Define a revenue operations operating model that clarifies ownership across marketing, sales and success.
Marketing & Sales
Building a Revenue Operations Function Across Marketing and Sales
Stand up a revenue operations function that unifies marketing, sales and customer success data, process and tooling into one accountable revenue engine.
🗓️Duration5 training days
📚Content4 modules · 8 sessions
🎓On completionAccredited attendance certificate
About the programme
Course Overview
Marketing hands over leads sales calls unqualified, sales reports pipeline numbers finance does not trust, and three teams each keep their own version of the funnel in a different tool: this is the gap a revenue operations function exists to close. This course walks through building a RevOps function from first principles, starting with an operating model that clarifies where marketing operations, sales operations and customer success operations sit relative to a shared RevOps team, then moving into the lead-to-revenue process, service-level agreements between functions, and the shared data model that makes a single funnel view possible. Participants map a current-state process across a sample organisation, identify handoff points where deals and leads are lost or duplicated, and design a target operating model with clear ownership of the CRM, marketing automation platform and reporting layer. The course covers the practical mechanics of tool consolidation and integration, the reporting cadence that keeps marketing, sales and finance aligned on the same pipeline numbers, and the governance needed to keep a shared system of record clean as the organisation scales. Participants leave with a RevOps charter, a documented lead-to-revenue process and a first-quarter implementation roadmap.
Expected Learning Outcomes
Map a current-state lead-to-revenue process and identify handoff points causing leakage or duplication.
Draft service-level agreements between marketing and sales covering lead volume, quality and response time.
Design a shared data model that reconciles marketing automation, CRM and finance reporting definitions.
Evaluate a revenue technology stack for consolidation, integration and data governance gaps.
Build a unified funnel and pipeline reporting cadence trusted by marketing, sales and finance.
Produce a RevOps charter and first-quarter implementation roadmap for a specific organisation.
Who Should Attend
Marketing operations and sales operations leaders forming a combined RevOps function
Revenue leaders sponsoring a marketing and sales alignment initiative
CRM and marketing automation administrators supporting a unified data model
Finance business partners reconciling pipeline and revenue reporting across teams
Customer success operations staff joining a broader revenue operations remit
Founders or commercial leads building a RevOps function for the first time
Course Modules
Select any module to see its sessions and points.
01Defining the Revenue Operations Operating Model
2 sessions · 8 points
Session 1Positioning RevOps Relative to Marketing, Sales and Success
- Compare centralised, embedded and hybrid RevOps operating models and their trade-offs.
- Clarify decision rights between a RevOps team and functional marketing, sales and success operations roles.
- Define the RevOps charter, including scope, mandate and the metrics the function is accountable for.
- Position RevOps reporting lines and stakeholder relationships within a typical commercial organisation.
Session 2Building the Case for a RevOps Function
- Quantify current friction points such as lead leakage, duplicate tooling or reporting disputes.
- Build a business case for a RevOps function that a commercial leadership team will fund.
- Sequence a RevOps build to show early wins before tackling deeper process redesign.
- Identify the first hires or role changes needed to stand up a minimum viable RevOps team.
02Mapping and Redesigning the Lead-to-Revenue Process
2 sessions · 8 points
Session 1Mapping the Current-State Funnel and Handoffs
- Map the end-to-end lead-to-revenue process from first touch to closed-won and renewal.
- Identify handoff points between marketing and sales where leads stall, leak or get duplicated.
- Audit lead definitions and stage criteria for inconsistency across marketing and sales systems.
- Interview frontline marketing and sales staff to surface informal workarounds the process map misses.
Session 2Designing Service-Level Agreements Between Functions
- Draft a marketing-to-sales service-level agreement covering lead volume, quality and follow-up time.
- Set shared definitions for marketing qualified and sales qualified leads that both teams accept.
- Design an escalation process for leads or accounts that fall outside agreed service levels.
- Review SLA performance in a recurring marketing and sales alignment meeting.
03Unifying Data, Systems and Reporting
2 sessions · 8 points
Session 1Building a Shared Revenue Data Model
- Reconcile conflicting funnel stage definitions across marketing automation, CRM and finance systems.
- Design a shared account and contact data model that supports one view of the customer.
- Set data governance rules for field ownership, deduplication and record hygiene across systems.
- Map data flows between marketing automation, CRM, billing and customer success platforms.
Session 2Evaluating and Consolidating the RevOps Tooling Stack
- Audit an existing revenue technology stack for overlap, gaps and integration weaknesses.
- Build criteria for evaluating a new tool against integration, data governance and total cost of ownership.
- Plan a tool consolidation or migration that minimises disruption to active sales and marketing workflows.
- Define ownership for each system in the stack to prevent configuration drift over time.
04Reporting, Governance and Continuous Improvement
2 sessions · 8 points
Session 1Establishing a Trusted Reporting Cadence
- Build a unified pipeline and revenue dashboard that marketing, sales and finance all reference.
- Set a reporting cadence and review cycle that catches funnel problems early rather than at quarter-end.
- Reconcile forecast and pipeline figures presented to leadership to remove team-by-team discrepancies.
- Design self-service reporting access that reduces ad hoc data requests to the RevOps team.
Session 2Governing and Scaling the RevOps Function
- Set change management rules for CRM and marketing automation configuration changes.
- Run a quarterly RevOps review that tracks process, data quality and stakeholder satisfaction metrics.
- Plan how the RevOps function scales as headcount, product lines or geographies expand.
- Build a roadmap prioritising the next twelve months of RevOps process and tooling improvements.
What the participant receives
4 course modules
A structured syllabus
8 training sessions
across 5 days
32 detailed points
Applied, detailed content
Accredited attendance certificate
On completing the programme
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