious to see how this operations of Rev op speak kind
of develops. And the reason I say that kind
of some back story. So I've been in social media for
years and when social media first came out, there was one

(39:56):
person called a social media manager.
They were it. They created your content for
you, they posted your content for you.
And then they added more platforms and then they said you
have different types of content.Then you did different image
sizes and different video sizes and they called this person a
manager, right? Over time, over the last, I want

(40:19):
to say five to seven years, so again relatively new, it became
there was a marketing strategist, then there was the
manager, then there was the managing or social implementator
like the one that actually got the stuff done.
So I'm curious to see how your role being that it's still
relatively a new kind of position, but how it will evolve

(40:44):
and it's different deliverability because there it
is a multi faceted project that you're kind of coming into a
company with from working with the client to working with the
owner and the heads of differentdepartments.
Yeah. I mean one person can't do it
all. I will say that.
Yeah, it is it where we're goingin revenue operations and now

(41:09):
leading the charge with AI, which is it feels like the blind
leading the blind sometimes. But I will say it is possible we
can do it and how it will evolveis really thinking through our
next steps. Like we can't just say we're
going to slap this on and have ahave it be a quick fix.

(41:29):
We need to develop our talent. I will say that until I'm blue
in the face, we need to develop our talent.
We need to figure out how to allow people to excel at the
things that they're great at andnot just leaning on AI to kind
of be the fix it tool right now.And.
It's It's a tool to be used, butnot a tool to be used by.

(41:52):
Right. And we don't want to abuse it
either. So that that's when I say
abusive thinking about the ethics, thinking of the
downstream impact of our work. And to your point around like
having different layers of marketing, thinking about that
as far as the Rev OPS pillars themselves, like there is sales
enablement. How do you do that very well so

(42:13):
that your sales teams can be successful in what product that
they're selling or service that they're selling and do more of
that and allowing them to leverage AI in their work too,
so that they're not spending hours creating decks or talking
points. They're actually using AI to
practice with their ICP with their, with their segments.

(42:36):
So like enterprise sales is verydifferent and longer sales
cycles than say a small to medium sized business.
So how are you empowering your teams through the use of AI to
be in the same for Rev OPS as well?
Like, how are we empowering you to be better, to have the
knowledge, to have the things atyour fingertips, to be more

(42:57):
dangerous in the field? I love it.
So this has been a great conversation.
I am so grateful that you said yes to being on.
Did she really say that? Because I really feel like you
brought another level of awareness in the world of
business and an entrepreneurship.
Because here's the thing, if youwant to scale $1,000,000
business, if you want to scale amulti $1,000,000 business or

(43:19):
eventually get to a billion dollar business, ladies, then
Ariel's somebody that is going to become a critical part of
that success. Building your teams, having them
effectively communicate, knowingrules and responsibilities,
having pay structures and pace, knowing your compensation.
These are all things that may not be your specialty.
And this is where you hire on the best of the best to come in

(43:42):
and support you and build that culture and that team that
you're looking for. So definitely this is this is a
big piece of the puzzle. Trust me.
Try to automate where you can. If if I can leave folks off with
that try to automate where you can like emailing back and
forth. What is your availability is get

(44:02):
that. Freaking calendar get.
A calendar get. Calendar, get something,
Everything. Google is trying as well to have
something that's a little bit more intuitive as well.
But get something because your time is valuable.
So automate where you can, be human where I know you need to
be. Words of wisdom, I hope you

(44:23):
listen in and thank you again for joining us here on Did she
really say that? If you're enjoying this, you
know what you do say a comment, say hello to Ariel.
Definitely drop a five star rating because we're egotistical
like that. You know we are and support
women here on our show by sharing out.
So thank you for joining us and we'll see you on the next
episode. Thank you for listening or

(44:45):
watching this episode of Did SheReally say That?
If you enjoyed this episode, press that subscribe button and
give us a five star rating. And to learn more about the
Create Her business rewired. We're pioneering the female
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This is for self, family, wealthand philanthropy because we know
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(45:05):
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